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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
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Johansson, Elias, Charlotte Ramstedt und Julia Weltman. „Seven Aspects of Internal Alignment Within Key Account Management : A Qualitative Study Analyzing Internal Alignment within the B2B Context“. Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85946.
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One of the main tasks of key account management (KAM) practice is the creation of customized value propositions for a business-to-business organization's most important customers, which often requires the support of multiple internal departments. Thus, making internal alignment central in KAM in order to exchange value and serve the key accounts (KA) long-term. This study will, therefore, explore internal alignment in KAM and aims to identify what contributes to internal alignment and how misalignment could emerge in KAM teams, in order to understand the significance of internal alignment and identify possible reasons for misalignment in KAM. The theory was framed by 7 elements of internal alignment including shared values, style, skills, staff, strategy, structure and systems. The empirical data was collected through qualitative semi-structured interviews with KA managers. The findings suggest that internal alignment is of importance in KAM and that the elements of internal alignment studied in the thesis are dependent on each other. Furthermore, it was found that misalignment is most commonly caused by personal disputes, however, all elements studied were found as contributing factors to misalignment. The findings led to the conclusion that internal alignment is not a target state, it is rather a measure of progress and that all aspects that do contribute to internal alignment also entail causes for misalignment.
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Spencer, Robert. „Strategic management of customer relationships a network perspective on key account management /“. Uppsala : Företagsekonomiska institutionen, Uppsala universitet, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-4782.
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Mahdi, Rafal, und Sofia Nilsson. „Key Account Management process : En jämförande studie av stora och små företag“. Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-19466.
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Titel: Key Account Management process Nivå: C-uppsats inom ämnet företagsekonomi Författare: Rafal Mahdi & Sofia Nilsson Handledare: Akmal Hyder & Zahra Ahmadi Syfte: Syftet med denna studie är att jämföra hur en KAM-process kan skilja sig mellan stora och små företag inom B2B marknad. Datum: 2015-06-03 Metod: Studien bygger på en abduktiv ansats. Vi utför en multipelfallstudie med en kvalitativ forskningsdesign. Kvalitativa semi-strukturerade intervjuer genomförs och utformas med hjälp av en operationalisering som grundar sig i den vetenskapliga teorin. Intervjuerna har spelats in och noga transkriberats för att sedan lyfta fram den mest väsentliga informationen de bidrog till, i förhållande till studiens syfte. Informationen har analyserats och diskuterats för att därefter presentera en slutsats som besvarar studiens frågeställningar och syfte. Resultat & Slutsats: Studien visar att den presenterade KAM processen tillämpas av samtliga fallföretag i studien. Vi fann dock att det förekommer märkbara skillnader i hur fallföretagen arbetar för att identifiera och analysera nyckelkunder, uppnå engagemang, förtroende och tillfredställelse till sina nyckelkunder i den presenterade KAM processen. Förslag till vidare forskning: Vidare forskning kan göras utifrån de begränsningar som vi fann i denna studie. Den första begränsningen är antalet företag som deltog i studien och därmed kan vidare forskning utföra en liknande studie med fler fallföretag. Den andra begräsningen är att endast en teoretisk modell av KAM processen studeras i denna studie. Vidare forskning kan därmed utföra en studie där fler modeller av KAM processen jämförs. I vår KAM process har vi använt ett begränsat antal faktorer, denna begränsning skulle kunna överträffas genom att inkludera fler faktorer som är viktiga för att tillämpa och förstå KAM processen. Uppsatsens bidrag: Studien visar om samma KAM process kan tillämpas i både stora och små företag samt vilka eventuella skillnader som kan uppstå däremellan.
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Johansson, Simon, und David Gedda. „Management of Key Account Relationships in SMEs : A Resource-Based View“. Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-32471.
