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Zeitschriftenartikel zum Thema "Key account management"
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Cahill, Dennis J. „KEY ACCOUNT MANAGEMENT“. International Marketing Review 15, Nr. 3 (Juni 1998): 205–14. http://dx.doi.org/10.1108/02651339810221115.
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Millman, Tony, und Kevin Wilson. „From key account selling to key account management“. Journal of Marketing Practice: Applied Marketing Science 1, Nr. 1 (März 1995): 9–21. http://dx.doi.org/10.1108/eum0000000003877.
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Diller, von Hermann. „Euro-Key-Account-Management“. Marketing ZFP 14, Nr. 4 (1992): 239–45. http://dx.doi.org/10.15358/0344-1369-1992-4-239.
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Klopić, Vasva, Amer Klopić und Adi Alić. „Impact of key account management orientation on company's non-financial performance“. BH Ekonomski forum 14, Nr. 1 (2021): 55–71. http://dx.doi.org/10.5937/bhekofor2101055k.
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Key account management (KAM) in theory is described as a strategic approach distinguishable from account management or key account selling that should be used to endure long-term development and retention of strategic customers. This article presents the importance of key account management orientation in today's business and how it affects the non-financial performance of companies in Bosnia and Herzegovina. Also, we will present the results of ongoing research that aims to identify the influence of key account management orientation on company non-financial performance in different industry sectors. Data were collected from several companies in different industries considering a company as a unit of analysis. Research instrument - questionnaire compromised scales that had been validated and found reliable in previous research. Item total reliability and confirmatory factor analysis will be used to test the reliability and validity of the constructs. Furthermore, the structural equation modelling (SEM) technique will be employed to analyze the effects of key account management orientation on a company's non-financial performance. It is to be expected that the results of the conducted research show a statistically significant impact of key account management orientation on a company's non-financial performance in Bosnia and Herzegovina.
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Sanford, Douglas M., und Lynda Maddox. „KEY ACCOUNT MANAGEMENT – Advertising agency management of domestic and international accounts“. International Marketing Review 16, Nr. 6 (Dezember 1999): 504–17. http://dx.doi.org/10.1108/02651339910300468.
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Millman, Tony, und Kevin Wilson. „Developing key account management competences“. Journal of Marketing Practice: Applied Marketing Science 2, Nr. 2 (Juni 1996): 7–22. http://dx.doi.org/10.1108/eum0000000000018.
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Saldsieder, Kai Alexander, und Nina Saldsieder. „Key Account Management im Wandel“. Sales Excellence 24, Nr. 5 (Oktober 2015): 10–21. http://dx.doi.org/10.1007/s35141-015-0601-0.
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Gounaris, Spiros, und Nektarios Tzempelikos. „Relational key account management: Building key account management effectiveness through structural reformations and relationship management skills“. Industrial Marketing Management 43, Nr. 7 (Oktober 2014): 1110–23. http://dx.doi.org/10.1016/j.indmarman.2014.06.001.
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Wong, Y. H. „Key to key account management: relationship (guanxi) model“. International Marketing Review 15, Nr. 3 (Juni 1998): 215–31. http://dx.doi.org/10.1108/02651339810221142.
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Judt, Ewald, und Claudia Klausegger. „Was ist eigentlich … Key Account Management?“ Zeitschrift für das gesamte Bank- und Börsenwesen 64, Nr. 3 (2016): 206. http://dx.doi.org/10.47782/oeba201603020601.
Der volle Inhalt der QuelleDissertationen zum Thema "Key account management"
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Dvořák, Dalibor. „Key Account Management“. Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-15373.
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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.
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Woodburn, Diana. „Understanding Key Account Management“. Thesis, University of South Wales, 2011. https://pure.southwales.ac.uk/en/studentthesis/understanding-key-account-management(ff717e1b-2f1e-4f38-8a7f-172edf08f97a).html.
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This document is presented in three parts, i.e. Part 1, ‘The context of ‘Understanding Key Account Management’, positions the portfolio of work in terms of its contribution to knowledge within the literature of Key Account Management and its underlying theories, and relative to alternative research methodologies: Part 2: ‘Understanding Key Account Management’, starting on page 31, gives an account of the author’s research and knowledge development activities in Key Account Management in chronological order, to link together the material submitted as the portfolio of work (listed below). Each part has its own separate list of contents and references. The portfolio of work forms Part 3 of the document, but only the research reports from 2006-2009 are included here: the other reports, articles and books are not available electronically or are published with copyright restrictions.
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Jensen, Ove. „Key-Account-Management : Gestaltung - Determinanten - Erfolgsauswirkungen /“. Wiesbaden : Dt. Univ.-Verl, 2004. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=015185560&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.
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Stuhler, Désirée. „Trends im Key Account Management der Konsumgüterindustrie“. St. Gallen, 2005. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01654623001/$FILE/01654623001.pdf.
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Laghamn, Madelene, und Lovisa Törnblom. „Värdeskapand till följd av Key Account Management“. Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-79294.
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Bakgrund: Logiken bakom Key Account Management (KAM) bygger på att en liten andel av ett företags kunder står för den största delen av dess intäkter. Vid KAM väljer företag ut dessa strategiskt mest viktiga kunder, kallade nyckelkunder och tillägnar dessa mer resurser och uppmärksamhet jämfört med de ordinarie. Dock har litteraturen om KAM inte i någon större utsträckning berört vilket värde som skapas till följd av KAM eller hur detta värde kan mätas. Därav ligger examensarbetets huvudfokus inom detta forskningsområde inom detta område och fokus ligger framförallt på det säljande företagets perspektiv. Syfte: Syftet med detta examensarbete är att undersöka, analysera och beskriva vilket värde samt hur detta skapas för det säljande företaget genom användningen av KAM. Genomförande: En egen definition av KAM har skapats i detta examensarbete med hjälp av existerande litteratur inom området. Denna definition har sedan tillsammans med examensarbetets syfte legat till grund för den analysmodell som har tagits fram. Analysmodellen har använts för att underlätta empiriinsamlingen och analysen som leder fram till examensarbetets slutsatser. Empiriinsamlingen har skett genom intervjuer med respondenter från de tre fallföretagen Toyota Material Handling, Ericsson AB och Scania CV AB. Slutsats: Som fördelar av KAM har bland annat förbättrade relationer, nöjdare kunder, ökad absolut försäljning och ökad marknadsandel hittats. Potentiella problem och nackdelar med KAM som uppkommit i litteraturen och under intervjuerna är till exempel organisatorisk komplexitet, ökat beroende till nyckelkunderna, att det kräver mycket personal och att interna konflikter kan uppstå. Att mäta dessa typer av fördelar och nackdelar, visar både referensramen och empirin är något som inte görs helt enkelt och intuition och känsla är vanligt vid en utvärdering av det värde som skapas av KAM. Den sammanlagda uppfattningen är att bedömningen av KAM och dess lämplighet, görs på känsla vilket enligt författarna till examensarbetet är otillräckligt.Background: The logic behind Key Account Management (KAM) lies in the fact that a small part of the customers represents the biggest part of a company’s revenues. Through the work with KAM, companies choose its strategically most important customers; its so called key accounts and dedicate these more resources than compared to others. However, the literature in KAM, have not enough raised the question, which value that is created through this way of working nor how this value can be measured. Therefore, the main focus of this study is within this field of study and it is pursued through the eyes of the selling company. Aim: The aim of this study is to explore, analyze and describe which value and how this is created for the selling company through the work with KAM and furthermore how this can be measured. Completion: Through the use of already existing literature, within the field, an own definition has been created. This definition has together with the aim set the framework for the model for analyses that has been created. The model has been used to facilitate the data collection and leads to the conclusions of this study. The empirical work of this study contains of interviews from three companies; Toyota Material Handling Sweden, Ericsson AB and Scania CV AB. Conclusion: Among others, benefit in terms of improved relationships, more satisfied customers, increased sales and increased market share have been seen. Potential problems have been seen in the literature as well as during the interviews in terms of for example an organizational complexity, increased dependence on the key accounts and internal conflicts that may arise. Measuring these types of benefits and disadvantages is not done easily and intuition is commonly used assessing the value that is created through the work with KAM. The total judgment is that KAM and its appropriateness is made by a feeling which is not enough according to the authors.
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Al-Hussan, Fawaz Ziyad Ihsan. „Key account management in an Arab context“. Thesis, Cranfield University, 2011. http://dspace.lib.cranfield.ac.uk/handle/1826/7869.
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This study sought to contribute to the literature on key account management (KAM) relationships. In doing so, it aimed to address a number of gaps in the existing literature, particularly a noticeable lack of research into key account management in developing economies, as opposed to developed economies. More specifically, the study sought to examine the dynamics of key account management relationships in an emerging economy in the Arab World. The main research question to address was: How is KAM relationship management applied in an Arab context?
The research utilised 50 cross-sectional semi-structured in-depth interviews to achieve the study’s aim. More specifically, the study was based upon a sample of recipients involved with key accounts from supplier organisations which operated in different sectors and had different ownership – local and foreign. Primary data was gathered through in-depth semi-structured interviews primarily with key account managers, and with company directors, marketing and sales managers, and selling/support teams.
In general, the findings revealed that there are informal and formal aspects of KAM relationships in an Arab context that complement each other. These have some similarities and differences with the Western context. In particular, similarities appeared mainly along the formal aspects such as, roles and duties of key account managers (KAMgrs), identification and selection criteria of key accounts, special treatment and activities carried out with key customers; the actors involved including senior managers and support teams; and the resources utilised. However, differences existed in the selection and the recruitment criteria and some competencies that were Arab specific, the degree of involvement of senior managers differ significantly from what is noted in the KAM literature. As for the informal aspect, that is manifested in Wasta and family connections, trust, and personal involvement, which makes the KAM relationship management approach in an Arab context uniquely different and plays a major role in how customers are acquired and retained and the overall management of key customers. Furthermore, evidence shows that there is a tendency to transfer Western KAM practices to the Arab world, with some adaptation to take into consideration the country-specific and contextual factors.
Overall, it is argued, that the study’s findings contribute to existing knowledge in a number of ways. First, they extend our knowledge into key account management in an Arab context and confirm the importance of both the formal and informal aspects in managing KAM relationships. They also add weight to the view that in Arab cultures personal and affective/emotional dimensions of the relational factors are given more importance, compared to the impersonal and calculative aspects that are more emphasised in the West. The findings contribute to existing knowledge regarding KAM segmentation and the importance of the personal profile in an Arab context vis a vis the business profile, and they validate the view that a process of crossvergence of management practices is occurring across borders. The findings, however, challenge the view that KAM can be rolled out unchanged into any international context. They also discover the competencies required for Arab KAMgrs. Finally the findings contribute to existing knowledge by discovering the benefits of Wasta for key account managers.
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Wilson, Kevin. „An interaction approach to key account management“. Thesis, University of Nottingham, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.363915.
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Sochor, Ondřej. „Key Account Management v mezinárodní organizaci AIESEC“. Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-10376.
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The thesis compounds three views on the Key Account Management (KAM). Firstly, KAM is defined from a theoretical perspective. Secondly, a practical example of KAM is described within the international organization AIESEC; including feedback from a client. Finally, there are suggestions in order to improve KAM in terms of soft skills of Account Managers.
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Grönhult, Magnus, und Felicia Karlsson. „Key Account Managements värde för säljande tjänsteföretag“. Thesis, Linköpings universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-120370.
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Att skapa starka och långsiktiga relationer till sina kunder har för företag blivit en nödvändighet i den industriella marknadsföringen, där relationerna i sig själva kan ses som den viktigaste tillgången för verksamheten. Från området inom relationsmarknadsföring har Key Account Management vuxit fram och blivit ett populärt begrepp, där en koncentrerad mängd av företagets kunder prioriteras högre än övriga. Syftet med denna uppsats är att beskriva och konkretisera det potentiella värde, sett som mellanskillnaden mellan fördelar och nackdelar, som skapas för det säljande tjänsteföretaget i användningen av KAM. Uppsatsen utgår från en kvalitativ ansats där en komparativ studie har genomförts genom att undersöka företag som uttalat använder Key Account Management mot företag som ej använder KAM, samt kundföretag. För att få tillgång till empririn har sex stycken intervjuer med företag genomförts. Två som har KAM, två som inte har KAM. Dessutom har intervjuer utförts med kund till ett KAM-företag, samt en kund till ett företag som inte använder KAM. Genom att ha en stödjande organisation, fyra centrala delar i sitt KAM, kompetenta Key Account Managers, samt aktiva kunder är mjuka värden såsom förbättrad relation och kundförståelse givet. Dessa kan i sin tur leda till andra mjuka och hårda värden och därför ökad lönsamhet. KAM är däremot en investering som tar mycket resurser, samtidigt som flertalet potentiella nackdelar är tänkbara. Värdet har i denna studie identifierats som skillnaden mellan tänkbara fördelar och nackdelar, men detta skiljer sig åt från företag till företag vilket gör att det faktiska värdet varierar.To build strong and long-lasting customer relationships has become a necessity in industrial marketing, whereat the relationships in itself can be viewed as the most important asset for the company. Key Account Management has its roots in relationship marketing and has grown in popularity the past decades. By selecting and focusing primarily on a few key customers, which the company deems to be the most important, Key Account Management is purposed to generate and locate value. The purpose of this paper is to describe and substantiate the potential value, seen as the difference between advantages and disadvantages, that Key Account Management may provide for the selling company. The study has a qualitative approach consisting of six interviews. Two companies with Key Account Management, two companies without KAM and two customer companies were interviewed in a comparative design. One of the customers had a relationship to one of the companies with KAM, whilst the other one did not. By having a supporting organization, four critical aspects to the companies KAM, a qualified Key Account Manager, and active customers, soft values as improved relationships and customer understanding are guaranteed. These can in turn enable access to other soft and hard values that leads to higher profit. KAM is however an investment which occupies a lot of resources, alongside with creating potential disadvantages. The value has in this study been identified as the difference between potential advantages and disadvantages, but these differ from company to company which in turn makes the actual value from KAM various.
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Richardsson, Johanna. „Investera i dina kunder med hjälp av Key Account Management“. Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-36640.
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Titel: Investera i dina kunder med hjälp av Key Account Management Bakgrund: För företag på dagens högt konkurrerande och ständigt föränderliga marknad krävs en väl strukturerad planläggning och nya metoder för långsiktig överlevnad. Den traditionella marknadsföringen flyttar fokus och introducerar Key Account Management utifrån det faktum att kundfokus och relationsmarknadsföring blivit allt viktigare, inte minst på den industriella marknaden. Key Account Management utgör leverantörsföretagets aktiviteter för att identifiera och analysera deras nyckelkunder, välja lämpliga strategier och utveckla operationell förmåga att bygga, vidareutveckla och underhålla lönsamma och långsiktiga relationer med dem. Konceptet handlar om att utveckla relationer, skapa förtroende och kunskap om kunden och att använda kunskapen för att leverera värde. Syfte: Syftet med denna studie är att genom en operationalisering av teori utforma en analysmodell vilken genom test-analyser hos valda fallföretag ämnar besvara vilket värde, uppdelat i för- och nackdelar, som skapas för det säljande företaget till följd av Key Account Management. Genomförande: Denna studies syfte och frågeställningar kommer att besvaras genom en kvalitativ forskningsmetod bestående av intervjuer hos de tre valda fallföretagen; Gunnar Dafgård AB, Findus Sverige AB och Orkla Foods Sverige AB. Studien kommer att belysa värdeskapande till följd av Key Account Management med fokus på det säljande företaget. Slutsats: Det värde som, enligt litteraturen och intervjuer med de tre fallföretagen, skapas för det säljande företaget till följd av Key Account Management har redovisats utifrån de för- och nackdelar det kan medföra. De främsta fördelarna med KAM som analyserats fram är förbättrade relationer och förbättrad kommunikation samt starkare integration med kunderna, ökad kundnöjdhet, bättre kundservice, bättre lojalitet, långsiktiga relationer, ökad absolut försäljning, ökad vinst och marknadsandel, tillväxt, riskminskning och minskade kostnader, information kring kundernas marknadssituation och trender på marknaden samt en djupare relation som blir svårare att bryta för bägge parter vilket skapar en konkurrensfördel för leverantören. De potentiella problem och nackdelar som uppstår till följd av KAM utgörs av ett framförallt ökat beroende till nyckelkunderna och att företaget går miste om nya möjligheter då det lägger fokus på existerande nyckelkunder framför att leta efter nya kunder, att det är tidskrävande och kräver mycket personal, att det uppstår en organisatorisk komplexitet och att interna konflikter kan uppstå samt att kunden får en ökad makt över leverantören. Nyckelord: Key Account Management, KAM, Account Management, Nyckelkundsbearbetning, Relationsmarknadsföring, Marknadsföring, Kundrelationer, Kommunikation, Business to business relationsTitle: Invest in your customers by using Key Account Management Background: For companies in today’s highly competitive and ever-changing market demand a well structured planning and new approaches to long-term survival is required. Traditional marketing moves its focus, introducing Key Account Management from the fact that customer focus and relationship marketing has become increasingly important, especially in the industrial market. Key Account Management represents the supplier companies’ activities to identify and analyze their key accounts, select appropriate strategies and develop operational ability to build, develop and maintain profitable and long-term relationships with them. The concept lies in developing relationships; build trust and customer knowledge and using that knowledge to deliver value. Purpose: The purpose of this study is, that through an operationalization of theory, design an analytical model by which test-analysis of selected case companies intend to respond to the value creation, divided into pros and cons, for the supplier companies as a result of Key Account Management. Procedure: The studies purpose and questions will be answered through a qualitative research consisting of interviews with the three selected case companies; Gunnar Dafgård AB, Findus Sweden AB and Orkla Foods Sweden AB. The study will highlight the value creation due to Key Account Management focusing on the supplier company. Conclusion: The value that, according to the literature and interviews with the three case companies, creates for the supplier company as a result of Key Account Management has been presented based on the advantages and disadvantages it can cause. The main benefits of Key Account Management analyzed forward is improved relationships and improved communication and stronger interaction with customers, increased customer satisfaction, better customer service, improved loyalty, long-term relationships, increased absolute sales, increased profits and market share, growth, risk reduction and cost reduction, information about the customers market situation and trends on the market as well as a deeper relationship that becomes more difficult to break for both parts which creates a competitive advantage for the supplier. The potential problems and disadvantages caused by Key Account Management consist of an increased dependence on Key Accounts and the loss of new opportunities as a fall out for focusing on existing customers rather than to look for new potential customers, it is time consuming and requires a lof of staff, the emergence of organizational complexity and internal conflicts may arise. The customer may also gain an increased power over the supplier. Keywords: Key Account Management, KAM, key account management, Account Management, Relationship Marketing, Marketing, Customer Relations, Business to business relations
Bücher zum Thema "Key account management"
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Vyas, Preeta H. Key account management. Ahmedabad: Indian Institute of Management, 2012.
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Bickelmann, Rolf E. Key Account Management. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-89051-1.
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Jensen, Ove. Key-Account-Management. Wiesbaden: Deutscher Universitätsverlag, 2004. http://dx.doi.org/10.1007/978-3-663-10468-1.
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Woodburn, Diana, und Malcolm McDonald, Hrsg. Key Account Management. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119207252.
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Jensen, Ove. Key-Account-Management. Wiesbaden: Deutscher Universitätsverlag, 2001. http://dx.doi.org/10.1007/978-3-663-08628-4.
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Rau, Harald. Key Account Management. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82729-6.
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Verra, G. J. Global account management. New York: Routledge, 2003.
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Cheverton, Peter. Key Account Management 3rd edition. London: Kogan Page Publishers, 2006.
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(Leiden), Hilarius Publicaties, Hrsg. Succesvol shapen van key accounts. [Amsterdam etc.]: Financial Times/Prentice Hall, 2003.
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Langdon, Ken. Key accounts are different: Sales solutions for key account managers. London: Pitman, 1995.
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Cuevas, Javier Marcos, Bill Donaldson und Régis Lemmens. „Key Account Management“. In Sales Management, 127–51. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-35512-6_8.
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Sidow, Hans. „Key Account Management“. In Key Account Marketing & Key Account Selling, 1–10. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-06355-9_1.
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Ivens, Björn, und Andreas Eggert. „Key Account Management“. In Handbuch Vertriebsmanagement, 481–97. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6733-6_20.
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Whitby, R. David. „Key Account Management“. In Lubricant Marketing, Selling, and Key Account Management, 309–24. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003318392-17.
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Kunz-Braun, Angelika R. „Key Account Management“. In Market Access Management für Pharma- und Medizinprodukte, 403–14. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-26145-0_22.
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Bickelmann, Rolf E. „Euro Account Management als erster Schritt zum Global Account Management“. In Key Account Management, 227–83. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-89051-1_6.
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Rau, Harald. „Key Account Management — wozu?“ In Key Account Management, 31–92. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82729-6_3.
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Rau, Harald. „Organisationsprinzip Key Account Management“. In Key Account Management, 121–51. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82729-6_5.
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Rau, Harald. „Key Account Management — eine Modeerscheinung?“ In Key Account Management, 1–20. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82729-6_1.
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Rau, Harald. „Key Account Management — was ist das?“ In Key Account Management, 21–30. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-322-82729-6_2.
Der volle Inhalt der QuelleKonferenzberichte zum Thema "Key account management"
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Czerny, M. „Customer account management system for STEWEAG key accounts“. In 14th International Conference and Exhibition on Electricity Distribution (CIRED 1997 - Distributing Power for the Millennium). IEE, 1997. http://dx.doi.org/10.1049/cp:19970588.
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Fei, Wong Han, Thoo Ai Chin, Tan Liat Choon, Huam Hon Tat und Zuraidah Sulaiman. „The key account management practices and effectiveness“. In THE 6TH INTERNATIONAL CONFERENCE ON MANUFACTURING, OPTIMIZATION, INDUSTRIAL AND MATERIAL ENGINEERING : MOIME18. Author(s), 2018. http://dx.doi.org/10.1063/1.5080059.
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Murphy, William H., und Ning Li. „A KEY ACCOUNT MANAGEMENT RESEARCH AGENDA FOR CHINA“. In Bridging Asia and the World: Globalization of Marketing & Management Theory and Practice. Global Alliance of Marketing & Management Associations, 2014. http://dx.doi.org/10.15444/gmc2014.04.05.02.
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Wang, Tao, und Shuhe Xing. „The Application of Key Account Management in Chinese Aluminum Industry“. In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5301032.
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Vasile, Gabriel Ionuţ, und Xiaoyu Zhan. „Human Resources Management in Organizational Performance“. In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.
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The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.
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Chen, Xiaodan, Siming Li, Junyan Zhang und Hongping Yuan. „Research on the Key Problems and Methods of Building Mobile Teaching Platform Based on WeChat Subscription Account“. In 2017 2nd International Seminar on Education Innovation and Economic Management (SEIEM 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/seiem-17.2018.91.
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Şonea, Cristinel Gigi, Petre‐Adrian Isar, Andra Cristina Şonea und Alice Munteanu. „The „One Health” Concept, the Result of the Application of Bio - Economic and Ethical Management in the Development of a Business in the Fisheries Sector“. In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/23.
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Bio-economic and ethical management in the development of a business in the fisheries sector in the context of a “One Health” aims to implement the objectives of the Europe 2020 Strategy in terms of exploiting the potential of aquaculture in Romania and the European Union. Aquaculture plays an important role both in Romania and in the European Union in terms of developing a business in this sector, taking into account the ethical component but also the potential of food resources. In order to ensure an adequate level of health in the sector, it is necessary to ensure an adequate management that uses the potential of fishery resources in accordance with the objectives of food security and sustainable development of the European strategy.
