Key Account Management in the Financial Services Industry

Front Cover
Kogan Page Publishers, Nov 3, 2004 - Business & Economics - 344 pages
0 Reviews
Peter Cheverton's Key Account Management (3rd edition 2004) has established itself as the leading book on the subject. The idea for this new book was prompted by the huge up-take for his KAM Masterclass seminars and workshops from sales and marketing people in FS companies all over the world. It follows a similar structure to the original book, but offers specific advice on marketing and selling financial products, with real-world examples and case studies from FS companies around the globe. Compiled from original in-depth research and interviews, the book is divided into seven parts and is designed to take the reader through the process of understanding, analysis, planning, implementation and performance monitoring, so it can be used as a 'before, during, and after' guide to practical implementation. With areas covered such as the changing environment in financial services; the buying process; competitor replacement strategies; identifying key accounts; meeting the customer's needs; E-commerce and the Internet; and management of non key accounts, this book is a must-have for anyone working or studying in this field.
 

What people are saying - Write a review

We haven't found any reviews in the usual places.

Contents

1 Why financial services are special
3
2 What is a key account in financial services?
16
3 Competitive advantage through managing the future
25
4 Key account management its purpose
38
5 Developing the relationship
47
6 The good the bad and the sad
68
7 KAM profitability
75
Part II The Customers Perspective
87
19 The 10step process
203
20 Segmentation
206
21 Identifying your key accounts
220
22 Customer distinction
235
Part V Entry Strategies
243
23 The customers decisionmaking process
245
24 Selling to the organization the DMU
248
Part VI Meeting the Customers Needs
267

8 The buying process in financial services
89
9 Supplier positioning becoming a key supplier
98
10 Measuring value
110
11 Measuring trust
117
12 Managing financial services suppliers
123
13 Understanding business strategy culture and values becoming a strategic supplier
129
Part III Preparing for Key Account Management
145
14 What will it take? Goals and obstacles
147
15 What will it take? Skills
150
16 What will it take? Processes and systems
155
17 What will it take? Organization and resources
181
18 What will it take? Making it happen
194
Part IV Identifying Key Accounts
201
25 Meeting the business needs beyond benefits
269
26 Positive impact analysis PIA
275
27 Key account management and the erevolution
283
28 Making the proposal
295
29 Selling to the individual
301
Part VII Keeping on Track
305
30 Getting there timetables and performance
307
31 Writing the key account plan
314
32 Getting further help
322
References
324
Index
327
Copyright

Other editions - View all

Common terms and phrases

Bibliographic information