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Title: Management of Key Account Relationships in SMEs: A Resource-Based View Authors: David Gedda & Simon JohanssonLevel: Master thesis, 30 hpKeywords: Relationship Marketing, Key Account, Key Account Management,Customer Relationship Management, SME, High-performing firms Background: Management of firms most valuable customers, the key accounts,are of great importance for firms in general. This is in particulartrue for SMEs which battles with notably constrained resources.The situation of SMEs poses careful consideration in how tomanage these relationships successfully. Research Question: What characterizes high-performing SMEs in terms of how theymanage their key account relationships? Purpose: The purpose of this study is to develop a better understanding of what characterises high-performing SMEs in terms of how theymanage the relationships with their key accounts. Method: A qualitative study with an abductive approach using a multiplecasestudy design was adopted. Semi-structured interviews wereconducted to collect primary data on eight Swedish SMEs in theB2B-context. Theoretical Framework: Theories about the resource-based view and relational capabilitiesare presented followed by theories about relationship marketingand its subsets KAM and CRM. The last part of the theory consistsof theories on relationship quality. Findings: In general, high-performing SMEs tend to have a more structuredapproach towards their management of their key accountrelationships. This is mainly shown through four characteristics:Clear categorization of key accounts, Senior responsibility for keyaccounts, Deep integration with key accounts and Systematicprocess towards their key accounts.
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Seidler, Markus. „Key-account-Management in der Automobilindustrie : systemorientierte Prozessmodellierungen als Erklärungsansatz /“. Wiesbaden : Gabler, 2008. http://d-nb.info/990563464/04.
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Mikkola, T. (Tuuli). „Creating customer knowledge competence through the development of key account management“. Master's thesis, University of Oulu, 2013. http://urn.fi/URN:NBN:fi:oulu-201305201277.
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This study takes intraorganizational perspective to key account management (KAM) and combines the matter with customer knowledge processing. The aim of the study is to create a framework that enables the creation of customer knowledge competence by developing key account management system so that it facilitates internal coordination and enhances customer knowledge processing. The framework of this study is based on an extensive theoretic review on key account management and customer knowledge management. The combination of these topics creates scientific findings of this study. The framework created in this study is reflected to practice through a case company that needs re-organization of its key account management processes.
This study utilizes subjectivist approach to the matter and uses constructivist research methods. Besides accumulating theoretical knowledge this study aims also in developing through theory the KAM processes of the case company. Thus it relates also closely to action research, where the researcher takes also a role as a consultant besides the role of a researcher. The empiric evidence is reflected to the theoretical framework. However as studies concerning this matter are limited the aim is through qualitative methods to produce new knowledge and not to test existing theory.
Empirically this study is based on an exploratory case study that has some features of descriptive study also. The empiric research confirms the theoretical framework from most parts. Results of this thesis suggest that key account management system can be utilized as a coordination mechanism in order to create customer knowledge competence. However compared to previous studies the results of this study accentuate esprit de corps i.e. organizations capacity to work toward mutual goals as an antecedent of other key account management processes and reinforces the role of formalization of the key account management approach as an prerequisite for efficient customer knowledge processing.
Based on the finding of this study, future studies could concentrate on determining the level of formalization needed for succeeding in the creation of customer knowledge competence. It also suggests that the role of esprit de corps is more important. Thus the development of this would also be valuable in the future.
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Syvänen, T. (Topi). „The strategic role of the sales manager in key account management“. Master's thesis, University of Oulu, 2016. http://urn.fi/URN:NBN:fi:oulu-201609082732.
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The purpose of this thesis is to describe different strategic roles of the sales manager in key account management. This thesis looks at the different strategic roles of the key account management (KAM) from the perspective of the sales manager.
Previous researches have mainly based on fact that sales manager responds to top-management, and key account manager responds to sales manager. Sales manager is typically seen as key account manager’s direct superior and at the same time, sales manager is responsible for key account manager’s performance to the top-management. According Flaherty and others (2012) sales literature follows a top-down approach and based on sales management specific behaviors to improve poor performance. Nevertheless, today’s research has had more nuances that sales manager’s and key account managers job is more collaboration. Reality of today’s sales manager role have changed from top-down, leader-centered paradigm to more like collaboration which comes a vast network of complex relationships (Flaherty and others 2012).
This thesis tries to show that sales manager’s role is not only to be key account managers superior. Key account manager’s and sales manager’s dynamic relationship is unnerved in previous researches. Actually, key account manager and sales manager has intense interaction and the information flows one to another and also they both effect on each other’s performance. Sales manager and key account manager, as a conclusion, can be seen as team more than monitored — supervisor partners. According Flaherty and others (2012) reality of today’s sales manager role have changed from top-down, leader- centered paradigm to more like collaboration which comes a vast network of complex relationships. The findings from the interview shows the same; all the interviewees said that nowadays sales managers should collaborate with KAMs. Still, there are seen the effect of regulations, rules and laws which change the style of leadership. Also sales manager take part on operative work. The previous academic literature stated that sales manager position is like invisible. That means sales manager won’t take part that much on operative work. In every interview the result was that operative work with customers is one part of every sales manager job in practice. Motivating KAMs to perform better is important. In a sales oriented organizations everybody knows how much the expected sales target are for KAM’s and at the same time sales manager need to provide all the needed rules that KAM’s could achieve those sales targets.
