The Seven Keys to Managing Strategic Accounts

The Seven Keys to Managing Strategic Accounts pdf epub mobi txt 电子书 下载 2026

出版者:McGraw-Hill Trade
作者:Sallie ShermanJoseph SperrySamuel Reese
出品人:
页数:256
译者:
出版时间:2003-4
价格:$ 31.58
装帧:HRD
isbn号码:9780071417525
丛书系列:
图书标签:
  • KAM
  • 战略客户管理
  • 大客户管理
  • 客户关系管理
  • 销售策略
  • 销售技巧
  • 业务发展
  • 客户成功
  • 关键账户
  • B2B销售
  • 销售管理
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具体描述

This book contains top-to-bottom techniques for keeping your best customers in-house and happy - and away from your competition. Strategic accounts are your firm's lifeblood; they play a critical role in its success or failure. "The Seven Keys to Managing Strategic Accounts" is filled with best practices and examples of how to intelligently manage key interactions and relationships with these vital accounts - for greater loyalty, higher profitability, and consistent competitive advantage. Let this hands-on guidebook's compelling case studies and examples help you to: create firm-wide alignment and commitment to meeting the needs and expectations of strategic accounts; develop multi-level relationships within these accounts, from line managers to upper executives; continually quantify and communicate the value delivered to - and received from - strategic accounts.Your firm's strategic accounts are its most valuable customers. Discover how today's marketing leaders are designing and implementing cost-effective, results-oriented strategic account programs, and how you can follow their lead, in "The Seven Keys to Managing Strategic Accounts".'This book tells it right...there is no magic pill for handling strategic accounts. The author's seven keys, however, are spot on for ensuring strategic account management success' - Tom VanHootegem, Director, National Account Program, Boise Office Solutions. 'Although all customers are important, there are certain customers you cannot afford to ignore or live without...' - From the Preface. Strategic accounts are your firm's most significant accounts. Chances are they are also your most imperiled. Why? Because as your customer service employees work overtime tending to your most demanding accounts, and as your sales force works overtime searching for new business, your strategic accounts may begin to feel overlooked. Instead of investing your firm's assets to ensure that strategic accounts receive impeccable service, you under-invest - leaving the door wide open to your competitors."The Seven Keys to Managing Strategic Accounts" provides you with a step-by-step approach for providing your best accounts with performance that will make and keep them satisfied, even delighted. A synergistic collaboration between S4 Consulting and Miller Heiman, two of today's leading providers of strategic account management and sales development solutions, this hands-on book provides you with front-line benefits including: a market-proven model for developing, managing, and measuring a world-class strategic account program; methodologies for getting everyone in your organization to understand - and buy into - strategic account management; and, human resources solutions for finding, attracting, and compensating your industry's top account managers.'We have listed in this book the challenges we have seen most often in helping clients with strategic account management - as well as keys to overcoming them' - From the Preface. The day-to-day difficulties and distractions of servicing second-tier accounts can divert your attention from the unspoken, but imperative, needs of your top accounts. "The Seven Keys to Managing Strategic Accounts" details how today's market leaders are successfully reorienting themselves to focus on their most valuable, cash-cow customers. Now let it show you how to avoid or overcome easy-to-miss errors and oversights before they become disasters that deliver your best customers into the arms of your competitors - who will be only too happy to learn from your mistakes and turn your formerly "safe" customers into their newest strategic accounts.

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这本书简直是为那些在销售前线摸爬滚打,却总感觉抓不住“大客户”脉络的实干家们量身定做的锦囊妙计。我记得我刚开始接触战略客户管理时,那种无从下手的感觉,就像面对一座信息爆炸的迷宫,每个转角都可能通向陷阱。这本书没有用那些虚无缥缈的理论术语来糊弄人,而是直接切入了问题的核心——如何将那些看似固若金汤的客户关系,通过系统性的方法转化为可持续的、高价值的合作。它不像市面上很多管理书籍那样,只是告诉你“要了解客户”,而是提供了一套切实可行的流程图,告诉你“如何”去了解,以及了解之后“该怎么做”。特别是关于客户痛点深挖的那几章,那种细致入微的提问技巧和场景模拟,让我立刻在下一次客户拜访中就派上了用场,效果立竿见影。这本书的价值在于,它把原本需要多年经验才能领悟的“诀窍”,转化成了任何人都可以学习和复制的“方法论”。对于那些追求效率和成果的专业人士来说,这不仅仅是一本书,更像是一位经验丰富的高级顾问,时刻在你身边耳提面命。它让我重新审视了所谓的“大客户关系”,认识到这绝不是靠一顿饭或一次高尔夫就能维系的表面文章,而是建立在深刻的商业洞察和持续的价值交付之上的长期战略博弈。

