Key Account Management: Selling? Providing Services? … Or Both?

2015 ◽  
Vol 32 (6) ◽  
pp. 70-79 ◽  
Author(s):  
Björn S. Ivens ◽  
Barbara Niersbach ◽  
Catherine Pardo
Keyword(s):  
Key Account Management ◽  
Account Management ◽  
Key Account

Spitzenleistungen im Key Account Management

2014 ◽  
Author(s):  
Christian Belz ◽  
Markus Müllner ◽  
Dirk Zupancic
Keyword(s):  
Key Account Management ◽  
Account Management ◽  
Key Account

scholarly journals Mind the gap: A process model for diagnosing barriers to key account management implementation

2018 ◽  
Vol 70 ◽  
pp. 58-67 ◽  
Author(s):  
Alexander Leischnig ◽  
Björn S. Ivens ◽  
Barbara Niersbach ◽  
Catherine Pardo
Keyword(s):  
Process Model ◽  
Key Account Management ◽  
Account Management ◽  
Key Account

The reflexive turn in key account management

2014 ◽  
Vol 48 (11/12) ◽  
pp. 2071-2104 ◽  
Author(s):  
Markus Vanharanta ◽  
Alan J.P. Gilchrist ◽  
Andrew D. Pressey ◽  
Peter Lenney
Keyword(s):  
Empirical Studies ◽  
Negative Relationship ◽  
Success Rates ◽  
Key Account Management ◽  
Content Type ◽  
Account Management ◽  
Long Run ◽  
Key Account ◽  
And Performance ◽  
The Uk

Purpose – This study aims to address how and why do formal key account management (KAM) programmes hinder effective KAM management, and how can the problems of formalization in KAM be overcome. Recent empirical studies have reported an unexpected negative relationship between KAM formalization and performance. Design/methodology/approach – An 18-month (340 days) ethnographic investigation was undertaken in the UK-based subsidiary of a major US sports goods manufacturer. This ethnographic evidence was triangulated with 113 in-depth interviews. Findings – This study identifies how and why managerial reflexivity allows a more effectively combining of formal and post-bureaucratic KAM practices. While formal KAM programmes provide a means to initiate, implement and control KAM, they have an unintended consequence of increasing organizational bureaucracy, which may in the long-run hinder the KAM effectiveness. Heightened reflexivity, including “wayfinding”, is identified as a means to overcome many of these challenges, allowing for reflexively combining formal with post-bureaucratic KAM practices. Research limitations/implications – The thesis of this paper starts a new line of reflexive KAM research, which draws theoretical influences from the post-bureaucratic turn in management studies. Practical implications – This study seeks to increase KAM implementation success rates and long-term effectiveness of KAM by conceptualizing the new possibilities offered by reflexive KAM. This study demonstrates how reflexive skills (conceptualized as “KAM wayfinding”) can be deployed during KAM implementation and for its continual improvement. Further, the study identifies how KAM programmes can be used to train organizational learning regarding KAM. Furthermore, this study identifies how and why post-bureaucratic KAM can offer additional benefits after an organization has learned key KAM capabilities. Originality/value – A new line of enquiry is identified: the reflexive-turn in KAM. This theoretical position allows us to identify existing weakness in the extant KAM literature, and to show a practical means to improve the effectiveness of KAM. This concerns, in particular, the importance of managerial reflexivity and KAM wayfinding as a means to balance the strengths and weaknesses of formal and post-bureaucratic KAM.

Relational key account management: insights from the Middle Eastern context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nada Saleh Badawi ◽  
Moustafa Battor ◽  
Saeed Badghish
Keyword(s):  
Social Capital ◽  
Relationship Quality ◽  
Middle Eastern ◽  
Key Account Management ◽  
Content Type ◽  
The Third ◽  
Account Management ◽  
Key Account ◽  
Multiple Case ◽  
Key Accounts

Purpose The purpose of this study is to explore relational aspects of key account management (KAM) in terms of social capital and relationship quality. The second objective was to identify the main dimensions that shape social capital and relationship quality within the KAM context. Finally, the third objective was to explore how relational KAM is practiced in the Middle Eastern context. Design/methodology/approach This study used a qualitative methodology and a multiple case design. Semi-structured interviews were carried out with a sample of senior executives from large Saudi firms. Findings The results highlight the importance of relationship quality and social capital to KAM implementation. A multiple case study was used to build a relational framework for KAM in the Middle Eastern context. Practical implications Three strategies were identified for use within the context of KAM in the Saudi market. The first strategy consisted of a means of attracting potential customers. The second strategy involved communication, aimed at maintaining frequent contact with key accounts. Finally, the third strategy was concentrated in maintenance to help sustain the relationship with key accounts. Originality/value This study extends understanding and the application of KAM to the Middle Eastern context, contributing to social capital, relationship quality and the KAM literature.

Spitzenleistungen im Key Account Management

2021 ◽  
Author(s):  
Christian Belz ◽  
Markus Müllner ◽  
Dirk Zupancic
Keyword(s):  
Key Account Management ◽  
Account Management ◽  
Key Account

Key account management: Theory, practice and challenges

1997 ◽  
Vol 13 (8) ◽  
pp. 737-757 ◽  
Author(s):  
Malcolm McDonald ◽  
Tony Millman ◽  
Beth Rogers
Keyword(s):  
Management Theory ◽  
Key Account Management ◽  
Account Management ◽  
Key Account
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