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Bauby, C. E., P. Haik, E. Remy, B. Ricard und F. Billy. „Asset Management Evaluation: The Key Role of Expert Elicitation“. In ASME 2006 Pressure Vessels and Piping/ICPVT-11 Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/pvp2006-icpvt-11-93237.
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The life management of a nuclear power plant raises several major issues amongst which ranks the aging management of the key components of the plant, both from a technical and an economic point of view. Decision-makers are thus faced with the need to define the best strategy in order to achieve the best possible performance which requires both a very precise modeling of the plant and a detailed analysis of all risks potentially incurred. In this paper, we wish to provide the reader with an overview of how advanced expert elicitation techniques can help identify, structure, quantify and feed sensitive data into a risk-based information system which can then be used for risk-based asset management evaluation. First we focus on the way knowledge management techniques allow EDF to structure and collect life-cycle management data into knowledge-based information systems. The elicitation of component experts is key, particularly in order to get technical information on the future behavior of the component (“anticipation” of whatever events may occur on the plant). We then detail how expert elicitations allow to quantify the probabilities of occurrence of the events: whether there is feedback data, models or not, expert opinion has to be taken into account and mixed, for instance with Bayesian procedures, to this information. Lastly we describe how the information elicited from experts can help top level decision makers get a transverse, long term view on how life management investment strategy translates into plant availability, avoided costs and improved component durability.
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Iswahyudi, Muhammad Subhan. „The Role of a Key Account Management' s Code of Conduct in Improving Learning Culture of the Account Managers : The Case of VICTORI Code of Conduct at TELKOM Indonesia“. In 3rd International Seminar and Conference on Learning Organization. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/isclo-15.2016.45.
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Choong, Evelyn, und John Beets. „Data Management as the Foundation of Integrity Management“. In 2006 International Pipeline Conference. ASMEDC, 2006. http://dx.doi.org/10.1115/ipc2006-10422.
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Worldwide, regulatory bodies are applying increasing pressure on pipeline operators to manage their pipeline systems in a safe and reliable manner. To respond to these escalating requirements, operators are developing comprehensive integrity management systems. Integrity management begins with developing strong data management capabilities to host and integrate numerous sources of physical data. A key issue in today’s integrity data management system development is integration of all pipeline data from multiple levels of the organization to one central location for easy and effective utilization of the information. Data are often scattered throughout the organization, which often tends towards data duplication, poor decisions, errors, and inefficiencies. The lack of an effective data management process leads to time and resource constrains. In the long run; development of a comprehensive integrated system has proven to be worth the investment. The primary objective of the data model is to account for a common/standard linear referencing of all pipeline features occurring along the pipeline route, and/or within the pipeline right of way. This paper describes the key factors to consider when developing a full data management system and provides some insights into how these integrated data are used to address the need for integrity management.
Berichte der Organisationen zum Thema "Key account management"
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Butler, Nadia, und Soha Karam. Evidence Review: COVID-19 Vaccine Acceptance by Key Influencers in the MENA Region - Teachers and Healthworkers. Institute of Development Studies (IDS), November 2021. http://dx.doi.org/10.19088/sshap.2021.039.
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As COVID-19 vaccines have been deployed and scaled, concerns about vaccine acceptance have emerged. Effective management of the virus requires that communities everywhere buy into the public health measures designed to protect them, including vaccines. Low acceptance presents a serious challenge for achieving sufficient coverage to reduce circulation of the virus and the risk of new variants emerging. Surveys conducted early in the pandemic showed that the Middle East region had one of the lowest COVID-19 vaccine acceptance rates globally. The low acceptance is driven by specific factors in the region and its different countries and populations; these factors need to be taken into account when formulating policy, programmes and interventions. This review synthesises evidence on vaccine acceptance among two key groups in the Middle East and North Africa (MENA) region: teachers and health workers. It draws from academic studies most of which were cross-sectional studies, largely conducted between February 2020 and June 2021, and grey literature reports, including social listening reports. This review is intended to inform strategies for risk communications and community engagement (RCCE) relating to COVID-19 vaccine uptake, with the aim of boosting confidence in and acceptance of the vaccines among these groups across the region. It is part of the Social Science in Humanitarian Action Platform (SSHAP) series on social science considerations relating to COVID-19 vaccines and was developed for SSHAP by Anthrologica (Nadia Butler and Soha Karam) at the request of the UNICEF MENA Regional Office. It was reviewed by Rose Aynsley (WHO) Amaya Gillespie (UNICEF) and Olivia Tulloch (Anthrologica). The evidence review is the responsibility of SSHAP.
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Hakeem, Luqman, und Riaz Hussain. Key Considerations: Localisation of Polio Vaccination Efforts in the Newly Merged Districts (Tribal Areas) of Pakistan. SSHAP, September 2022. http://dx.doi.org/10.19088/sshap.2022.035.
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Poliomyelitis (polio) remains a vital global public health challenge, particularly in countries where eradication efforts are ongoing. For almost three decades, polio programme and frontline workers in Pakistan have suffered human and financial losses due to complex political and bureaucratic management, local resistance to programme efforts, and the context of cross-border insurgency and insecurity.1 Many stakeholders in Pakistan continue to have low confidence in frontline workers and polio vaccination campaigns. In this environment, it is essential that vaccination programmes localise – by taking careful account of the local context, improving local ownership of the programmes, understanding and mitigating the issues at a grassroots level, and tailoring efforts to achieve polio eradication goals. This brief draws on evidence from academic and grey literature, data on polio vaccine uptake, consultations with partners working on polio eradication in Pakistan, and the authors’ own programme implementation experience in the country. The brief reviews the social, cultural, and contextual considerations relevant to increasing polio vaccine uptake amongst vulnerable groups in Pakistan’s tribal areas. It focuses on the current country context, in the aftermath of the 2018 merger of the former Federally Administered Tribal Areas (FATA) into Khyber Pakhtunkhwa province (KPK). This brief is part of a series authored by participants from the SSHAP Fellowship, and was written by Luqman Hakeem and Riaz Hussain from Cohort 2. Contributions were provided by response partners in Pakistan including health communication and delivery staff and local administrative authorities. This brief was reviewed by Muhammad Sufyan (University of Swabi) and Ilyas Sharif (Quaid-e-Azam College of Commerce, University of Peshawar). The brief was supported by Megan Schmidt-Sane and Santiago Ripoll at the Institute of Development Studies and is the responsibility of SSHAP.
