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How can you manage your key accounts, when they think they are managing you? Beth Rogers Athens Sales Management Forum September 21 st  2007
How important is selling? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The history of sales Go out and  get the  numbers!!!!!!!!!
The sales function today ,[object Object],[object Object],[object Object],[object Object],Management of “top line” strategy
Where does this leave marketing? “ We believe that a 20% gain in profits can be realized by  companies that improve  a poorly working marketing/sales relationship Into a better one.” Kotler, Rackham et al, 2006
Integrated sales and marketing ,[object Object],[object Object],[object Object],[object Object],[object Object]
Managing business relationships Rogers B, 2007 Sales takes the lead Marketing takes the lead strategic co - operative tactical prospective Our value to the customer strategic co - operative tactical prospective High Low Low High Customer  value to us
Examples of strategic relationships ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key account management is…. ,[object Object],[object Object],[object Object],[object Object],[object Object],McDonald, Millman, Rogers, 1996
It should work…. ,[object Object]
The trouble is…. ,[object Object],[object Object],[object Object],[object Object]
Managing risk in business relationships Rogers B, 2007 strategic co - operative tactical prospective Our value to the customer strategic co - operative tactical prospective High Low Low High Customer  value to us
The role of purchasing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic contribution of purchasing   ,[object Object],[object Object],[object Object],[object Object],[object Object]
Purchasing strategy Kraljic 1984 Leverage Bottleneck Strategic Non-critical Importance  of purchase  (profit  impact) Complexity/risk in supply market
Which means that…. ,[object Object],[object Object],[object Object],[object Object]
Cost control ,[object Object]
Selective investment ,[object Object],[object Object],[object Object]
The nature of KAM ,[object Object],[object Object],[object Object],[object Object]
But…. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Remember how business relationships break down: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic relationship momentum: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Beth Rogers: "How can you manage your Key Accounts, when they think they are managing you? - a model for developing business relationships"

  • 1. How can you manage your key accounts, when they think they are managing you? Beth Rogers Athens Sales Management Forum September 21 st 2007
  • 2.
  • 3. The history of sales Go out and get the numbers!!!!!!!!!
  • 4.
  • 5. Where does this leave marketing? “ We believe that a 20% gain in profits can be realized by companies that improve a poorly working marketing/sales relationship Into a better one.” Kotler, Rackham et al, 2006
  • 6.
  • 7. Managing business relationships Rogers B, 2007 Sales takes the lead Marketing takes the lead strategic co - operative tactical prospective Our value to the customer strategic co - operative tactical prospective High Low Low High Customer value to us
  • 8.
  • 9.
  • 10.
  • 11.
  • 12. Managing risk in business relationships Rogers B, 2007 strategic co - operative tactical prospective Our value to the customer strategic co - operative tactical prospective High Low Low High Customer value to us
  • 13.
  • 14.
  • 15. Purchasing strategy Kraljic 1984 Leverage Bottleneck Strategic Non-critical Importance of purchase (profit impact) Complexity/risk in supply market
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.