Title Implementing Key Account Management
Subtitle Designing Customer-Centric Processes for Mutual Growth
Author Javier Marcos, Mark Davies, Rodrigo Guesalaga, Sue Holt
ISBN 9780749482756
List price GBP 29.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 352
Book size 165 x 241 mm
Publishing year 2018
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
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“The authors have a proven record of developing and delivering leadership in key account management theory and practice. This book will be really useful to any business leader looking for practical insight into how to grow business relationships and commercial outcomes with their largest, most complex accounts.”

Paul Wilson, Commercial Account Director, Pfizer – KAM Centre of Excellence


“Incredibly well thought-through, well researched and provides a unique playbook both for newcomers to key account management and for those with decades of experience. Very thought-provoking and a must-read for those serious about building deeper client relationships.”

John MacDonald-Gaunt, Vice President, IBM Global Business Services


“Professional, practical and pragmatic - an ideal source of information to make key account management work effectively in your organization.”

Richard Daniel, Director of Key Account Coordination and Customer Solutions, Zoetis


“I like the highly structured approach of this book, combining practical relevance and scientific foundation.”

Hajo Rapp, SVP Global Strategic Account Management and Sales Excellence, TUEV SUED AG


“Full of practical advice for managers, this book is the product of many years of research and teaching on key account management and sales by the experienced Cranfield team.”

Lynette Ryals, Pro Vice Chancellor and Professor of Strategic Sales and Account Management, Cranfield University


Implementing Key Account Management is a highly practical handbook that guides readers through the realities of rolling out a functional key account management programme. The book offers an integrated framework for key account management (KAM) that businesses can use to design or further develop strategic customer management programmes, enabling them to overcome the obstacles that organizations often face when rolling out their strategies.

Bringing together the experiences of leading experts within this field, Implementing Key Account Management draws on two decades of research and best practice from Cranfield University School of Management, one of the foremost centres for researcher and thought leadership in KAM. Between them, the authors have designed and delivered programmes globally for clients such as Rolls-Royce, Unilever, Vodafone, The Economist and many more. Rigorously researched, well-grounded and practical, this book is - quite simply - the definitive, go-to resource for implementing key account management programmes.


About the authors



Chapter 1: Introduction to implementing key account management • Overview • Why this book now? • The process of value creation has shifted focus • Why should your company consider implementing KAM (or not)? • Effective KAM programmes • Key guiding principles for quality KAM implementation • Purpose and structure of the book • Questions for managers • References • Note

PART ONE: Re-engaging strategic customers

Chapter 2: Adopting key account management • Overview • The need for KAM • Selection of key accounts • The KAM investment • Conclusion • Questions for managers • References

Chapter 3: Building customer understanding and value planning • Overview • Building an in-depth understanding of the customer’s world • Key account planning • Conclusion • Questions for managers • References

Chapter 4: Developing customer relationships • Overview • Buyer–supplier relationships • Developing successful relationships with key accounts • Case study and interview • Conclusion • Questions for managers • References

PART TWO: Developing winning offerings

Chapter 5: Creating compelling customer value propositions • What is a customer value proposition? • Linking innovation and KAM • Components of a compelling customer value proposition • Defining customer future state • Expanding your offer to the customer • Quantifying customer value • Products and advanced services • Example of a customer value proposition • Ten tips to create a compelling customer value proposition • Final thoughts • References

Chapter 6: Co-creating value with key customers • Overview • Foundations of value co-creation: value in exchange vs value in use • Practices and capabilities for value co-creation • Value co-creation as purposeful engagement • Conclusion • Questions for managers • References

PART THREE: Designing customer-centric approaches and processes

Chapter 7: The role of the key account manager and the KAM team • Overview • The role of the key account manager • Key account manager competences and skills • Recruiting, developing and leading key account managers • Key account teams • Conclusions • Questions for managers • References

Chapter 8: Measuring KAM performance • Overview • The complexity of KAM performance • A proposed framework for measuring KAM performance • Linking performance to insights • Conclusion • Questions for managers • References

Chapter 9: Motivating, incentivizing and rewarding for KAM • Overview • The need for revisiting compensation systems in KAM • Traditional rewards and their limitations for KAM roles • Unintended consequences of performance-related incentives • Motivation theories that underpin traditional reward schemes • Motivational and organizational theories that support KAM approaches • Guidelines for implementing KAM-oriented rewards • Conclusion • Questions for managers • References

Chapter 10: KAM and procurement: the buyer’s perspective and value-based negotiation • Sales, negotiation and KAM: what’s the difference? • How do buyers look at you? • Realistic relationships • Buying and procurement (strategic and operational tensions) • The supplier assessment framework • Cost, price, value, risk (price and contract options) • Tips for understanding procurement and adopting a value-based price position • References

Chapter 11: International key account management • Overview • Managing international key accounts • Global vs local: some common pitfalls of IKAM • The cultural dimension of managing international key accounts • How does KAM apply in different countries? • Conclusion • Questions for managers • References

PART FOUR: Assessing your KAM programme: a framework

Chapter 12: The KAM Framework • A different way of doing business • Organizational capability and individual competence • Strategy–capability–change • The importance of a robust and shared vision • The KAM Framework • Building the organization to fit customer types • Expanding the KAM standards • Mind the gap (find the truth) • Final thoughts and advice for adopting the KAM Framework • References

Epilogue: Final word on implementing KAM from a global practitioner at Unilever Food Solutions


About the Authors:

Javier Marcos has designed and delivered programmes globally for clients such as Barclays, Cap Gemini, GKN Aerospace, Rolls-Royce and Unilever.

Mark Davies acts as Visiting Fellow for Cranfield School of Management and facilitates the Cranfield KAM Best Practice Research Club.

Rodrigo Guesalaga is Senior Lecturer at Cranfield School of Management, Associate Professor at Pontificia Universidad Católica de Chile, and Visiting Professor at Vlerick Business School.

Sue Holt is Director of the Cranfield School of Management’s flagship Open Programme on KAM.

Target Audience:

This book will be really useful to any business leader looking for practical insight into how to grow business relationships and commercial outcomes with their largest, most complex accounts.

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