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Spivack, Marla. Applying Systems Thinking to Education: The RISE Systems Framework. Research on Improving Systems of Education (RISE), Mai 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/028.
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Many education systems in low- and middle-income countries are experiencing a learning crisis. Many efforts to address this crisis do not account for the system features of education, meaning that they fail to consider the ways that interactions and feedback loops produce outcomes. Thinking through the feedback relationships that produce the education system can be challenging. The RISE Education Systems Framework, which is sufficiently structured to give boundaries to the analysis but sufficiently flexible to be adapted to multiple scenarios, can be helpful. The RISE Framework identifies four key relationships in an education system: politics, compact, management, and voice and choice; and five features that can be used to describe these relationships: delegation, finance, information, support, and motivation. This Framework can be a useful approach for characterising the key actors and interactions in the education system, thinking through how these interactions produce systems outcomes, and identifying ways to intervene that can shift the system towards better outcomes.
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Khan, Mahreen. Public Financial Management and Transitioning out of Aid. Institute of Development Studies, September 2022. http://dx.doi.org/10.19088/k4d.2022.145.
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This rapid review found an absence of literature focused specifically on measuring the impact of PFM and governance systems in countries that have transitioned from aid, by moving up the income ladder. However, there are a few academic publications and a limited number of studies by multilateral, such as the World Bank, that examine the role of PFM and governance systems in countries that are transitioning or have moved away from aid. However, the importance of public financial management (PFM) and governance systems in development is well established and seen as a pre-requisite for economic growth. To effectively transition from aid, most low-income countries (LICs) need to upgrade their PFM and governance systems to meet the different scale, resources, accountability mechanisms, and capacity-building requirements of a middle-income country (MIC). The absence of the above empirical evidence may be due to the complexity of measuring the impact of PFM reforms as the results are non-linear, difficult to isolate from other policies to establish causality, and manifest in a longer time frame. However, through comparative country studies, the consequences of deficient PFM and governance have been well documented. So impaired budgetary planning, implementation, and reporting, limited fiscal transparency, weak accountability mechanisms, resource leakage, and inefficient service delivery are well recognised as detrimental to economic growth and development. The literature on transitioning countries focuses predominantly on the impact of aid withdrawal on the social sector, where comparative qualitative data is easier to obtain and the effects are usually more immediate, visible, and may even extend to global health outcomes, such as in AIDS prevention programmes. Thus, tracking the progress of donor-assisted social sector programmes is relatively easier than for PFM and governance reforms. The literature is more abundant on the overall lessons of transitions from aid both for country governments and donors. The key lessons underscore the importance of PFM and governance systems and mechanisms to a successful transition up the income ladder: Planning for transition should be strategic, detailed and specifically geared to mitigate against risks, explicitly assessing the best mix of finance options to mitigate the impact of aid reduction/withdrawal on national budgets. The plan must be led by a working group or ministry and have timelines and milestones; Where PFM and governance is weak transition preparation should include strengthening PFM especially economic and fiscal legislation, administration, and implementation; Stakeholders such as donor partners (DPs) and NGOs should participate in the planning process with clear, open, and ongoing communication channels; Political and economic assessments in the planning and mid-term phases as well as long-term monitoring and evaluation should be instituted; Build financial, technical, and management capacity throughout the plan implementation This helpdesk report draws on academic, policy, and grey sources from the previous seven years rather than the usual K4D five-year window, to account for the two-year disruption of COVID-19. As cross-country studies on PFM and governance are scarce, a few older studies are also referenced to ensure a comprehensive response to the query. The report focuses on low-income countries transitioning from aid due to a change in status to lower-middle-income countries.
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Vonk, Jaynie. Sustainable Water and Sanitation in Zambia: Impact evaluation of the 'Urban WASH' project. Oxfam GB, Februar 2021. http://dx.doi.org/10.21201/2021.7284.
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The ‘Urban WASH' project was implemented in George and Chawama compounds in Lusaka between July 2013 and June 2017 by Oxfam and Village Water Zambia. The project aimed to improve provision and sustainable management of WASH services by engaging citizens to hold duty bearers and service providers to account. Oxfam collaborated with local institutions on an array of activities, engaging stakeholders to create a conducive environment for service provision and improving capacities and practices. This Effectiveness Review evaluates the success of this project to increase the sustainability of water and sanitation systems and services. Using a quasi-experimental evaluation design, we assessed impact among households in the intervention communities and in a comparison community. We combined the household-level quantitative assessment with analysis of community-level qualitative Key Informant Interviews, carried out with relevant institutional representatives. Find out more by reading the full report now.
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Kucherova, Hanna, Anastasiia Didenko, Olena Kravets, Yuliia Honcharenko und Aleksandr Uchitel. Scenario forecasting information transparency of subjects' under uncertainty and development of the knowledge economy. [б. в.], Oktober 2020. http://dx.doi.org/10.31812/123456789/4469.
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Topicality of modeling information transparency is determined by the influence it has on the effectiveness of management decisions made by an economic entity in the context of uncertainty and information asymmetry. It has been found that information transparency is a poorly structured category which acts as a qualitative characteristic of information and at certain levels forms an additional spectrum of properties of the information that has been adequately perceived or processed. As a result of structuring knowledge about the factor environment, a fuzzy cognitive model of information transparency was constructed in the form of a weighted digraph. Structural analysis and scenario forecasting of optimal alternatives of the fuzzy cognitive model made it possible to evaluate the classes of factors, identify their limited relations, establish the centrality of the roles of information transparency and information and communication security in the system built and evaluate their importance when modeling the situation self-development. Information visibility, reliability and availability have been found to have the strongest impact on the system. Taking into account different initial weights of the key factors — information transparency and information and communication security — the study substantiates the strategic ways for economic entities to achieve their goals in the context of uncertainty and information asymmetry, which allows us to use this approach as a tool for strategic management in the information environment.
