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Vertikal fusion - vertikal alliance

 

Key account management er beskrevet af Blythe, hvor der refereres til forskellige tilstande af ledelsesprocessen. Blythe citerer her fra Millman and Wilson, 1995:

  Stage Explanation  
  Pre-key account management (KAM) The preparation and identification of potential key accounts, now and in the future. The decision is based on the nature of the exchange; if it is low value and essentially transactional, key account management is unlikely to be necessary.  
  Early KAM An initial order has been received and the emphasis is now on building on that order to develop a longer-term and more strategic relationship.
Opportunities for increasing the firm's involvement with the customer are being sought; for example setting up training programmes, offering technical support or carrying out joint promotions.
 
  Mid-KAM At this stage the buyer is becoming committed to the firm, although other competitors may still be involved. The buyer will expect to be given preferential treatment, but will also be prepared to give some preferential treatment in return. Negotiation is important at this stage; the future relationship between the parties will depend largely on what is agreed at this time.  
  Partnership KAM This develops from the mid-KAM stage. At this point each party is committed to the other, there is open discussion of needs and wants and a number of joint initiatives will be undertaken.  
  Synergetic KAM At this level, the companies are almost synonymous with one another, but there has not actually been a merger. The problem now becomes one of internal end external co-ordination to ensure the achievement of mutual objectives. In a sense, the salesforce is no longer ijnvolved at this stage; all the staff of both firms will be involved directly or indirectly in ensuring a close fit between the firms.  

Fælles værdier
Det tætte samarbejde mellem leverandør og detailhandel, som er en forudsætning for effektiv gennemførelse af Category Management, kan accelerere dannelsen af en vertikal fusion.

Værdikæden
Den vertikale organisation eller produktionssystemet som skitseret her betegnes ofte en værdikæde:

  værdikæde  

Som bl.a. Peter et al. understreger er det i sidste ende forbrugerne der fastsætter den oplevede værdiforøgelse af kædens frembringelse - altså hvilken pris han eller hun er villig til at betale for produktet/serviceydelsen. Jo større behovstilfredsstillelse, jo større samlet fortjenstmulighed i kæden. Denne overgrænse øger incitationen til at arbejde tæt sammen for at nedsætte omkostningerne i kæden og dermed maksimere det samlede udbytte - og fokuserer på nødvendigheden af at være markedsorienteret selv om man som leverandør kan være tilbøjelig til at føle sig på lang afstand af den endelige forbruger.

Se også coevolving.

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