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Table Of Contents

Abstract
1 Introduction
1.1 Background
2.1 European air traffic management
2.2 Single European Sky
2.3 CRDS – CEATS Research and Development Simulation Centre
2.4 Changing environment of the CRDS
2.5 Summary
3 Theoretical Framework
3.1 Relationship Marketing
3.2 Key Account Management as a part of Relationship Marketing
3.3 Key Account Management
3.3.1 Terminology
3.3.2 Justification of the term “Key Account”
3.3.3 Objectives of Key Account Management
3.3.4 Reasons for a company to introduce KAM
3.3.5 Decisive factors for KAM implementation
3.4 Concept of KAM
3.4.1 Structuring KAM
Figure 1:Dimensions of Key Account Management
3.4.1.1 Strategic Dimension
3.4.1.2 Functional Dimension
3.4.1.3 Organisational Dimension
3.4.2 Controlling as a part of the KAM concept
3.4.3 Marketing Controlling
3.4.4 Key Account Controlling: its objectives and role
3.5 The process of KAM implementation
3.5.1 Selection of Key Accounts as a cornerstone of KAM initiation
3.5.2 Implementation of KAM - step 1: Selection of Key Accounts
3.5.2.1 Criteria for Selection
3.5.2.2 Qualitative and Quantitative Criteria
3.5.2.3 Unidimensional Criteria
3.5.2.4 Multidimensional criteria
3.5.3.1 Origin of portfolio method
Figure 3:A nine-box directional policy matrix
Figure 4:A four-box directional policy matrix 59
3.5.3.2 Customer portfolio
3.5.3.3 Key Account Portfolio
Figure 5:Key Account Selection Matrix (KAS-Matrix)
3.5.3.4 Categories of key accounts
4 Analysis of KAM suitability for CRDS
4.1 Hypothesis: KAM is an optimal concept for the CRDS
4.2 Verification of KAM suitability for CRDS
4.2.1 Compliance of CRDS’ intentions with KAM-objectives
4.2.2 Conformity of CRDS with the companies using KAM
4.2.3 Availability of factors for KAM implementation
5 Introduction of KAM to CRDS
5.1 Implementation of KAM - Step 1: Selection of Key Accounts
5.1.1 Assessment of Attractiveness of CRDS’ Customers
5.1.2 Criteria for measuring attractiveness of CRDS customers
5.1.3 Selection of CRDS’ Key Accounts
5.2.1 Data collection for the CRDS’ Key Account Portfolio
5.2.1.1 Key Account Attractiveness as a dimension for the Y- axis
5.2.1.2 Customer Spend as parameter for the bubbles size
5.2.1.3 Calculating Supplier’s Relative Business Strength
5.2.2 Portfolio of the CRDS’ Key Accounts
Figure 7:Key Account Portfolio of CRDS
5.2.3 Balancing the CRDS’ Key Account Portfolio
Figure 8:Balanced Key Account Portfolio of CRDS
5.2.4 Portfolio Characteristics of the CRDS’ key accounts
6 Conclusion
Appendices
Appendix 1: Questionnaire for Assessment of CRDS’ Customers
Appendix 2: CRDS' Relative Business Strength
Appendix 3: Data Worksheet for KAS - Matrix of CRDS
References
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KAM Dobar PDF

KAM Dobar PDF

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Published by Ivan Vucicevic

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Published by: Ivan Vucicevic on May 20, 2012
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