Relational key account management: Building key account management effectiveness through structural reformations and relationship management skills

Literature has widely recognised the importance of key account management (KAM) in building long-term customer relationships. Although KAM grounds significantly on the relationship marketing theory, most empirical studies focus on the financial impact a KAM programme can produce. Hence, only normative work can advise practitioners on the implications from adopting a relational approach in managing their business with customers who can help the supplier realise a broader set of strategic objectives. Drawing from 304 cases of different suppliers, this article seeks to start filling this gap in the literature and offer empirical evidence regarding the structural and relational implications from a KAM programme. In summary, the findings suggest that adopting a relational perspective through the development of key account management orientation (KAMO) will result in certain, necessary, structural reformation while allowing for specific relational skills to develop. Consequently, supplier's performance also improves. Moreover, this chain of effects remains strong independently of resources available to the supplier, suggesting that KAM can be a significant basis for developing a competitive advantage irrespectively of the supplier's size.     

Using trade fairs in key account management

Trade fairs play an important role in marketing. In many cases, exhibitors view trade fairs as an opportunity for transactional selling, and thus may overlook opportunities that exist for initiating and building relationships with key accounts. This paper maps exhibitors' and visitors' exhibition objectives against key account management (KAM) activities, and in particular examines the role trade fairs can have in solving specific problems that arise at different stages in the development of the relationship between firms in a dyadic KAM scenario. Drawing on research conducted in the UK, US and Greece, the author concludes that trade fairs should occupy a pivotal position in KAM, but the evidence is that exhibitors are not taking full advantage of this opportunity.     

Key account selection as a political process: Conceptual foundation and exploratory investigation

Key account management (KAM) is an approach to sales management in which customers with high strategic importance for a company are identified and receive particular management attention. Selecting KAs is one of the most fundamental processes in KAM. This research aims to provide a detailed understanding of the nature of KA selection. Our qualitative study shows that KA selection is not only a technical process, but has political importance for different actors in a company. Drawing on research on organizational politics and the political economy paradigm we discuss the facets of companies' internal and external power-related, political factors as well as economic, ‘rational’ elements in KA selection. We close with a discussion of implications and avenues for future research.     

Implementing key account management: Intraorganizational practices and associated dilemmas

Over the last few decades, key account management (KAM) has become a widespread approach to creating value in strategic customer relationships. Research in KAM has often focused on the role of the key account manager, taking a customer interface perspective and adopting cross sectional methods. We contribute to the KAM body of knowledge by presenting a novel longitudinal study of the intraorganizational decisions and dilemmas faced by leaders when implementing KAM programs. Our findings demonstrate that deploying KAM involves the continual balancing and harmonization of strategic and operational practices. In particular, we show that KAM programs become embedded when firms create structural as well as individual support systems and when long-term aims can be reconciled with the need for short term deliverables.     

A framework for key account management and revenue management integration

Key Account Management (KAM) and Revenue Management (RevM) have been widely practiced in the service industries for more than three decades, but the effects of RevM on KAM remain largely unknown. This paper addresses this neglected area of study in the marketing field by presenting a framework for KAM and RevM integration that aligns the potentially conflicting management priorities of the two. The study uses an international hotel company as a research context to investigate, first, how a long-term relational approach to KAM may have been affected by RevM short-term revenue maximization goals, and, second, how KAM could be facilitated by RevM through an integrated approach to yield optimization from perishable products and from key accounts. The proposed framework is the first attempt of its kind to amalgamate KAM and RevM, involving critical analysis to assess comprehensively the revenue and the relationship value of a key account.     

Firm-internal key account management networks: Framework,case study,avenues for future research

Key account management (KAM) is used for managing relationships between a supplier and its strategically important customer firms, that is, the key accounts. KAM activities typically involve a firm-internal network of actors. While there is a rich body of literature on key account managers' work with external networks in customer firms, this study focusses on the much less explored KAM activities in interaction with the firm-internal network that is required to mobilise resources and develop activities towards key accounts. The purpose of this study is to develop a conceptual framework explaining how the firm's capability to manage the internal KAM network contributes to firm performance. We illustrate our framework using case study material and develop avenues for future research along the elements of our framework.     

