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Case study: Is Facebook Screwing Your Brand?

Case study: Is Facebook Screwing Your Brand? | Key account management | Scoop.it
Facebook is like a box of chocolates.  You never know what you’re going to get.  And sometimes, it’s not even sweet.
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Key account management
Value creation for strategic customers
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Livre Management des grands comptes - S. Lacoste - Innover, fidéliser et créer de la valeur - Librairie Eyrolles

Livre Management des grands comptes - S. Lacoste - Innover, fidéliser et créer de la valeur - Librairie Eyrolles | Key account management | Scoop.it
Ouverture des marchés, centralisation des achats au sein des grands groupes, rayons d'action géographiques de plus en plus vastes... L'effet de ces changements est l'apparition au sein des directions commerciales d'une organisation construite autour des grands comptes, ou comptes clés, définissant une forme nouvelle de relation entre le client et le fournisseur.
Sylvie Lacoste présente ici ce qui fait la spécificité de ces clients "pas comme les autres" et répond aux questions que se pose tout manager amené à travailler avec des grands comptes :
Quels sont les facteurs clés de réussite dans la gestion des grands comptes ?
Quel est le rôle du manager grand compte ?
Sur quels critères sélectionner un grand compte ?
Le chiffre d'affaires généré est-il le seul indicateur à retenir ?
Quels sont les pièges propres à la gestion des grands comptes ?
Elle montre ainsi que la relation avec le grand compte ne saurait être d'ordre purement commercial. Les fournisseurs doivent aussi mettre en place une stratégie d'innovation, de fidélisation et de création de valeur.
Conseils, exemples et cas d'entreprises viennent illustrer cette approche opérationnelle qui s'adresse tant aux managers grands comptes qu'aux membres des équipes de direction, aux managers non commerciaux et aux étudiants.
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Sustainable value co-creation in business networks

Sustainable value co-creation in business networks | Key account management | Scoop.it

Sustainability, by reinforcing a service proposition, is either at the core or an incremental element of value co-creation.

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We explore the role played by sustainability in business-to-business value co-creation.

Sustainability, by reinforcing a service proposition, is either at the core or an incremental element of value co-creation.

We demonstrate the role of sustainability in a value co-creation process that links the supplier and customer networks.

Suppliers lead this value co-creation process by improving the sustainable fitbetween their customer and the end customer.

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An exploration of the ‘dark side’ associations of conflict, power and dependence in customer–supplier relationships

An exploration of the ‘dark side’ associations of conflict, power and dependence in customer–supplier relationships | Key account management | Scoop.it

Abstract The purpose of this paper is to present the findings from a critical literature review of the ‘dark side’ issues related to three constructs, namely conflict, power and dependence, in customer–supplier [...]...

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Sustainable value co-creation in business networks

Sustainable value co-creation in business networks | Key account management | Scoop.it

Highlights

 

We explore the role played by sustainability in business-to-business value co-creation.

Sustainability, by reinforcing a service proposition, is either at the core or an incremental element of value co-creation.

We demonstrate the role of sustainability in a value co-creation process that links the supplier and customer networks.

Suppliers lead this value co-creation process by improving the sustainable fitbetween their customer and the end customer.

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Emerald | Qualitative Market Research: An International Journal | Coopetition and framework contracts in industrial customer-supplier relationships

Emerald | Qualitative Market Research: An International Journal | Coopetition and framework contracts in industrial customer-supplier relationships | Key account management | Scoop.it
Sylvie ML's insight:

Purpose - We investigate how business-to-business Key Accounts deal with the consequent tension between cooperation and competition, and how they can resolve that relational paradox, using framework contracts.

Design/methodology/approach - We argue that the role played by framework contracts can be bivalent: as a tool to define cooperation with suppliers while simultaneously organising competition within suppliers, but by formalising such bivalence it does help to ease the tensions that may arise. To clarify such a conceptual and counter-intuitive ambivalence, we use a case study that shows how framework contracts are used to solve the inherent tensions between cooperation with ‘preferred suppliers’ and their price competition with invited ‘challengers’, in a competitive bidding situation.

Findings - This study is a first step in an investigation of the role of framework contracts in a customer-supplier relationship, aiming to explain their use as they highlight the "coopetitive" nature of the relationship, turning it into something tangible and psychologically acceptable.

Research limitations/implications - Because of the complexity of vertical "coopetition" and the research method adopted, the findings may not be generally applicable.

Practical implications - This research offers an enlarged perspective for suppliers as well as customers to think over their own relationships (in an industrial setting).

Originality/value - Little research has been conducted to date on vertical coopetition and the role and effects of framework contracts in the context of such complex customer-supplier relationships. This case study offers insights for practising managers and academics into the effective use of framework contracts.