Also this thesis finds out that organizational culture could effect on sales manager’s performance. It could create boundaries between sales manager and KAM but also it could provide framework which help everyday operations in the organization.
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Alvarez, Francisco Javier Sebastian Mendizabal. „O modelo de gerência de contas especiais: um estudo exploratório em instituições financeiras no Brasil“. Universidade de São Paulo, 2004. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-12072004-184239/.
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Esta tese de doutorado estuda a implantação e gestão do modelo de Gerência de Contas Especiais, em instituições financeiras no Brasil. O aumento da competitividade de mercado, fez com que os bancos tivessem que buscar novas formas de interação com seus clientes, como forma de garantir sua posição competitiva de mercado. A aplicação do modelo se inicia como uma forma diferenciada de atendimento de vendas aos principais clientes que são segmentados, em um primeiro momento, pelo volume de faturamento. A partir da evolução da implantação do modelo se identifica a necessidade de mudar o foco de vendas para o foco de marketing de relacionamento, o que exige a aplicação de instrumentos de gestão diferentes e uma mudança no foco da organização. Os instrumentos que devem ser desenvolvidos são : -a base de dados individual dos clientes, que além de transacional passa a ser gerencial e contemplar informações quantitativas e qualitativas dos clientes -o plano de negócios por cliente. O objetivo final é conseguir mudar o foco de obter resultados pelo volume de vendas de produtos aos clientes para o objetivo de obter rentabilidade no cliente pelo desenvolvimento do relacionamento.This thesis studies the Key Account Management model implementation in financial institutions in Brazil. The growth of market competition, direct the banks to look for new forms of interaction with their clients, as a way to garantee the competitive position in the market. The model implementation starts as a different way of sales calls to major clients, that are segmented at the first moment, per turnover value. With the evolution of the implementation of this model, it is possible to identify the need to change the focus from sales to relationship marketing, what demands the application of different management tools and the change of organization focus. The tools to be developed are : -The database of individual clients, has to be focussed not only in transactional aspects but should also contemplate the quantitative and qualitative managerial data from each client. -The client Business Plan The final objective is to manage the change in focus, from products sales volume to clients to the objective to obtain rentability on the client by the relationship development with clients.
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Fischer, Claudiu [Verfasser]. „Key Account Management in Osteuropa: Schlüsselkundenbetreuung in ausgewählten osteuropäischen Ländern / Claudiu Fischer“. Hamburg : disserta Verlag, 2014. http://d-nb.info/1144907675/34.
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Kathmann, Stefan. „Key Account Management im Finanzdienstleistungsbereich Status quo und Handlungsempfehlungen am Beispiel Banking /“. St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02600096001/$FILE/02600096001.pdf.
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Rehme, Jakob. „Sales coordination in multinational corporations : development and management of key account programmes /“. Linköping : Department of Management and Economics, Linköping Institute of Technology, 2001. http://www.bibl.liu.se/liupubl/disp/disp2001/man51s.htm.
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Badawi, Nada Saleh. „Social capital, relationship quality and key account management effectiveness : a relational perspective“. Thesis, Middlesex University, 2016. http://eprints.mdx.ac.uk/21503/.
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In recent years, key account management (KAM) has been increasingly accepted in the business-to-business market as an approach concerned with establishing and sustaining long-term relationships with a supplier’s most important business customers. Due to the considerable benefits that are associated with implementing this approach, there has been greater emphasis placed by practitioners and academics on the importance of KAM in business-to-business relationships. However, developing effective relationships with key accounts has remained a problematic issue. A major source of this difficulty can be attributed to a lack of understanding regarding the relational aspects of KAM. It is evident that KAM has been practised as a sales oriented approach rather than a relational oriented approach. Despite the rapidly expanding literature on KAM, little attention has been directed towards identifying the relational aspects of key account management and examining their impact on its effectiveness. This research seeks to address this gap in the literature by using the lens of social capital theory and relationship quality to investigate relational antecedents to the effectiveness of supplier- key account relationships. This research adopted mixed methods. A qualitative study was conducted through interviewing executives, managers and sales representatives who practise KAM in the Saudi market. This qualitative study aimed to explore relational aspects of key account management within this market. Drawing from the literature review and results of the qualitative analysis, the research model and hypotheses were developed. The research model was tested using structural equation modelling (AMOS). The data used to test it was collected from questionnaires sent to 172 supplier firms who are operating in the Saudi market. The present research offers insights into the major role of relational aspects of key account management in influencing key account management effectiveness. It provides empirical support to the links between social capital, relationship quality and the effectiveness of the supplier-key account relationship. Hence, social capital and relationship quality are recognised as critical to the effectiveness of the supplier-key account relationship. This research contributes to social capital, relationship quality, and key account management literature. Findings from this research would be useful for practitioners in the field of KAM.
