评价：基本合格。基本功是可以的，但是缺乏翻译技巧，中文表达欠佳。如果确保能在这两个方面有所突破，能够保证翻译质量的话，可以参与这本书的翻译。请仔细研读本公司网站上发布的有关翻译要领。在实际翻译过程中，确实把握好直译和意译关系。

EXTERNAL CANDIDATES

外部候选人

The second source of key account manager candidates is executives working for other organizations. Such candidates may have significant key account management experience and/or considerable knowledge, experience, and relationships at the key account. They may have worked for a competitor, a non-competitive supplier, or as an employee. Such candidates may lack intimate knowledge of the supplier, but balance this deficit with powerful key account credentials.

大客户经理候选人的第二个来源是为其它组织工作的主管。该等候选人可能有重要的大客户管理经验，或者具备关于大客户有相当的了解、经验、关系。他们或者已经是竞争对手、或作为非竞争对手的供应商的主管、雇员。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。

 

Example: Faced with appointing a new key account manager for a state government customer, a major technology firm recruited strongly from state government employees. The firm reasoned that it would be easier to train such an individual in technology issues than to take a current employee and have them learn the intricacies of selling to state government.

例：如果一个大科技公司要任命一位新的大客户经理，而客户是政府部门，那么这个公司会大力从政府部门工作人员中招聘。这家公司会认为，从政府部门招人再对他进行技术培训，要比对现有雇员培训如何向政府部门销售容易。

 

 

Many issues surround the inside/outside hiring decision. Benefits of hiring internal candidates are an intimate knowledge of firm processes and procedures, and the positive morale boost of providing exciting opportunities to firm employees. Conversely, if sufficient key account management expertise and/or potential are not available within the firm, outside hires may be the only method for placing key account management on a solid organizational footing.

内部／外部招聘的决策会涉及很多问题。从内部候选人中招聘的好处是，大家对公司内部的流程和程序熟悉，此外这也是一个激动人心的正面激励员工士气的好机会。然而，如果公司内部不具备足够的大客户管理知识和潜力，那么就只能从外部招聘才能使大客户管理有坚实的组织基础。

 

Regardless of the particular source of candidate key account managers, the firm should consider developing systems that produce an inventory of potential key account managers -- a talent pool of key account managers in waiting. Because, key accounts are so important to the supplier, it cannot afford to have key account manager positions unfilled or to fill them with inappropriate personnel.

不论大客户经理候选人来源如何，公司应当考虑开发体系来储备潜在大客户经理，建立大客户经理的后备人才库。这是因为大客户对供应商来说如此重要，不能让大客户经理这个职位空缺或任命不合适的人选。

 

For internal candidates, such systems involve identifying potential key account managers and ensuring they receive the opportunities to gain the relevant skills and experience via training programs and job assignments. For external candidates, a continual process of recruiting and interviewing potential candidates should provide a ready source of candidates for whenever a position becomes available.

对于内部候选人，该体系要能发现潜在的大客户经理人选，确保他们能通过培训和工作掌握相关技能、获得相关经验。对于外部候选人，要持续不断地招聘和面试候选人，那么不管什么时候有职位空缺，都能有稳定的人选来源。

 

The selection process for key account managers should conform to the same rigorous standards the supplier employs for other critical managerial positions. Typically, such systems involve multiple interviews with a panel of senior executives experienced in key account management. These interviews focus on the roles and responsibilities of the key account manager position and the skill sets required. Oftentimes, firms employ psychological testing instruments to aid in the selection process.

大客户经理的选拔过程，应当遵照供应商选择其它重要管理职位的同等严格标准。特别是这种系统包括有效面试程序，由那些在大客户管理方面有资深经验的高级管理人员组成面试小组，进行多轮面试。这些面试要聚焦在大客户管理的岗位职责以及所要求的技能上。通常公司会使用心理测试工具来作为选拔参考。

 

One variation of the typical senior executive selection processes is involvement of the key account. Some firms experienced in key account management ask personnel at the key account to interview a short list of acceptable candidates. Hence, key account executives provide input into the selection process. In some situations, the key account makes the selection from the short list developed by the supplier!

典型的高级管理人员选拔过程有一个变种，那就是大客户参与。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。这样，大客户就为选拔过程提供了参考信息。在某些情况下，大客户会从供应商提供的名单里直接选人！

 

 

The key account manager position is pivotal in the supplier’s relationships with its key accounts. For this reason, the supplier should ensure that the particular human resources occupying these positions are the best it can provide. Training’s role is to take the human resources appointed through the recruitment and selection process, and mold these into effective key account managers. Training is particularly crucial in those organizations where key account managers are promoted internally from traditional sales force positions. The substantial shift in perspective from short-term transaction-based selling to developing long-run relationships requires a significant training intervention.

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。因此，供应商应当力所能及地确保为这个职位配备最佳人力资源。培训的作用就是帮助选定的人力资源经历招聘和选拔过程，并且将他们塑造为卓有成效的大客户经理。如果大客户经理是从传统的销售人员中内部提升起来的，那么培训就尤其重要。从短期的、建立在交易基础上的销售视角，转化为发展长期的关系这种视角，是一种重大的转变，需要特别的培训来介入。

 

The specific training required by newly appointed key account managers is in part a function of the supplier, its key accounts, and the nature of desired firm/key account relationships. Training also depends on the knowledge, skills, abilities, and experience of those executives the firm appoints to be key account managers. Hence, an existing key account manager given responsibility for a more important key account, or an experienced key account manager previously working for a competitor, requires one type of training. A newly appointed rising organizational star who has just spent three years developing the firm’s new procurement system will likely require a very different experience.

新任命的大客户经理所需的具体培训，包括供应商的功能、供应商的重要客户、以及理想的公司／重要客户关系。培训也要取决于公司所任命大客户经理的知识、技能、能力、经验。因此，如果现任的大客户经理要负责更加重要的客户，或者有经验的大客户经理以前是为竞争对手服务，那么他们需要某种培训。而如果刚任命的是在公司提升的新星，过去的三年开发了公司的新采购系统，他则可能需要非常不同的经验。

 

Example: At well-known technology firm – Techco (disguised), sales representatives assigned to key accounts previously focused their efforts on broadening the customer base. Techco developed computer simulations in which trainees worked in teams and simulated all activities involved in managing a key account -- phone calls, negotiations, and resource allocation.

例：在非常有名的科技公司——Techco（化名），被委派为大客户销售代表的员工此前专注于拓展客户基础。Techco开发了一个计算机模拟系统 ，令培训人员分组模拟大客户管理所涉及的全部活动——打电话、谈判、资源分配。