The purpose of the diploma thesis is to identify main activities and responsibilities of key account managers - based on example of Imperial Tobacco CR, s.r.o. company. The theoretical part describes the development of the Czech Retail market from 1989 till 2007. It is focused on international retail chains and it's entrance in the Czech market. Also main trends and possible future development are identified. The practical part provide with detailed characteristics of the Czech tobacco market as well as Imperial Tobacco CR, s.r.o. company - a representative of suppliers. Crucial part is the analysys of activities and responsibilities of Imperial Tobacco's key account managers. The authenticity is guaranteed by real business examples, situations and relationships.

This Master thesis is focused on topic of distribution channels and theirs practical application in distribution of Philips Oral Healthcare products on Czech market. The theoretical part is devoted to the physical structure of distribution channels, the parameters that define them, and the factors influencing their choice. Furthermore, the thesis focuses on the relationships that exist between channel members, a system for management and direction of the common value added. The thesis is further concerned about relationships developed in between two channel members and presents a system for management of such relationships in order to develop them and deliver additional value. Under this approach the thesis further deals with the process of key customers selection and their further integration. In the next section a more detailed presentation of Philips Company is given, followed by description of oral healthcare market competition and distribution of end customers by their habits. Furthermore the thesis describes a practical example of Philips dealing with key customer in oral healthcare category. In order to fulfill the set objectives of the this thesis deep analysis of Philips current distribution channels takes place, followed by described anticipated development and proposed important area to ensure such development.

隨著中國大陸及東南亞照明燈具產業設備的擴增，和廉價勞力成本的威脅以及受到整體大環境的不利因素，台灣燈具照明業者持續面臨著強敵環伺的處境，無疑對燈具出口貿易更是雪上加霜。但隨著近幾年來環保意識提昇及保護環境愛地球的觀念趨勢下，各國紛紛倡導綠能生活、節能減碳，更是為本研究個案公司創造新的轉型契機。 本研究個案公司藉此一波「綠能生活」趨勢轉折點，重新尋求企業定位並調整公司營運方向，利用顧客對燈具照明需求從傳統白熾燈轉變為LED照明和結合智能科技概念，並藉此導入核心顧客關係管理之經營理念，讓行銷聚焦於”挖掘需求,解決痛點,主動積極、細緻貼心”的顧客服務，塑造堅強之顧問式銷售團隊，深入暸解金字塔最上層之20%核心顧客需求並提供解決方案，增進顧客價值最大化，讓雙方合作形成牢不可破之「夥伴與合作式的核心顧客管理」，孕育雙方命運共同體的革命情感，創造雙方共同價值及雙贏策略。 有鑑於此，本研究個案公司利用個案公司中小企業特性，在資源有限的前提 下，推廣核心顧客關係管理的過程。首先，運用Barrett(1986)提出80/20 法則定律的行銷手法，搭配Malcolm McDonald和Beth Rogers(2006)將核心客戶管理分為六個階段，接著運用HouLun和TangXiaowo(2007)指出顧客價值具有雙重屬性，即顧客感知價值和顧客資產價值。個案公司不只是提供產品創造業績的顧客資產價值，而是再升級為顧客感知價值，”挖掘需求,解決痛點,主動積極、細緻貼心”超越客戶需求的顧客服務，將核心客戶關係管理的理論與實際行銷互相配合，創造個案公司與核心客戶的雙贏。 / With upgrading lighting industry of the mainland China and Southeast Asia, the threat of cheap labor costs and the overall environment of the negative factors, Taiwan's lighting industry continues to face the situation of a powerful enemy around, the lighting export performance is getting worse without doubt. However, with the environmental protection awareness in recent years to enhance and protect the environment of the Earth of trend concept in the world, countries have advocated green energy, energy saving and carbon reduction. Meantime, it brings new opportunities of transformation for the case study company. In this case study, the company turned to the trend of "green energy" which can re-locate and adjust the operating direction of company. The company transformed the lighting trend from traditional incandescent lamp to LED lighting integrated intelligent technology concept become core customer management business. The marketing focused on "find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. To build a strong consultative sales team, to understand deeply of the top 20% of the pyramid core customers’needs,to provide solutions to enhance customer value maximization, so that the corporation of the two parties can make an unbreakable "partnership and cooperative key account management" to create mutual values and win-win strategy. In view of this, the study of the case of small and medium enterprises using the characteristics of SMEs in the premise of limited resources, First of all, the promotion of core customer relationship management process, this paper divides key account management into six stages by using Barrett's (1986) marketing approach of 80/20 rule and Malcolm McDonald and Beth Rogers (2006), then using HouLun and Tang Xiaowo (2007) to point out that customer value has dual Attributes, named customer perceived value and customer asset value. Case-based company is not only to provide customers with product creation performance value of assets, but also upgrade customer perceived value. More than customers’expectation to "Find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. Key account relationship management theory and the practical marketing of the interaction between the case in the company and the core customers to create win-win situation.

Cross selling is the practice of selling additional products to an existing customer. It has the potential to boost revenues and can be beneficial for both the company and the customer. For many multi-divisional companies with product or service oriented organizational structures the attempt to realize the benefits of cross selling generates incentive problems. In this thesis, three problems spread over three business levels are identified. Firstly, management needs to (financially) motivate business units in fostering their cross selling efforts. Secondly, in order to make cross selling happen, business units need to cooperate and to exchange product-related information. Finally, in order to increase their short-term benefits business units might act opportunistically by selling products or services of other business units without paying attention to adding value for their customers. These incentive problems are theoretically examined by applying principal-agent theory and the theory of repeated games. Our findings suggest that an optimized incentive structure is required to make both the business units and the management better off. The thesis also analyses the circumstances and necessary prerequisites under which cross selling initiatives are beneficial for all involved parties. Apart from that cross selling sometimes may turn out to be non-beneficial. In addition to the elaborations above, risks and hazards of cross selling are presented in detail and applied for the extension of the underlying model. Bottom line, the work underlines that cross selling is to be realized holistically to ensure durable success. (author's abstract)