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Joost, Hans-Günter. „Key-account-Management zwischen Implementation und Illusion Wissenstransfer in Unternehmen und Umwelt“. Aachen Shaker, 2008. http://d-nb.info/990323862/04.
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Kvist, Louise, und Jeanine Osbeck. „Key account management : A study of the success factors in the implementation process“. Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-40865.
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There is a numerous of literature on Key Account Management but there is a lack of empirical research supporting the literature, especially regarding the implementation process. This study investigates five companies according to how they manage their customer relationships with main focus on their key customers. The study is based on existing KAM literature and also involves additional factors; change management and global talent management. The purpose of the study is to investigate how KAM can be more successfully implemented in Swedish companies in IT and management industry. The study was conducted with a qualitative approach and the interviews were held with Top management at five Swedish IT and management companies in Växjö. The findings show new insights into KAM implementation; Change management and Global talent management were shown to have a direct effect on the success of an implementation, which the existing theory of KAM is not emphasizing. The result of the study is visualized in a model at the end of the study.
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Landberg, Hugo, und Svensson Sixten. „Kartläggning av arbetsprocessen : En studie om en Key Account Managers arbetsprocess på ett industribolag“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-414909.
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Tidigare forskning har uppmärksammat en rad olika aspekter, delar och karaktärsdrag hos en Key Account Manager. En Key Account Manager är en nyckelspelare i jakten på att hantera och utveckla goda relationer till företagets kunder, och vars arbete kan vara en bidragande faktor till den egna organisationens framtidsutsikter. Trots detta, är studier gällande hur en Key Account Manager arbetar ännu begränsad. Uppsatsen syftar därmed till att undersöka hur arbetsprocessen ser ut för en Key Account Manager verksam inom industribolag. Med en kvalitativ metodansats, innehållandes åtta stycken semistrukturerade intervjuer identifierar studien att en Key Account Managers arbetsprocess inom ett industribolag består av fem stycken huvudsakliga aktiviteter som löper parallellt med varandra, vilka är Intern koordination och samordning, Externa möten och representation, Uppnå uppsatta KPI, Analyser och rapporter samt Interna möten, som noggrant har analyserats fram.
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Zupancic, Dirk. „International Key-Account-Management-Teams Koordination und Implementierung aus der Perspektive des Industriegütermarketing“. St. Gallen Verl. Thexis, 2001. http://deposit.d-nb.de/cgi-bin/dokserv?id=3182176&prov=M&dok_var=1&dok_ext=htm.
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Zupancic, Dirk. „International key account management teams : Koordination und Implementierung aus der Perspektive des Industriegütermarketing /“. St. Gallen : THEXIS, 2008. http://deposit.d-nb.de/cgi-bin/dokserv?id=3182176&prov=M&dok_var=1&dok_ext=htm.
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Dean, Crispin. „How Key Account Management and Competitive Intelligence can Contribute to the Development of Corporate Strategy“. Master's thesis, Dresden International University, 2013. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-130693.
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One of the proxies for the success of a corporate strategy is firm performance. This is because “performance is a surrogate for the alignment between an organization’s internal processes (strategy, structure, etc) and the external environment.”1 Business excellence therefore hangs together with the attainment of such an alignment. It is two of the processes that support such an alignment between customer and supplier that are the subject of this paper. The processes in question are so called “Key Account Management” (KAM) and competitive intelligence (CI). [... aus der Einleitung]
1 Subramanian R., IsHak S., Competitor Analysis Practices of US Companies, 1998, S.13
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Wengler, Stefan. „Key account management in business-to-business markets an assessment of its economic value /“. Wiesbaden : Deutscher Universitats-Verlag, 2006. http://www.springerlink.com/content/u0132h/.
