2000Unpublished venueRequires access

The Handbook of Key Customer Relationship Management: The Definitive Guide to Winning, Managing and Developing Key Account Business

Ken Burnett

Open publisher page 26 citations

Abstract

20% of your customers create 80% of your business revenue, but still 40% of suppliers cannot identify their key customers. The handbook of KCRM (Key Customer Relationship Management) is the definitive guide to winning, managing your key customers and provides you with all you need to know about how to develop your business for them. Enterprises that are not in the mainstream of technology will find themselves at a distinct competitive disadvantage as customers will equate lack of tailored technology with lack of concern. Get the competitive advantage, before your competition gets your customers. Including examples on: Procter & Gamble Marks & Spencers Ford Hawlett & Packard IBM

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20% of your customers create 80% of your business revenue, but still 40% of suppliers cannot identify their key customers. The handbook of KCRM (Key Customer Relationship Management) is the definitive guide to winning, managing your key customers and provides you with all you need to know about how to develop your business for them. Enterprises that are not in the mainstream of technology will find themselves at a distinct competitive disadvantage as customers will equate lack of tailored technology with lack of concern. Get the competitive advantage, before your competition gets your customers. Including examples on: Procter & Gamble Marks & Spencers Ford Hawlett & Packard IBM

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OpenAlex reports 26 citations for this work. Citation counts describe recorded attention and do not establish research quality.

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Available abstract

20% of your customers create 80% of your business revenue, but still 40% of suppliers cannot identify their key customers. The handbook of KCRM (Key Customer Relationship Management) is the definitive guide to winning, managing your key customers and provides you with all you need to know about how to develop your business for them. Enterprises that are not in the mainstream of technology will find themselves at a distinct competitive disadvantage as customers will equate lack of tailored technology with lack of concern. Get the competitive advantage, before your competition gets your customers. Including examples on: Procter & Gamble Marks & Spencers Ford Hawlett & Packard IBM

Key concepts: Key (lock), Business, Competition (biology), Disadvantage, IBM, Marketing, Competitive advantage, Revenue

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