Developing Strategic Customers & Key Accounts ... the Critical Success Factors

   

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"Developing Strategic Customers & Key Accounts...the Critical Success Factors" by John Hurcomb (Editor Peter Bartram and Exec. Editor Colin Coulson-Thomas)

Based on research among 194 companies with a combined turnover of £70bn, it shows what separates the most from the least successful when developing strategic customers and key accounts. The report provides statistical data on 108 key management activities and issues that enable you to identify priorities and benchmark your own company's performance.

CONTENTS

Executive summary

Part 1

1   Developing strategic customers: in perspective

• Introduction: background to the project
• The research and its methodology
• Just what is a strategic customer?
• The objectives of this report
• Headlines from the research
• Sorting out the most from the least effective
• Comparing the best with the worst

2   Roles and responsibilities: who's in the team?

• The value of personal relationships
• Chairmen and managing directors/CEOs
• Marketing and sales directors/managers
• Other roles
• Key findings in summary

3   How and why suppliers select strategic customers

• Customer focus and orientation
• Calculate your own customer orientation factor
• Selecting and developing strategic customers
• Why develop strategic customers?
• Whatever happened to successful partnering?
• How are you doing with those you know?
• Which customers have greatest strategic potential?
• Critical success factors in strategic customer selection
• Key findings in summary

4   Securing and growing strategic customer business

• Adopting a customer-oriented state of mind
• Focusing sales people on tomorrow
• Building strategic customer business
• Developing the relationship
• Focusing on the customer: looking in
• Focusing on the customer: looking out
• Differentiating your service
• Adding value to customer relationships
• Negotiating terms of business
• Key findings in summary

5   Key activities in locking out the competition

• Arming for the competitive war
• Keeping the customer in
• Locking the competition out
• Differentiating your service
• Working together with strategic customers
• Negotiating terms of business
• Protecting your relationship
• Key findings in summary

6   Realising the benefits of strategic customer relationships

• Achieving business objectives
• Enhancing your company's position
• Increasing market share and coverage
• Improving growth and profitability
• Reducing costs
• Key findings in summary

7   Harnessing new technologies

• The role of tomorrow's technologies
• Contrasting views of six technologies
• Key findings in summary

8   Strategic customers: key issues for the future

• A look at the future
• Growth in partnering
• Partnering: a view from the front-line
• Spread of electronic commerce
• Spread and complexity of strategic alliances
• Introduction of European Monetary Union
• Internationalisation of trade
• Reduction in suppliers to major competitors
• Global/regional purchasing
• Dynamics of global economic power
• Key findings in summary

9   A new model for strategic customer development

• Strategic customer development model
• Strategic customer development process
• Example model and process applications
• A best practice model

Part 2

Case studies

• Brierley-Almond/ASDA
• British Aerospace
• IBM
• Simon Jersey
• Volvo Car UK
• Willmott Dixon

Appendices

• Research survey statistical summary
• Further reading

How to order the report

The report "Developing Strategic Customers & Key Accounts: the Critical Success Factors" by John Hurcomb (Editor Peter Bartram and Exec. Editor Colin Coulson-Thomas) costs £230.

  OrderDeveloping Strategic Customers & Key Accounts: the Critical Success Factors

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