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