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Joost, Hans G. [Verfasser]. „Key Account Management zwischen Implementation und Illusion : Wissenstransfer in Unternehmen und Umwelt / Hans G Joost“. Aachen : Shaker, 2008. http://d-nb.info/1162794003/34.
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Gilchrist, Alan John Patterson. „The implementation of key account management process as an organisational change initiative : An empirical study“. Thesis, Lancaster University, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.533080.
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Harden, G. R. „A re-evaluation of the relevance to key account management to the UK higher education sector“. Thesis, Nottingham Trent University, 2010. http://irep.ntu.ac.uk/id/eprint/352/.
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This research set out to explore the nature of business-to-business (B2B) relationships in the UK higher education postgraduate sector. More specifically, it sought to address the strategic issue of how relationships between a UK business school (in this case, Nottingham Business School) and its corporate clients could be organised and managed effectively over the longer-term in order to provide, maintain or, where appropriate, enhance the mutual satisfaction of all parties concerned. It is argued that such research is relevant and timely given that revenue generated from commercial activity (third stream income) is considered increasingly vital to UK business schools as they attempt to remain financially solvent in a toughening market that is faced with the additional threat of longer-term reductions in Higher Education Funding Council grants (Watling et al., 2003; Prince, 2004; Prince, 2007). It is not only commercial activity that would appear to be a relatively underdeveloped activity in most new universities (Prince, 2004). B2B literature shows little or no research into business relationships within the UK corporate education sector (Murray and Underhill, 2002). Additionally, Ellis and Mayer (2001) and Wright (2004) are typical of those calling for more research across different B2B sectors. Having scoped the research problem (Document 1) and undertaken a critical review of the B2B relationship marketing literature (Document 2), exploratory qualitative research in Document 3 focused on NBS lecturers with responsibility for managing both open and client-specific postgraduate programmes. Whilst previous commercial experience and academic expertise were thought to lend weight and respectability to the client manager’s position, social and inter-personal aspects were felt to exert a greater influence on the relationship. However, a number of barriers are likely to hinder the successful development of commercial relationships. Some of these are external (e.g. sudden and unexpected adverse trading conditions or a more general economic downturn), others are more or less self-inflicted (e.g. lack of senior management support or a tendency to overload the client manager job role). Client managers were also more likely to adopt a positive attitude to business development if they were rewarded appropriately. Document 4 enabled some of these issues to be explored further through quantitative survey-based research that benefited from the inclusion of a number of corporate clients as well as client managers from other higher education institutions. An initial review of the B2B relationship marketing literature had identified a number of dimensions that were thought vital to relationship formation and development: attraction, atmosphere, social bonds, trust and commitment. Of these, social bonds were thought to have the greatest impact. However, the research suggested that it was actually the attraction dimension that figured most prominently, with all parties appearing to value intuition (or ‘gut feel’), personal chemistry, a sense of humour and a charismatic personality as core ingredients in relationship formation. Interestingly, closer economic ties were considered more relevant than social bonds. The research also tackled a number of issues ranging from the strategic development of the relationship portfolio through to operational matters such as whether appropriate incentives (financial or otherwise) should be offered to client managers. Whilst it was reassuring to note that half of the respondents believed senior managers provided reasonable support and investment for commercial relationships, this support did not necessarily extend to financial and other incentives for client managers themselves. From the outset, this study was designed to conclude with an exploration and reappraisal of the strategic relevance to a UK business school of the Key Account Management concept. Thus, Document 5 focused on the relevance of the concept for Nottingham Business School, as seen through the eyes of the academics adjudged to be occupying key account management roles. On the face of it, many of the elements of KAM appear to have the potential to be adapted to fit a business school environment. Nevertheless, this study suggests that the KAM journey is likely to be a long, arduous and challenging one. Indeed, KAM represents a bold strategic move for an organisation like Nottingham Business School and would require significant investment in both people and support systems in order to flourish. Unfortunately, there is no guarantee of a short-term return on that investment. Equally, when the potential barriers to KAM implementation are considered - particularly the longer term problem of encouraging commercial flair and developing business acumen in an entrenched academic culture - the task confronting senior managers would appear to be a challenging one. Consequently, it would be no surprise to see a KAM strategy overlooked in favour of a simpler, more cost-effective alternative.
