Diana WoodburnBSc MSc MBA FCIMDiana is the Managing Director of Marketing Best Practice, a Visiting Fellow at Cranfield School of Management and Associate Fellow at Warwick Business School. In 1998, together with Malcolm McDonald, she founded Cranfield's KAM Best Practice Research Club of blue-chip companies, which has proved a major driving force in understanding and advancing KAM. An exceptionally experienced practitioner, she has developed the key account management capabilities of leading companies and about three thousand of their people worldwide, through consultancy, teaching, coaching and writing. She has created some of the most popular concepts and tools in KAM in use today.Email: woodburn@marketingbp.com Malcolm McDonald MA(Oxon), MSc, PhD, D.Litt. FCIM FRSA Malcolm is Emeritus Professor of Marketing at Cranfield University School of Management, where he was until recently Deputy Director. Formerly Marketing and Sales Director of Canada Dry, he is the author of forty three books, including the best seller, Marketing Plans: How to prepare them, how to use them. He is Chairman of six companies and works with the operating boards of major companies all over the world, particularly helping them to take profitable advantage of the opportunities afforded by the growing number of big, powerful customers. Together with Diana Woodburn at Cranfield, he has been researching best practice in key account management for over a decade. He is also a Visiting Professor at Henley, Warwick, Aston and Bradford Business SchoolsEmail: m.mcdonald@cranfield.ac.uk

• Foreword by Martin Lamb. Acknowledgements.The purpose of this book.Before you read this book!List of figures and tables.1 The crucial role of key account management.2 Selecting and categorizing key customers.3 Relationship stages.4 Developing key relationships.5 The buyer perspective.6 Key account profitability.7 Key account analysis.8 Planning for key accounts.9 Processes - making key account management work.10 The role and requirements of key account managers.11 Performance and rewards in KAM.12 Organizing for key account management.13 Transitioning to KAM.Further reading.Integrated fast track.Mini-cases.Index.

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Diana WoodburnBSc MSc MBA FCIMDiana is the Managing Director of Marketing Best Practice, a Visiting Fellow at Cranfield School of Management and Associate Fellow at Warwick Business School. In 1998, together with Malcolm McDonald, she founded Cranfield's KAM Best Practice Research Club of blue-chip companies, which has proved a major driving force in understanding and advancing KAM. An exceptionally experienced practitioner, she has developed the key account management capabilities of leading companies and about three thousand of their people worldwide, through consultancy, teaching, coaching and writing. She has created some of the most popular concepts and tools in KAM in use today.Email: woodburn@marketingbp.com Malcolm McDonald MA(Oxon), MSc, PhD, D.Litt. FCIM FRSA Malcolm is Emeritus Professor of Marketing at Cranfield University School of Management, where he was until recently Deputy Director. Formerly Marketing and Sales Director of Canada Dry, he is the author of forty three books, including the best seller, Marketing Plans: How to prepare them, how to use them. He is Chairman of six companies and works with the operating boards of major companies all over the world, particularly helping them to take profitable advantage of the opportunities afforded by the growing number of big, powerful customers. Together with Diana Woodburn at Cranfield, he has been researching best practice in key account management for over a decade. He is also a Visiting Professor at Henley, Warwick, Aston and Bradford Business SchoolsEmail: m.mcdonald@cranfield.ac.uk

• Foreword by Martin Lamb. Acknowledgements.The purpose of this book.Before you read this book!List of figures and tables.1 The crucial role of key account management.2 Selecting and categorizing key customers.3 Relationship stages.4 Developing key relationships.5 The buyer perspective.6 Key account profitability.7 Key account analysis.8 Planning for key accounts.9 Processes - making key account management work.10 The role and requirements of key account managers.11 Performance and rewards in KAM.12 Organizing for key account management.13 Transitioning to KAM.Further reading.Integrated fast track.Mini-cases.Index.

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Diana WoodburnBSc MSc MBA FCIMDiana is the Managing Director of Marketing Best Practice, a Visiting Fellow at Cranfield School of Management and Associate Fellow at Warwick Business School. In 1998, together with Malcolm McDonald, she founded Cranfield's KAM Best Practice Research Club of blue-chip companies, which has proved a major driving force in understanding and advancing KAM. An exceptionally experienced practitioner, she has developed the key account management capabilities of leading companies and about three thousand of their people worldwide, through consultancy, teaching, coaching and writing. She has created some of the most popular concepts and tools in KAM in use today.Email: woodburn@marketingbp.com Malcolm McDonald MA(Oxon), MSc, PhD, D.Litt. FCIM FRSA Malcolm is Emeritus Professor of Marketing at Cranfield University School of Management, where he was until recently Deputy Director. Formerly Marketing and Sales Director of Canada Dry, he is the author of forty three books, including the best seller, Marketing Plans: How to prepare them, how to use them. He is Chairman of six companies and works with the operating boards of major companies all over the world, particularly helping them to take profitable advantage of the opportunities afforded by the growing number of big, powerful customers. Together with Diana Woodburn at Cranfield, he has been researching best practice in key account management for over a decade. He is also a Visiting Professor at Henley, Warwick, Aston and Bradford Business SchoolsEmail: m.mcdonald@cranfield.ac.uk

• Foreword by Martin Lamb. Acknowledgements.The purpose of this book.Before you read this book!List of figures and tables.1 The crucial role of key account management.2 Selecting and categorizing key customers.3 Relationship stages.4 Developing key relationships.5 The buyer perspective.6 Key account profitability.7 Key account analysis.8 Planning for key accounts.9 Processes - making key account management work.10 The role and requirements of key account managers.11 Performance and rewards in KAM.12 Organizing for key account management.13 Transitioning to KAM.Further reading.Integrated fast track.Mini-cases.Index.

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