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Segmentation fournisseurs et négociation : le cas du fournisseur « stratégique » - Cairn.info

Segmentation fournisseurs et négociation : le cas du fournisseur « stratégique » - Cairn.info | Key account management | Scoop.it
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IMP Group

IMP Group | Key account management | Scoop.it
Today the IMP Group has emerged to an informal, international network of scholars who continue to approach marketing, purchasing, technological development and management from an interactive perspective, in a B2B and a B2C context.
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KAM : 1 mission sous les projecteurs, 3 missions en coulisses - Le blog du manager commercial

Si je vous dis KAM, vous pensez immédiatement à développement d’un client stratégique, pilotage du business, négociation de haut niveau, gros contra...
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Creating and Realizing Economic Value; The 5-Point Plan for Bursting Economic Pressures

Dennis Chapman Sr, President and Founder of The Chapman Group presents an innovative strategy to engage clients in the creation, documentation, and validation of economic value (Return on Investmen...
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Reckitt Benckiser Reviews Its Global Media Account - Adweek

Reckitt Benckiser Reviews Its Global Media Account - Adweek | Key account management | Scoop.it
Adweek
Reckitt Benckiser Reviews Its Global Media Account
Adweek
The review encompasses both traditional and digital media buying. A global media spending figure was not immediately available, but it is believed to exceed $500 million annually.
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Customer Retention versus Customer Acquisition

Customer retention is often over looked when sales persons are on the hunt for new customers. This blog article suggests how to refine your sales team to ensure existing customers are looked after while new ones are brought on board.
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Use LinkedIn capabilities to shorten procurement cycle - KoMarketing Associates

Use LinkedIn capabilities to shorten procurement cycle - KoMarketing Associates | Key account management | Scoop.it
Use LinkedIn capabilities to shorten procurement cycleKoMarketing AssociatesBarlow suggests taking advantage of social marketing platforms that allow B2B marketers to identify each target's information requirements to deliver a customized package...
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Faut-il utiliser les réseaux sociaux avec vos clients importants? - HBR

Faut-il utiliser les réseaux sociaux avec vos clients importants? - HBR | Key account management | Scoop.it
Après avoir envahi la sphère privée, les réseaux sociaux se développent de plus en plus dans la sphère professionnelle : Facebook est en train d’adapter son réseau social à l’entreprise avec Facebook at Work et rêve d’y connecter 3 milliards de salariés. LinkedIn s’affirme comme le plus grand réseau professionnel du …
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Perspectives on social media ant its use by key account managers

Perspectives on social media ant its use by key account managers | Key account management | Scoop.it

We highlight tensions key account managers are facing while using social media and some French cultural idiosyncrasies.

Sylvie ML's insight:
Highlights

 

We investigate the use of social media by key account managers;

As a result of a qualitative research study, we present a model of key account managers' use of social media;

We highlight tensions key account managers are facing while using social media and some French cultural idiosyncrasies.

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Supplier–customer relationships: A case study of power dynamics

Supplier–customer relationships: A case study of power dynamics | Key account management | Scoop.it
Highlights

We study how low-power suppliers re-balance the power dynamic with strategic customers.

Suppliers develop a two-step service process to create a countervailing power.

The study highlights some counterintuitive findings on supplier performance driver.
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ScienceDirect - Industrial Marketing Management : “Vertical coopetition”: The key account perspective

ScienceDirect - Industrial Marketing Management : “Vertical coopetition”: The key account perspective | Key account management | Scoop.it
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Business to Business Marketing: Relationships, Networks, and ...

Business to Business Marketing: Relationships, Networks, and ... | Key account management | Scoop.it
Business to Business Marketing provides a comprehensive introduction to the main theoretical and managerial issues in B2B marketing, increasing students' awareness of its significance in both local and global modern economies.
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Making sense of the B2B marketing mix | Econsultancy

Making sense of the B2B marketing mix | Econsultancy | Key account management | Scoop.it
We recently launched our first B2B Internet Statistics Compendium, which sits separately from our main Internet Statistics Compendium and aims to make it easier for B2B marketers to find the relevant information needed to ...
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Les 10 bons réflexes pour vendre vos solutions

Les 10 bons réflexes pour vendre vos solutions | Key account management | Scoop.it
Une offre de service, de conseil ou de technologie ne se vend pas comme un produit.
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Why Individuals No Longer Rule on Sales Teams - blogs.hbr.org (blog)

Why Individuals No Longer Rule on Sales Teams - blogs.hbr.org (blog) | Key account management | Scoop.it
Why Individuals No Longer Rule on Sales Teams
blogs.hbr.org (blog)
In one account alone, the improvements have driven $3.5 million in incremental revenue.
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The Best Key Account Planning Tool

The Best Key Account Planning Tool | Key account management | Scoop.it
One of the most under used business models available that can be adapted for key account management and account planning.
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PresentationLoad's comment, November 9, 2015 4:57 AM
Thanks for Scooping :) Key Account Management is realisable with PowerPoint too: https://www.youtube.com/watch?v=rhthVogSvTQ&feature=youtu.be&a
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Procurement in 2020: To Heck With Organizational Alliance – Building True ... - Spend Matters

Procurement in 2020: To Heck With Organizational Alliance – Building True ... - Spend Matters | Key account management | Scoop.it
Procurement in 2020: To Heck With Organizational Alliance – Building True ...
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Vendre aux grands comptes quand on est une PME - strategie management

Vendre aux grands comptes quand on est une PME - strategie management | Key account management | Scoop.it
Quand on est une petite entreprise, réussir à vendre ses produits ou services à des grands groupes constitue à la fois un objectif séduisant et une expérience difficile. Comment intéresser les grands comptes ?
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