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Rego, Bruno Bordeaux. „Criação de valor para o cliente: um estudo exploratório sobre programas de Key Account Management (KAM)“. Universidade de São Paulo, 2016. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-03062016-160121/.
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Nas últimas décadas, a maturidade de alguns mercados, a globalização e o crescente poder de barganha dos clientes aumentam ainda mais a necessidade das empresas em manterem e desenvolverem de forma eficaz seus clientes mais importantes. Neste contexto, ganham relevância os programas de Key Account Management (KAM), iniciativas corporativas que tratam de forma especial os clientes mais importantes do fornecedor. Para obter o desempenho financeiro superior, o programa de KAM precisa criar valor para o cliente para posterior apropriação de valor pelo fornecedor. Contudo, a maioria dos estudos enfatiza a apropriação de valor pelo fornecedor, porém poucas pesquisas investigam a criação de valor para o cliente em programas de KAM. Além disso, a maioria das pesquisas em marketing de relacionamento ainda foca muito nos impactos positivos do relacionamento. Dessa forma, é importante analisar empiricamente como é a implementação da criação de valor para o cliente em programas de KAM, identificando as principais dimensões e os fatores críticos. O objetivo do presente estudo é analisar o processo de criação de valor para o cliente em programas de Key Account Management (KAM) e propor um modelo de criação de valor para o cliente segundo a perspectiva da empresa fornecedora. As análises e o modelo são elaborados a partir de um processo de investigação abdutiva, ou seja, a combinação entre a fundamentação teórica sobre o conceito de valor e programas de KAM e a análise de conteúdo de 22 entrevistas em profundidade com especialistas em programas de KAM, profissionais de marketing/vendas que trabalham por pelo menos cinco anos com programas de KAM em grandes empresas no Brasil. O modelo proposto explica de forma integrada e sistemática como é a criação de valor para o cliente em programas de KAM segundo cinco dimensões (Desenvolvimento de relacionamentos; Entendimento dos direcionadores de valor; Desenvolvimento da proposta de valor; Comunicação da proposta de valor; e mensuração de valor), quatro moderadores (Orientação relacional do cliente; Formalização do programa de KAM para o cliente; Abordagem do fornecedor: \"orientada ao cliente\" vs. \"orientar o cliente\"; e Fit estratégico entre o fornecedor e o cliente) e três riscos (Não entrega do valor básico para o cliente; Rotatividade do Key Account Manager; e Sentimento de injustiça do cliente). Contribui-se com a teoria sobre o tema, ao incluir uma dimensão específica no modelo para desenvolvimento de relacionamentos do nível da díade (organização-organização) e indivíduo (funcionário-funcionário), e ao abordar não somente aspectos positivos do relacionamento, mas também os aspectos negativos (ou riscos da criação de valor para o cliente). Contribui-se também para a prática, ao prover uma visão mais ampla, sistemática e integradora dos diversos elementos da criação de valor para o cliente aos executivos das empresas que possuem programas de KAM, e ao recomendar práticas organizacionais que servem como guias para a tomada de decisão dos gestores de programas de KAM. Ademais, como a parte empírica do estudo é baseada no contexto brasileiro, amplia-se o conhecimento sobre KAM no Brasil. Por fim, apresentam-se as limitações do estudo com a agenda de pesquisas futurasIn recent decades, with the maturity of some markets, globalization and increasing power of the customers is becoming more important for the companies to maintain and develop effectively their most important customers. In this context, increases the relevance of Key Account Management (KAM) programs, a corporate initiative that performs special treatment to the most important supplier\'s customers. To obtain the superior financial performance, the KAM program improves the customer value creation for the value appropriation by the supplier. However, the majority of studies emphasize the value appropriation by the supplier, but few researches investigate the customer valuer creation on KAM programs. In addition, most of relationship marketing research still focuses much on the positive impacts of the relationship. Thus, it is important to empirically analyze how the implementation of customer value creation on KAM programs, identifying the main dimensions and the critical factors. The aim of this study is to analyze the customer value creation process on Key Account Management programs (KAM) and to propose a model of customer value creation from the supplier perspective. The analysis and the model are made through an abductive research process that combines the theoretical framework of the value concept and KAM programs, and content analysis of 22 in-depth interviews with experts on KAM programs, marketing or sales professionals who work for at least five years with KAM programs in large companies in Brazil. The proposed model explains in an integrated and systematic way the customer value creation on KAM programs according to five dimensions (Relationships development; Value drivers understanding; Value proposition development; Value proposition communication; and Value measurement), four moderators (Customer relational orientation; Formalization of the KAM program for the customer; Supplier approach: \"customer driven\" vs. \"customer driving\"; and strategic fit between the supplier and the customer) and three risks ( Not delivering the basic customer value; the Key Account Manager turnover; and Perceived injustice by the customer). The study contributes to the KAM theory through the inclusion of a specific dimension for the development of dyad relationships (organization-organization) and individual relationships (employee-employee) in the model, and through not only addressing the positive aspects of the relationship, but also the negatives (or customer value creation risks). It contributes also to the practice by providing a broader, systematic and integrating view of the several elements of customer value creation to executives of companies that have KAM programs, and recommending organizational practices that can be drivers for the decision making of KAM programs managers. Moreover, as the empirical part of the study is based in the Brazilian context, it broadens the knowledge of KAM in Brazil. Finally, we present study limitations with the future research agenda
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Rodrigues, Cristiano Agostinho Barros. „O key account management e a articulação entre redes externas e internas : um caso de estudo“. Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/18573.
