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Key Account Management, 5th Edition by Peter Cheverton

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15

Being of strategic value

Throughout Chapters 11 to 14 we have been concerned with making a positive impact on the customer’s purchasing strategy. Our aim to achieve ‘key supplier status’ has been as judged by the customer’s purchasing professionals. In these next chapters it is time to move up a level, to consider our impact on the customer’s business strategy, in pursuit of what we might call ‘strategic supplier status’. We must consider how we are judged by the customer as a whole, across all functions, and in particular at the most senior level.

We will need to consider a whole new set of performance criteria, summarized in what we will call the ‘diagnostic toolkit’ (as discussed later) – a series of analytical tools that will enable us ...

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