Данная магистерская работа посвящена пониманию важности работы с ключевыми клиентами и влияние этого на корпоративную стратегию компании в B2B секторе. Было дано определение понятия ключевой клиент и системы работы с клиентами. Также был проведен анализ корпоративной стратегии и ее составляющей. Для практической части было проведено две разных формы интервью с целью выявление необходимости и актуальности менеджера по работе с клиентами в российских компаниях. Полученные данные были проанализированы и сделаны соответствующе выводы. Далее было разобрано поэтапное внедрение КАМ системы в компанию и проиллюстрировано в нескольких примерах. Также было показано изменение некоторых сфер корпоративной стратегии, их возможное изменение под влиянием внедрения или усовершенствования работы с ключевыми клиентами. В последней части был рассмотрен экономический эффект от внедрения КАМ системы. Были показаны основные показатели и индикаторы по котором можно определить эффективность внедрения системы, а также был проведен сравнительный анализ различных CRM систем с расчетом стоимости каждой из них.

This master's research is devoted to understanding the importance of work with key customers and the impact of this on the company's corporate strategy in the B2B sector. The definition of a key customer and a customer service system was given. It also analyzed the corporate strategy and its component. For the practical part, two different forms of interviews were conducted in order to identify the need and relevance of the account manager in Russian companies. The data obtained were analyzed and appropriate conclusions were made as well. Further, the phased introduction of the KAM system into the company was analyzed and illustrated in several examples. It was also shown changes in some areas of corporate strategy, their possible change under the influence of the introduction or improvement of work with key customers. In the last part, the economic effect of the introduction of the KAM system was considered. The main features and indicators were shown on, where you can determine the effectiveness of system implementation, and a comparative analysis of various CRM systems was conducted with the calculation of the cost for each item.

• INTRODUCTION
• 1 THEORETICAL KNOWLEDGE ABOUT KEY CUSTOMERS AND CORPORATE STRATEGY
  • 1.1 What is a key customer?
  • 1.2 What is key account management?
  • 1.3 Organization of work with key customers
  • 1.4 Why does it come about?
  • 1.5 The connection to relationship management
    • 1.5.1 The key objectives and thus benefits of KAM
  • 1.5 CRM system
  • 1.6 Corporate Strategy
    • 1.6.1 What is a corporate strategy?
  • 1.7 Porter’s Five Forces Model
    • 1.7.1 Dealing with the Five Forces
    • 1.7.2 Overall Cost Leadership
    • 1.7.3 Differentiation
    • 1.7.4 Focus strategy
  • 1.8 SWOT Analysis
• 2. PRACTICAL RESEARCH OF MANAGERS OPINION ABOUT KAM SYSTEM
  • 2.1 Quantitative methods
  • 2.1.1 The survey
  • 2.2 Qualitative methods
    • 2.2.1 In-depth interviews
    • 2.2.2. Main characteristics of the in-depth interview method
    • 2.2.3 Protocol analysis
    • 2.2.4 Analysis of managers interviews
  • 2.3 SPSS analysis
    • 2.3.1. Reliability analysis
    • 2.3.2. Cronbach's alpha
    • 2.3.3. Factor analysis
    • 2.3.4. Characteristics of the factor analysis
• 3 IMPLEMENTATION OF KEY ACCOUNT MANAGEMENT AND IMPACT OF CHANGES ON A CORPORATE STRATEGY IN B2B COMPANIES
  • 3.1 Determine a current situation of Key account management and future expectation
  • 3.2 Summarize a purchasing power
  • 3.3 Introduction of KAM
  • 3.4 Creation of KAM
  • 3.5 Optimising KAM
  • 3.6 Continuous improvement KAM
  • 3.7 The main challenges of KAM implementation
  • 3.8 Impact of changes on corporate strategy in B2B companies
    • 3.8.1 How KAM contribute to Strategic Planning
  • 3.9 Strategy
    • 3.9.1 Sources for sustainable competitive advantage
    • 3.9.2 Company’s key strategic priorities
    • 3.9.3 Provide a value creation
  • 3.10 System
    • 3.10.1 CRM system analysis
  • 3.11 Organization and structure
  • 3.12 Leadership
  • 3.13 Top management support
  • 3.14 Skills
  • 3.15 Skills and qualities
  • 3.16 Shared value
  • 3.17 Customizing Key Account Management
  • 3.18 Corporate culture
  • 3.19 Customer-orientation in a KAM frame concept
• 4 PERFORMANCE INDICATORS AFTER APPLYING KAM
  • 4.1 Calculation of Customer retention rate
  • 4.2 Calculation of the customer turnover rate (Churn rate)
  • 4.3 Customer lifetime value calculation
  • 4.4 Calculation of Key Account manager and CRM system
    • 4.4.1 Comparative analysis of CRM-systems
• CONCLUSION
• REFERENCES
• APPENDIX A