Hence, we devote this chapter to key account managers.
因此，本章的专题是“大客户经理”。
We conclude by reporting the results of studies of key account managers.
最后我们将得出大客户经理这一命题的研究结果。
In turn, the firm should closely link these levels to the key account manager's reward structure.
反之，公司应将这些绩效等级紧密地与关键账户经理的报酬结构挂钩。
But the shift to broader responsibility and key account management may be too large a transition.
然而，向更艰巨的责任和关键客户管理的转变是相当困难的。
The key account manager position is pivotal in the supplier's relationships with its key accounts.
在供应商与其大客户的关系中，大客户经理的作用至关重要。
The third major building block of the congruence model for key account management is human resources.
关键客户管理一致性模型的第三大板块是人力资源。
Identify and establish working relationship with key account customers for future business development.
维护和增进与关键客户的关系，促进未来商机。
In some cases, the entire key account team may undergo training together in an action-learning environment.
在某些情况下，整个大客户团队可以在一种行动式学习环境中一起接受培训。
An excessive number of measures is confusing and may divert key account managers from their central objective.
过多的测量方式容易造成混淆和阻碍关键账户经理达到中心目标。
These include functional barriers and hierarchical levels within the key account, but also within the supplier.
这些界限包括关键客户内部、还有供应商内部的职能界限和层级界限。
To a very large extent, the job of the key account manager is to run a business; that business is the key account.
在很大程度上，大客户经理的工作就是经营一门生意，而这门生意就是关键客户。
The starting point for developing a system to reward key account managers is clarity on the requirements of the job.
开发一个关键账户经理的报酬系统旨在澄清工作要求。
Regardless, the key account manager position may play an important role in career planning for individual salespeople.
尽管关键客户经理的职位在个体销售人员的职业生涯规划中起着重要的作用。
Figure 4.3 shows study results indicating the actual number of performance measures firms use for key account managers.
图4.3显示了指定实际数量的使用关键账户经理的绩效测量公司的研究结果。
In this section, we discuss a series of general requirements for effective key account management under several headings.
在本节中，我们将分若干标题讨论针对优秀关键客户经理的一系列一般性要求。
In general, the key account manager's focus is on business relationships per se and on social activities that support them.
总的来说，大客户经理的工作重心是在商业关系本身以及支撑商业关系的社交活动上。
Such candidates may lack intimate knowledge of the supplier, but balance this deficit with powerful key account credentials.
这类候选人也许对供应商不熟悉，但是他们在大客户方面的优势能弥补这个不足。
As we discussed earlier, the supplier should exercise great care in deciding which customers are worthy of key account status.
如我们在之前的讨论中所说，供应商在确定哪些客户可以进入其关键客户名单时应保持高度的谨慎。
Not only must key account managers conduct substantial data gathering, they must also possess strong market and customer focus.
大客户经理不仅要大量收集数据，而且还要对市场和客户有较强的关注力。
The firm should take care to ensure that it links performance levels as directly as possible to objectives in the key account plan.
公司应仔细确保将绩效等级尽可能直接与关键账户计划中的目标挂钩。
The key account manager requires a level of sophistication in marketing and financial analysis not normally found in the sales force.
大客户经理要具备精明的市场和财务分析能力，这在普通的销售团队中是不常见的。
Some firms experienced in key account management ask personnel at the key account to interview a short list of acceptable candidates.
有的公司在大客户管理方面有经验，他们会请大客户公司的人过目一个简短的可接受的候选人名单。
Example: the training program at Owens Corning Composites (OCC) embraces both key account managers and participants from other functions.
例如：欧文斯·科宁复合材料(OCC)公司的培训计划既包含了大客户经理，也包含了其他职能的参与者。
Clearly, when the supplier adopts some form of key account management program, many supplier personnel become involved in the relationship.
很明显，当供应商实行某种形式的关键客户管理计划时，供应商的很多人员都会参与到客户关系的维护中。
Firms considering key account management programs should complete a thorough assessment of skill requirements for their key account managers.
考虑实行关键客户管理计划的公司应对大客户经理职业技能要求做出详细评估。
In assessing skill requirements for key account managers, the supplier should be very clear about the results it expects from these managers.
在对大客户经理职业技能要求进行评估时，供应商应清楚其对这些经理人员的期望。
As the scope of the key account manager job expands, and as the nature shifts from short - to long-term, the measurement system has to change.
由于关键账户经理工作范围的扩大，且其性质由短期变成长期，测量系统必须作出改变。
One particularly powerful device is the 2+1+1 approach that the authors developed for training in key account planning and strategy development.
作者为大客户计划和策略制定特别提出了一种强有效的方法，即2+1+1法。
They did less well in understanding the account's business, involving others with the account, and ensuring commitment to the key account program.
而在熟悉客户的业务、增强他人与客户的关系、确保对关键客户计划的承诺方面做的则有所欠缺。
An alternative, but typically more expensive, approach is to develop a standardized training program that all new key account managers must complete.
还有另外一种方法，但是通常成本较高，即制定一份标准化培训方案，要求所有新进大客户经理必须完成。
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