The organizational implications of implementing key account management: A case-based examination

Most companies struggle in the effort to become more customer-centric. A typical example of customer-centric change initiative is adoption of a key account management (KAM) program. Companies are increasingly adopting such programs, but knowledge of how to successfully manage the organizational change required to implement them is extremely limited. Our goal in this study was to use case study methodology in order to develop a comprehensive understanding of organizational issues that firms need to consider when implementing a KAM program. We accordingly describe, using as our observational lens a well-established framework (the 7S model), how a multinational company adopted a KAM program in a local branch. We argue, on the basis of our review of the literature on KAM adoption and on change management in sales organizations, that the 7S model can be used to meaningfully synthesize both processes. Using the 7S model, we describe and interpret the change management project the company followed in order to implement the KAM program. Based on this we present some key learnings from the case, accompanied by a conceptual model and a checklist, advanced to help academics and executives better understand how to investigate and manage KAM adoption programs.     

Relational selling strategy and key account managers' relational behaviors: An exploratory study

Many companies see key account management as a potentially successful way to implement a relational strategy. Nevertheless, the literature suggests that strategy implementation at the sales force level is difficult to achieve, mainly because salespeople may not understand - nor accept - what they are requested to do. Despite their relevance, behaviors of key account managers have poorly been investigated. This article defines and tests a model of relational selling behaviors from the part of key account managers. Results show that the perception of the adoption of a relational selling strategy is associated with some specific key account managers' behaviors (customer-oriented selling, adaptive selling and team selling), but not with others (organizational citizenship behaviors). These findings suggest that potential discrepancies can exist between a relational selling strategy and its implementation at the key account manager level. Based on these results, theoretical and managerial implications are discussed.     

Organizational factors enhancing customer knowledge utilization in the management of key account relationships

Customer knowledge has become an important topic for both academicians and practitioners in recent years. However, there has been little academic research on the utilization of customer-specific knowledge. This study adds to our understanding in focusing on the relationships between various intra-organizational factors and customer knowledge utilization in the context of key account management. The results of the study show, that the use of teams, top management involvement, KAM formalization and CRM technology enhance the utilization of customer knowledge in the management of large industrial key account customers.     

Customer-supplier partnerships: Perceptions of a successful key account management program

Key account management (KAM) is regarded as one of the significant marketing trends over the last few years. This study investigated the perceptions of suppliers and key account customers regarding the success factors of customer-supplier partnerships. The results are reported from a survey of 92 suppliers and 98 key account customers. Analysis of the results indicates that suppliers and their key account customers have similar perceptions of the key success factors in the customer-supplier partnership. Finally, recommendations for the development or improvement of a KAM program are presented.     

Global account management: a supply-side managerial view

The purpose of this paper is to provide a theory-based explanation for the adaptive variations in a supply manager's role within a global account management (GAM) relationship. The variations in a supply-side manager's role are explained using a combined knowledge-based view and relational contracting theoretical perspective. The demands of the global customer, which constrain the supply managers' role adaptation, present a unique set of challenges to organizations supplying in global accounts. The new managerial competencies, required for effective global account supply management under global customer's constraints, are described. In conclusion, specific managerial actions are recommended for effective global account supply management, which are intended to engender the development of trust and social capital in the global customer-supplier relationship.     

Government,company, and dyadic factors affecting key account management performance in China: Propositions to provoke research

Key account management (KAM) literature over the past forty years has mostly focused on practices in North America and Europe. China-based KAM research will broaden the scope of analysis to one of the most compelling markets in the world. Our work with hundreds of Chinese KAM personnel representing numerous Western suppliers and Chinese suppliers guides our KAM research propositions for China. We offer propositions regarding conditions where Western suppliers are at a competitive advantage or disadvantage relative to Chinese suppliers. We emphasize the roles of government and of guanxi relationships and how these factors affect suppliers and key account (KA) behaviors including information sharing, demands placed by KAs, and KA retention. We further propose that these relationships are affected by the cultural match/mismatch between suppliers and their KAs.     

