Key accounts are customers who help their suppliers grow, and consequently, they wield significant power. Although they are the key to market share and revenue growth, the costs of serving key accounts can erode profitability unless they are thoroughly understood and managed.
The policy commitment to make Britain the first zero carbon nation by 2050 has all kinds of implications for supply chains, how they’re set up and run.
Strategic negotiation is a fundamental competence for key account managers. Many key account managers still struggle to move away from negotiations where price becomes the focus to negotiations based on a value focus. We have identified a number of different sources of value and looked at how we can present these effectively to the customer or client in order to create joint value.
‘Wrongful trading’ is what happens when a company takes on credit knowing it won’t be able to pay the money back when it falls due. The debt incurred becomes the legal liability of individual directors - for them to pay back, not the business.
As part of his executive development Dave attended Cranfield’s Sales Directors’ Programme, so we spent five minutes with him to discover his thoughts on the programme.
The initial flurry of advice from Government to businesses suggested stockpiling after Brexit would be a ‘good thing’. Now there’s an edgy silence - suggesting there’s even doubts over how pro-active supply chains ought to be.
Multichannel and Omni channel supply chains - what are they and what is the difference?
In an article in HR Magazine, I talk about how many clichés surround how we discuss the impact of technology on the world of work and on HR.
We can be very proud of having a key account management (KAM) programme in place, but: