Index_S

S

Sales

calls, 139

expenses, engineering firms, 136

generation. See Long-term sales; Short-term sales

initiative, 36

relationship. See Strategic account management management processes, 167

managers, coaching, 100

organization, development. See United Parcel Service

processes, 158

development, 112

Salesforces

automation

implementation, 157

systems, cost, 154

communications systems, 164

comparison, 164

efficiency. See National accounts

nonstrategic, 154

Salespeople

approaches, 100

commission, 107. See also Field salespeople

Sales-staffing model, 105

SAMPs. See Strategic account management programs

SAMs. See Strategic account managers

Sanchez, D., 189

SAVE program. See Boise Office Solutions

Schneider National, 50

Selection criteria, high-performance, 95

usage. See Strategic accounts

Self-discipline, 176

Selling costs, 73

Selling know-how, 114

Senge, P.M., 38, 189

Service. See Customers

delivery partnership solution, 125

quality levels, duplication, 176

Service-level agreements, 125

SET. See Southeast Toyota

S4 Consulting, Inc., 3, 46, 93, 103, 117

strategic account manager competency model categories, 93–95

Shared-savings program, establishment. See Countrywide Funding

Shaw, George Bernard, 91

Sherner, Steve, 28

Short-term cash flow, 111

Short-term compensation, 106

Short-term incentives, 106

Short-term revenue, generation, 66, 84

Short-term sales, generation, 185

Short-term transactional thinking/selling, 106

Siemens, 57

Corporate Mobility Services (CMS), 57

relationship. See Marriott International

Travel Management, 58

TravelNet, 58

Simon, Jonas, 79–81

Situation appraisal, conducting, 99

Six-question meeting, 66–71

Six Sigma, usage, 27

Slywotsky, Adrian, 15

Soft-dollar cost savings, 142

Soft issues, 132

Software. See Business; Contact management software; Database; Off-the-shelf software

customization, 165

investment/re-implementation. See Enterprise Resource Planning

need/reconfiguration. See Customer relationship management

programs, research. See United Parcel Service

solutions. See Reynolds & Reynolds

usage. See Boise Office Solutions; Holland Hitch; Presentation package office suite software

Sole source

contract, 148, 171

payoff, creation, 171

supplier, 171

vendor, 148

Southeast Toyota (SET), 7

benefits, 12–14

dealerships, 13

Distributors, 11

parts department, savings, 13

Parts Operations, improvements, 14

Reynolds & Reynolds

interaction, 10–12

relationship, future, 14–15

success, 76

Spinner, Patrice, 180–182

volunteer army, 181

Spreadsheet systems, 165

Staples, 146

Stauffer, David, 15, 189

Stephenson, Vivian, 126

Stock-keeping unit (SKU), entering, 140

Stoppages, 120

Strategic account management

account

loyalty, 177–178

profitability, 179–180

adjustment, 133

analysis/action process, 169–172

benefits, 6–7, 175–180

competitive advantage, sustaining, 175–177

contrast. See Accounts

definition, 1–2

business, relationship, 19, 173

sales initiative, relationship, 19, 173

development, 36. See also High-tech suppliers

drivers. See Minnesota Power

human resources support, creation, 83, 111–112, 174

implementation, challenges, 7–10

information system, 186

payback, prohibition, 174

payoff, 169–172

performance needs, identification, 158, 167

technology usage, impact, 159–160

relationship. See Bear market seven keys, 173–174

starting, 78

strategies, review, 48

success, rewards, 174

tactical issues, 79

Strategic Account Management Association, 106, 185–186

Strategic account management programs (SAMPs), 186

beginning, 23–28

business initiative, 185

comparison. See Accounts

junior, creation, 65

systems implementation, steps, 153, 157–163

technology, solutions

implementation, 158–159, 167

indication, 154

Strategic account managers (SAMs)

advice, 81

assignment, 112

process, 101–105

characteristics, 2

collaboration, 161

compensation, 106

competency model, 87, 93. See also H. R. Chally

categories. See S4Consulting, Inc.

development, 84

process, 95

improvement, 95

internal relationships, 102

investments, justification, 137

job description, 150

mind set, 93

money, spending, 133

panel, creation, 101

payment process, 105–107

performance. See H. R. Chally

relationships, examination. See Accounts

resource, 117

role, 156

salaries, 137

selection

challenges, 105

process, 86–87

selling, shift, 179

success, 90

support structures, development, 172

technology

readiness, assessment, 160, 167

resistance, 162

tools, 117

training, 95–100

transition, 95

understanding. See Accounts

usage. See Boise Office Solutions

value-added activity, 103

Strategic accounts

alignment, 172

asset, 174

examination, process, 62–66

interaction, 151

issues, 133

leadership, role, 161

loss cycle, 119–123, 137

prevention, 123

multilocation, 106

needs/expectations, 37, 173

performance needs, 167

plug-and-play implementation plan, existence, 183

processes, cost calculation, 151

quantification. See Value, quantification

revenue, generation, 67

selection criteria

representation, 118

usage, 61, 76–78

team members, 158

value add, 140

value delivery

communication, 131, 150–151, 174

quantification, 131, 143, 150–151, 174

value received

communication, 131, 150–151, 174

quantification, 131, 150–151, 174

Strategic business relationships, establishment, 24

Strategic buyers, 179

Strategic corporate accounts. See Honeywell Strategic Corporate Accounts Program

Strategic goals, achievement, 112

Strategic initiatives, longer-term, 106

Strategic realignment

initial success. See Minnesota Power

key players, interaction. See Minnesota Power

Strategic relationship building, long-term, 112

Strategic thinking/actions, 94

Strategies, development. See Business

Structural changes. See Organizational alignment

Subject-matter experts. See Information technology

Suppliers

contact, 129

employees, 173

relationship management, orchestration, 129

high-tech

relationships, 85

strategic account management development, 86

performance, 121

processes, knowledge, 94

shipments, delivery (timing), 120

shortcomings, 122

Support expenses, 137

Switching costs, emotional, increase, 174

Switchover costs, 122

Systematic communication. See Organizational alignment

System-development dollars, usage, 159

Systems

developers, 160

implementation, 162

RFP, 160

steps. See Strategic account management programs

managers, 180

project-review meetings, 161

requirements, identification. See United Parcel Service

Systems-development process, 162