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Blumwald, Eduardo, und Avi Sadka. Sugar and Acid Homeostasis in Citrus Fruit. United States Department of Agriculture, Januar 2012. http://dx.doi.org/10.32747/2012.7697109.bard.
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Citrus fruit quality standards have been determined empirically, depending on species and on the particular growing regions. In general, the TSS (total soluble solids) to total acidity (TA) ratio determines whether citrus fruit can be marketed. Soluble sugars account for most of the TSS during harvest while TA is determined almost solely by the citric acid content, which reaches levels of 1-5% by weight in many cultivated varieties. Acid and sugar homeostasis in the fruit is critical for the management of existing cultivars, the development of new cultivars, the improvement of pre- and post-harvest strategies and the control of fruit quality and disorders. The current proposal (a continuation of a previous proposal) aimed at: (1) completing the citrus fruit proteome and metabolome, and establish a citrus fruit functional database, (2) further characterization of the control of fruit acidity by studying the regulation of key steps affecting citrate metabolism, and determine the fate of citrate during acid decline stage, and (3) Studying acid and sugar homeostasis in citrus fruits by characterizing transport mechanisms across membranes. These aims were completed as the following: (1) Our initial efforts were aimed at the characterization and identification of citric acid transporters in citrus juice cells. The identification of citrate transporters at the vacuole of the citrus juice cell indicated that the steady-state citrate cytosolic concentration and the action of the cytosolic aconitase were key elements in establishing the pH homeostat in the cell that regulates the metabolic shift towards carbon usage in the fruit during the later stages of fruit development. We focused on the action of aconitase, the enzyme mediating the metabolic use of citric acid in the cells, and identified processes that control carbon fluxes in developing citrus fruits that control the fruit acid load; (2) The regulation of aconitase, catalyzing a key step in citrate metabolism, was further characterized by using two inhibitors, citramalte and oxalomalte. These compounds significantly increased citrate content and reduced the enzyme’s activity. Metabolite profiling and changes of amino-acid metabolizing enzymes in oxalomalate- treated cells suggested that the increase in citrate, caused by aconitase inhibition, induces amino acid synthesis and the GABA shunt, in accordance with the suggested fate of citrate during the acid decline stage in citrus fruit. (3) We have placed a considerable amount of time on the development of a citrus fruit proteome that will serve to identify all of the proteins in the juice cells and will also serve as an aid to the genomics efforts of the citrus research community (validating the annotation of the fruit genes and the different ESTs). Initially, we identified more than 2,500 specific fruit proteins and were able to assign a function to more than 2,100 proteins (Katz et al., 2007). We have now developed a novel Differential Quantitative LC-MS/MS Proteomics Methodology for the identification and quantitation of key biochemical pathways in fruits (Katz et al., 2010) and applied this methodology to identify determinants of key traits for fruit quality (Katz et al., 2011). We built “biosynthesis maps” that will aid in defining key pathways associated with the development of key fruit quality traits. In addition, we constructed iCitrus (http://wiki.bioinformatics.ucdavis.edu/index.php/ICitrus), a “functional database” that is essentially a web interface to a look-up table that allows users to use functional annotations in the web to identify poorly annotated citrus proteins. This resource will serve as a tool for growers and field extension specialists.
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Greenhill, Lucy. MASTS ‘Brexit’ event – summary report. Marine Alliance for Science and Technology for Scotland (MASTS), 2017. http://dx.doi.org/10.15664/10023.25094.
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Background. As negotiations continue in relation to the UK’s departure from the European Union, considerable uncertainty remains around the final structure of any deal and the implications across all policy areas. Maritime issues are of key concern in Scotland and numerous reports and opinions are accumulating, highlighting significant areas of concern, ranging from fisheries to decommissioning, and some potential opportunities. There is a critical need for knowledge and capacity to support and influence the on-going negotiation process, at both the Scottish and UK level. Expertise regarding the broad range of marine research, operations and commerce is in demand to support discussion, promote interests and secure advances where possible. Such discussion must be based on the best available science but taking into account the socio-economic and historical context. The Marine Alliance for Science and Technology for Scotland1 (MASTS) is supporting this discussion, providing scientific expertise and promoting the development of emerging policy and progress towards sustainable marine management, during the transition period and for the post-departure UK organisation. This workshop, supported by MASTS, brought government and academia together to consider the legal, governmental and research framework under which Brexit is taking place and to identify priority areas and activities where information can be shared and options considered for enhancing scientific support for the Brexit process. The objectives were to: • Understand current status of Brexit with respect to marine systems and research capacity, including the legislative framework • Identify the priority gaps in knowledge • Develop ways to enhance communication pathways for the best scientific advice required to support the Brexit process.
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Phillips, Jake. Understanding the impact of inspection on probation. Sheffield Hallam University, 2021. http://dx.doi.org/10.7190/shu.hkcij.05.2021.