A qualitative study of inter-organizational knowledge management in complex products and systems development

Much research has recognized that cross-disciplinary knowledge inputs are necessary to successful product innovation, particularly in complex products and systems (CoPS) development. This paper focuses on developing an exploratory framework for studying how an inter-organizational knowledge management (KM) approach affects the development of CoPS, and exploring how inter-organizational collaboration affects KM within a CoPS context. Based on a review of the literature and in-depth case studies, this paper puts forward some propositions and develops an integrated conceptual model showing the link between the dimensions of inter-organizational KM and the performance of CoPS development. Finally, the implications of the proposed model for inter-organizational KM in a CoPS environment are discussed.     

Group task management: a key element in technology across the curriculum

It is generally recognised that curriculum development is required to develop methods of delivering technology across the curriculum. This paper is based on the three years of development of an approach known as group task management (GTM). Central to the approach is the setting of a task which groups co-operate in achieving, in competition with other groups. Although GTM can be undertaken within the normal timetable structure it is argued that the most beneficial approach is to use a blocked period of time. Students report that the activity is relevant and of benefit.     

Building dynamic capabilities for innovation: an exploratory study of key management practices

While both the innovation literature and the dynamic capabilities perspective identify loose processes as most appropriate for high uncertainty domains, this produces little reassurance to organizations seeking to improve their ability to commercialize innovations. This paper takes the position that practices for managing innovation project leaders are a key component of an organization's dynamic capabilities for innovation. Our comparative case analysis of divisions of two established Korean organizations suggests that managerial practices include the deployment of entrepreneurial resources having particular skills, characteristics, and motivation. In addition, we identify the relational and decision support roles of managers.     

Managing customer relationships: Account manager turnover and effective account management

Managing relationships with customers and clients is a critical task for industrial sales organizations. This paper reports on research that focuses on improving client relationships through effective handling of account manager turnover and improved account management. Even in situations where account manager turnover is high, the relationship between the company and the SME client does not suffer if the account management turnover process is well managed. When account manager turnover is not well managed, customer satisfaction suffers. The research also identifies eleven specific management activities that are highly related to supplier satisfaction with both the account manager and the supplier financial institution.     

Perceived managerial and leadership effectiveness in a Korean context: An indigenous qualitative study

The purpose of this exploratory qualitative study is to identify what Korean managers and non-managerial employees perceive to be effective or ineffective managerial behaviors from an emic perspective. Critical incident technique was used to collect concrete examples from 45 managers and non-managerial employees of observed managerial behaviors that they perceived as effective and ineffective. While the emphasis was given to both effective and ineffective managerial behaviors with a holistic approach, 38 distinctive behavioral categories of effective and ineffective managerial behavior were derived. Furthermore, the seven overarching indigenous themes of Korean managerial behavior emerged, offering an insightful, contextually relevant, and richly described understanding of perceived managerial and leadership effectiveness in a Korean context. The authors identified and described several Korean cultural concepts embedded in the indigenous themes, which may confirm implicit leadership theory. After discussing the theoretical and practical implications of our findings, the authors provide the limitations of this study and several directions for future research. As one of the first attempts at identifying indigenous Korean managerial and leadership effectiveness, this study could become a cornerstone for advanced indigenous empirical studies and a catalyst for dialogue related to indigenous managerial and leadership research, especially in Korean and other East Asian contexts.     

Knowledge management and innovation strategy: The challenge for latecomers in emerging economies

The success of latecomer firms from the emerging economies challenges the conventional wisdom on entry timing and resource-based competence. Building on research on institutions in emerging economies and the resource-based perspective in strategic management, we propose a model to explain how resource poor latecomer firms in emerging economies catch up with the multinational incumbents. We classify latecomers based on their strategic learning intent as either emulators or blind imitators. The strategic learning intent depends on a firm’s complementary assets and its absorptive capacity. Firms that choose emulation develop flexible routines, while firms that choose blind imitation end up with rigid routines. Over time, when there is a need for resource renewal, firms that have flexible routines are better positioned to respond. We take the Chinese mobile phone industry as an exemplar to illustrate the core issues in latecomer catching up of emerging economy firms.