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Mestrado em Gestão e Estratégia IndustrialKey Account Management, uma abordagem frequentemente utilizada pelas empresas para gerir clientes chave, tem sido amplamente estudada na literatura com diversas abordagens. A rica literatura sobre o papel deste arranjo organizacional tem focado aspetos tão variados, como os seus benefícios, fatores de sucesso, ou o papel desses gestores de contas - os key account managers - nos relacionamentos com os clientes. O foco deste estudo é no key account management como uma atividade que envolve a articulação entre redes intra-organizacionais (rede interna) e redes inter-organizacionais (rede externa). Com esta perspetiva de base, este estudo procura explorar esse papel de interface e, em que medida e como é que a mobilização da rede interna é relevante para manter e desenvolver os relacionamentos com clientes chave. Com este propósito, conduziu-se um estudo de caso numa empresa, a partir de um conjunto de episódios, analisam-se as interações entre a rede interna da empresa focal, os key account managers e clientes específicos. Adicionalmente, e sendo clientes chave ou valiosos, faz-se uma breve caracterização das dimensões de valores de cada cliente na ótica da empresa focal. O estudo permite evidenciar a importância do papel dos key account managers na articulação entre redes internas e externas. Neste contexto, noções como alinhamento ou mobilização de recursos envolve não apenas a rede interna como a rede de clientes e de fornecedores. Esta constatação reforça o interesse em encarar os programas de KAM como rearranjos de redes de relacionamentos que se estendem para além das fronteiras de cada empresa.
Key account management is an approach mostly used by companies to manage extremely important costumers; this approach has been widely studied in literature in diverse ways. The rich literature about the this organizational arrangement includes its benefits, success factors, the role of key account manager in the relationship with customers. This study focus on key account management as an activity that involves the interaction between internal network of a company with the external network of it. The main goal is to explore this interface role; particularly how the internal mobilization is relevant to maintain and develop the relationships with key accounts. With this purpose, a case study was conducted in a company, a group of episodes was analised, these episodes compiled a multitude of interactions by a focal company, the key account managers and specific customers. Additionally, a brief characterization regarding the value dimensions for each customer is done in the point supplier point of view. The importance associated to the role key account manager in the articualation of internal and external networks is display throughout this research. In this context, notions like alignment or resources mobilization involves not only the internal network but also the costumers and suppliers networks. This fact reinforces the interest in understanding KAM as rearrangements of relationship networks that extends beyond boundaries of a single company.
info:eu-repo/semantics/publishedVersion
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Kruger, Pieter Ernst. „The development of a blueprint for a key account management strategy to differentiate business in the liquid beverage industry“. Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/8534.
