Features
- Cover Type: Hard Cover with 480 pages
- Published by: Free Press September 4, 2001
- Written in: English
- ISBN 10 Number: 074321188X
- ISBN 13 Number: 978-0743211888
-
Book Dimensions:
9.3 x 6.2 x 1.6 inches
- Weighs: 1.5 pounds
From Booklist
Capon, an academic and consultant, provides a framework for managing key accounts, which he describes as a company's single most important asset, since these accounts produce the major share of sales revenue. He offers a planning process that aids in developing strategies to enhance profitable results from these prized customer relationships. Central to his thesis is his congruence model for key account management, which has the following four elements--identifying key accounts; organizing and managing key accounts; identifying, managing, and rewarding account managers; and maintaining human and information based systems and processes. Capon also addresses the issues of key account-management partnering and global account management. The book concludes with exercises for developing key account management skills and an appendix containing a guide for developing a key account plan. This book could serve as a textbook for the author's executive training programs in key account-management and clearly is an infomercial for his consulting activities.
Mary WhaleyCopyright © American Library Association. All rights reserved
Product Review
Fred Schindler International Sales Operations, Program Executive, Global Customer Management, IBM Capon's differentiation of the global account management elements is insightful and will help those considering global account management to avoid some common mistakes. If his advice is followed, companies can get breakthrough results in managing their most important clients. --
ReviewReview by Doug Bosse, Strategic Account Management Association Board of Directors Member --
Velocity(TM) Magazine, October 2002
Reader ReviewsAs a manager in a large international consulting firm, I've been exposed to a number of different issues in a key account management. This is one of the most thorough reviews of the subject I've come across. The book spends about thirty pages covering the introduction to what Key Account Management is, and more importantly what it is not. It provides a balanced view to the benefits to both the customer and supplier firm, as well as instances where key account management may not be appropriate. The bulk of the book (Part 2 and 3) covers key account analysis and planning. It devotes two entire chapters to key account analysis and supplier firm analysis/competitor analysis. These are perhaps the most valuable chapters in the book. Chapter 7 covers formulating and capturing the key account strategy -- from the vision and mission statements through action plans and resource committments. Part 2 also provides significant coverage of the various organizational issues around organizing for key account management. Part 4 covers critical issues in key account management, including issues in partnering with your key accounts and a whirlwind treatment of issues related to global account management. The content of the book (though dry) is good for a survey of the issues. A number of examples are provided to illustrate points, though some of these examples are fairly weak and could have easily been omitted. The exercises and appendices provided take up nearly seventy pages. The exercises are extremely helpful at boiling down analysis, planning and information requirements for improving key account plans. The appendices provide exposition and further examples to back up the content. Overall, I would recommend this book for anyone who is new to account management and looking for a very even-handed overview of the structure, processes and critical issues for account management. It was exactly what I expected. I would not recommend this book for someone who is looking for an introduction to a sales organization or for tecniques on selling as that's not where the book is focused.
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