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Essay / Research Paper Abstract
This 3 page paper looks at some of the challenges that we faced by an organization is seeking to implement key account management (KAM) to identify and the cost of a key customers. The paper discusses some of the issues, and the way they customers may be identified, the best way to service customers and leverage the value and keeping systems up to date. The bibliography cites 4 sources.
Page Count:
3 pages (~225 words per page)
File: TS14_TEKAMchal.doc
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Unformatted sample text from the term paper:
and creating systems in order to enhance those relationships in order to retain and increase the value of the sales generated. This process can be complex, not only identifying key
customers but putting measures into place so that those customers are well looked after, this may include building relationships with them. Where the company introducing a key account management
program is selling to wholesalers or another form of intermediary there are some advantages and disadvantages. In many instances the sale of products to wholesalers reduces the diversity and number
of customers who have to be considered with in a key account program; there is a higher concentration of sales in a relatively low number of customers compared to the
retail market. With a relatively low number of customers to analyze it may be easier to identify the key customers. However, the customer for a higher portion of sales and
alternative environments it may be argued that each individual customer becomes more important to the production of revenue. Therefore, where there are only a limited number of customers it is
important that the implementation of a key customer program does not devalue the remaining customers so that the value is lost (Mintzberg et al., 2008). It may be argued
that one of IBMs problems and to the changes being in the beginning of the 21st century the fragmented nature of the organization, in many departments unable to effectively with
a key customers. In place to identify key customers and ensure that they had an holistic business relationship. It was only following the changes in the organization he organization becoming
more integrated, that key customers were effectively identified and then looked after a specialist teams. For this was only a part of the major change, it was a significant aspect
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