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This research sought to understand the impact of probation inspection on probation policy, practice and practitioners. This important but neglected area of study has significant ramifications because the Her Majesty’s Inspectorate of Probation has considerable power to influence policy through its inspection regime and research activities. The study utilised a mixed methodological approach comprising observations of inspections and interviews with people who work in probation, the Inspectorate and external stakeholders. In total, 77 people were interviewed or took part in focus groups. Probation practitioners, managers and leaders were interviewed in the weeks after an inspection to find out how they experienced the process of inspection. Staff at HMI Probation were interviewed to understand what inspection is for and how it works. External stakeholders representing people from the voluntary sector, politics and other non-departmental bodies were interviewed to find out how they used the work of inspection in their own roles. Finally, leaders within the National Probation Service and Her Majesty’s Prisons and Probation Service were interviewed to see how inspection impacts on policy more broadly. The data were analysed thematically with five key themes being identified. Overall, participants were positive about the way inspection is carried out in the field of probation. The main findings are: 1. Inspection places a burden on practitioners and organisations. Practitioners talked about the anxiety that a looming inspection created and how management teams created additional pressures which were hard to cope with on top of already high workloads. Staff responsible for managing the inspection and with leadership positions talked about the amount of time the process of inspection took up. Importantly, inspection was seen to take people away from their day jobs and meant other priorities were side-lined, even if temporarily. However, the case interviews that practitioners take part in were seen as incredibly valuable exercises which gave staff the opportunity to reflect on their practice and receive positive feedback and validation for their work. 2. Providers said that the findings and conclusions from inspections were often accurate and, to some extent, unsurprising. However, they sometimes find it difficult to implement recommendations due to reports failing to take context into account. Negative reports have a serious impact on staff morale, especially for CRCs and there was concern about the impact of negative findings on a provider’s reputation. 3. External stakeholders value the work of the Inspectorate. The Inspectorate is seen to generate highly valid and meaningful data which stakeholders can use in their own roles. This can include pushing for policy reform or holding government to account from different perspectives. In particular, thematic inspections were seen to be useful here. 4. The regulatory landscape in probation is complex with an array of actors working to hold providers to account. When compared to other forms of regulation such as audit or contract management the Inspectorate was perceived positively due to its methodological approach as well as the way it reflects the values of probation itself. 5. Overall, the inspectorate appears to garner considerable legitimacy from those it inspects. This should, in theory, support the way it can impact on policy and practice. There are some areas for development here though such as more engagement with service users. While recognising that the Inspectorate has made a concerted effort to do this in the last two years participants all felt that more needs to be done to increase that trust between the inspectorate and service users. Overall, the Inspectorate was seen to be independent and 3 impartial although this belief was less prevalent amongst people in CRCs who argued that the Inspectorate has been biased towards supporting its own arguments around reversing the now failed policy of Transforming Rehabilitation. There was some debate amongst participants about how the Inspectorate could, or should, enforce compliance with its recommendations although most people were happy with the primarily relational way of encouraging compliance with sanctions for non-compliance being considered relatively unnecessary. To conclude, the work of the Inspectorate has a significant impact on probation policy, practice and practitioners. The majority of participants were positive about the process of inspection and the Inspectorate more broadly, notwithstanding some of the issues raised in the findings. There are some developments which the Inspectorate could consider to reduce the burden inspection places on providers and practitioners and enhance its impact such as amending the frequency of inspection, improving the feedback given to practitioners and providing more localised feedback, and working to reduce or limit perceptions of bias amongst people in CRCs. The Inspectorate could also do more to capture the impact it has on providers and practitioners – both positive and negative - through existing procedures that are in place such as post-case interview surveys and tracking the implementation of recommendations.
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Guppy, Lisa, Paula Uyttendaele, Karen Villholth und Vladimir Smakhtin. Groundwater and Sustainable Development Goals: Analysis of Interlinkages. United Nations University Institute for Water, Environment and Health, Dezember 2018. http://dx.doi.org/10.53328/jrlh1810.
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Groundwater represents 97% of the world’s available freshwater resources and is extensively abstracted throughout the world. While abundant in a global context, it can only de developed to a certain extent without causing environmental impacts. Also, it is highly variable across the globe, and where it is heavily relied on, it is less renewable. Hence, it is critically important that this resource is managed sustainably. However, the Sustainable Development Goals (SDGs) of the 2030 Development Agenda do not, as a rule, account explicitly for the significant role that groundwater plays and will continue to play in sustainable development. This report aims to unpack and highlight this role through consistent analysis of the interlinkages between groundwater and the targets of the SDGs. The key features of groundwater relevant to the SDGs are its use, management and sustainability. The methodology used to analyse groundwater interlinkages with SDG targets includes, first, identification of ‘evidence-based’ and ‘logical’ interlinkages. The first type of interlinkages is supported by existing data, while the second is by information and logic that needs to be drawn from existing bodies of relevant research. While only a few interlinkages may be seen at present as “evidence-based”, more data are continuously emerging to make more interlinkages supported by hard-core evidence. Subsequently, the interlinkages are classified into either ‘reinforcing’, ‘conflicting’ or ‘mixed’ – depending on whether achievement of a target will have predominantly positive, negative, or mixed impact on groundwater. The interlinkages are also classified into ‘primary’ and ‘secondary’, depending on how strong and direct the impacts on groundwater from achieving the targets may be. The report presents a summary of key interlinkages, and subsequently provides the narrative of all ‘primary’ ones. The analysis suggests that more than half of interlinkages are ‘reinforcing’, while only a few are ‘conflicting’. From a policy perspective i) conflicting interlinkages are the most critical and difficult ones to manage, and ii) it is important to draw synergies between SDG initiatives and groundwater to allow reinforcing interlinkages to materialise. Nearly a third of all identified interlinkages were classified as ‘mixed’. This means that when target activities are planned, careful consideration must be given to possible impacts on groundwater to avoid unintended negative outcomes that may not be evident at first. Primary interlinkages that constitute 43% of all may be the easiest to understand and the most important to plan for. However, there are even more secondary interlinkages. This means that groundwater experts need to be able to share knowledge to a range of actors involved in addressing the targets with secondary interlinkages to groundwater, and vice versa. It is also shown that i) the importance of groundwater to sustainable development is poorly recognised and captured at the SDG target level; ii) there is a lack of globally useful, up-to-date and SDG-relevant groundwater data available, which makes it difficult to make globally, and even locally, relevant recommendations for groundwater use, management and sustainability in the SDG era, and iii) there are often poor links between targets and their indicators. This may signal that all groundwater-related and groundwater-relevant aspirations may not be translated into real, let alone, measurable action. This report is not a comprehensive analysis and involves an element of subjectivity, associated primarily with the data and information paucity on one hand, and with the imperfection of the SDG target and indicator system itself – on another. However, even with these limitations, the report shows how significant groundwater is in sustainable development, even if the current SDG framework is implicit about this. Furthermore, it suggests a structured way to improve the visibility of groundwater in the SDG framework as it continues to develop.