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我过去参加过很多昂贵的培训课程,主题都是围绕“提升客户忠诚度”展开,但大多都流于表面,强调“服务要好,态度要亲切”。然而,这本书彻底颠覆了这种温吞水的做法。它直言不讳地指出,在战略层面,关系再好也抵不过商业利益的权衡。因此,它将重点放在了“建立不可替代性”上。这个概念在书中的阐述非常深刻,它要求我们提供的价值必须是客户在市场上找不到替代品的,或者说,即使能找到替代品,切换我们的成本(包括学习成本、集成成本、潜在风险)也高到令客户望而却步。书中有一个关于“价值锁定”的案例分析,展示了如何通过深度集成客户的运营流程,使得我们的产品或服务成为其基础设施的一部分。这种“嵌入式”的合作模式,才是真正抵御竞争对手侵蚀的铜墙铁壁。阅读过程中,我不断地在反思自己过去的项目中,有没有仅仅停留在“服务”层面,而错失了构建这种深度“绑定”的机会。这本书就像一面清晰的镜子,照出了我们以往战略执行中的那些“软肋”。

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读完这本巨著,我最大的感受是,以往我们对“战略客户”的理解可能太过于狭隘和表面化了。这本书提供了一个宏大且立体的框架,它强迫你去跳出日常的交易琐事,从客户的“未来”而不是“现在”的角度去规划我们的合作。最让我眼前一亮的是,它对“价值地图”的构建进行了详尽的阐述。以往我总以为把产品功能罗列清楚就是价值体现,但书中揭示了如何将我们的解决方案与客户的最高层级目标——比如市场份额提升、核心风险规避,甚至是高管的个人绩效指标——紧密挂钩。这种思维上的跃迁是革命性的。很多销售人员败下阵来,不是因为产品不好,而是因为他们始终没能把自己定位成客户的“战略伙伴”,而是“供应商”。这本书详尽地解析了如何搭建内部协作网络,确保从研发、法务到市场推广的每一个部门,都能理解并服务于这个核心战略账户。它不仅仅是给销售团队看的,我强烈建议客户方的采购和业务负责人也应该翻阅,只有供需双方都站在同一个战略高度上,才能真正实现共赢。这种对跨部门协作重要性的强调,对于那些内部流程复杂的大型企业尤其关键。

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这本书的叙事风格非常硬朗,几乎没有多余的寒暄或空泛的鼓舞,每一个章节都像是在拆解一个精密的机械装置,目标明确,逻辑严密。它没有给我那种读完后“感觉很好但不知道怎么做”的困扰。相反,它更像是一份经过无数次失败和成功淬炼后提炼出的操作手册。我特别喜欢它对于“客户异议处理”的章节,它不是简单地提供几句公关说辞,而是深入分析了异议背后的心理动因和组织政治博弈。例如,当一个客户提出降价要求时,这本书会引导你去探究,这背后是财务部门的年度压力,还是某个部门经理对新方案的抵触情绪?这种深挖根源的分析能力,远超出了传统销售技巧的范畴。它教会我,管理战略客户,实际上是在管理复杂的人际网络和权力结构。此外,书中对风险预警机制的描述也极其到位,提供了量化指标来监测客户的满意度变化,甚至包括对关键联络人离职的应对预案。这确保了我们的战略部署不会因为突发的人事变动而功亏一篑,体现了一种未雨绸缪的职业素养。

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这本书的结构设计也体现了其高阶的管理思维。它不是一个线性的叙事,而是更像一个循环迭代的体系,从“战略选择”到“执行落地”,再到“绩效回顾与调整”,形成一个闭环。对于那些习惯于快速见效的人来说,这本书可能需要多花一点时间去消化,因为它要求你慢下来,先画好蓝图。我特别欣赏它对于“退出策略”的讨论,这在很多强调“永不放弃”的销售书籍中是罕见的。书中坦诚地指出,并非所有的战略客户都值得投入所有资源,学会识别那些已经达到饱和、回报递减,或者未来商业前景不佳的账户,并果断地释放资源去投入更有潜力的客户,这本身就是一种高阶的战略管理。这种务实到近乎残酷的判断力,让我对作者的专业水平深信不疑。它帮助我明确了资源分配的优先级,避免了在“沉没成本谬误”中越陷越深。总而言之,这是一本极具穿透力、能够从根本上重塑你管理战略大客户思维模式的著作,值得反复研读和实践。

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