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Thesis (MBA)--University of Stellenbosch, 2011.ENGLISH ABSTRACT: In the marketing of products and services to the business-to-business environment, companies need to be cognisant of the higher demands of its key accounts. This has lead to the introduction of key account management (KAM) processes to meet these demands. The key account management process, however, can lead to increased expectations from key customers and if not supported by an appropriate KAM strategy, will not necessarily replace the traditional buyer-seller relationship to build long-term relationships that are mutually beneficial for both parties. This research study examines the literature for the key dimensions required to develop a KAM strategy framework which can create a competitive advantage for Ceres Fruit Processors (CFP). The study investigates the current customer management practices at CFP and the perceptions, knowledge and attitudes of management towards KAM. These are analysed using a case study method and qualitative interviews with CFP management. The KAM strategy framework identifies four key elements that are required for the development of a KAM strategy. The strategy development requires companies to analyse (1) the selected customer‟s competitors, (2) customer‟s needs, (3) resource allocation and (4) current solutions in place to manage the strategic customer. This will result in the realisation of an appropriate KAM strategy that is integrated with the company‟s overall business strategy and structure. The research demonstrates that, although CFP has some of the KAM elements in place and the KAM principle is firmly entrenched in its business strategy, the systematic process to conceptualise a KAM strategy is lacking. The research further shows that the management of CFP have a good understanding of the basic elements of KAM. There is, however, a clear perception gap as to what management believe customer expectations are and what customers actually expect. The proposed KAM strategy framework can therefore be applied to conceptualise the implementation of a KAM programme for CFP and provide the mechanism to improve management‟s understanding of strategic customers‟ expectations.
AFRIKAANSE OPSOMMING: In die bemarking van produkte en dienste in die besigheid-tot-besigheid-omgewing is dit noodsaaklik dat maatskappye bewus is van die groter eise van hul strategiese kliënte. Om aan hierdie vereistes te kan voldoen, implementeer maatskappye kern-kliënt-verhoudingsbestuursprosesse. Dit kan egter lei tot verhoogde verwagtinge deur die strategiese kliënte en indien die program nie ondersteun word deur 'n toepaslike kliëntverhoudingsbestuur (KVB) strategie nie, sal die tradisionele koper-verkoper verhouding nie noodwendig ontwikkel in 'n langtermyn strategiese verhouding wat wedersydse voordele vir beide partye inhou nie. Hierdie navorsingstudie ondersoek die literatuur vir die kern-elemente wat benodig word vir die ontwikkeling van 'n KVB strategiese raamwerk wat 'n kompeterende voordeel vir Ceres Fruit Processors (CFP) kan bewerkstellig. Die navorsingstudie ondersoek die huidige kliëntebestuurspraktyke by CFP en die persepsies, kennis en houdings van die bestuur ten opsigte van KVB. Die analise word gedoen deur middel van 'n gevallestudie metode en kwalitatiewe onderhoude met die bestuur van CFP. Die KVB strategiese raamwerk identifiseer vier kern-elemente wat benodig word vir die ontwikkeling van 'n KVB strategie. Vir die ontwikkeling van 'n KVB strategie word vereis dat maatskappye 'n analise uitvoer ten opsigte van (1) kliënte se mededingers, (2) kliëntebehoeftes, (3) die allokasie van hulpbronne en (4) die bestaande oplossings om strategiese kliënte te bestuur. Die analise verskaf dan die nodige inligting vir die realisering van 'n toepaslike KVB strategie wat geïntegreer is met CFP se huidige korporatiewe strategie en struktuur. Die navorsing toon dat, alhoewel daar sekere elemente van 'n KVB by CFP bestaan en die KVB beginsels deel vorm van CFP se korporatiewe strategie, die sistematiese proses ontbreek om 'n KVB strategie te ontwikkel. Die navorsingsverslag dui verder aan dat die bestuur van CFP 'n goeie begrip het van die basiese elemente van 'n KVB proses. Daar bestaan egter 'n gaping in terme van CFP bestuur se persepsies van wat kliënte se verwagtings is en kliënte se werklike verwagtings. Die voorgestelde KVB strategiese raamwerk kan aangewend word om 'n KVB program te implementeer en kan dien as meganisme om bestuur se kennis ten opsigte strategiese kliënte se verwagtings te verbeter.
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Villumsen, Erika, und Jennifer Laurits. „In search for the perfect KAM manager : Exploring both the buyer´s and the supplier’s view of valued personality traits in a KAM manager“. Thesis, Jönköping University, Internationella Handelshögskolan, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52981.
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Background: KAM has received a lot of attention over the last decade, where organizations acknowledge the benefits, and choose to implement KAM programs within their companies. Research shows that the individual in a KAM manager role has a huge impact on the outcomes of KAM, crucially responsible for the relationships with the key accounts. Furthermore, there is a clear link between the selection of the right candidate in order to succeed with KAM, and the personality traits of a KAM manager. Problem: Limited research has been carried out on the personality traits of KAM managers connected to the FFM, yet scholars indicate that the individual has a large effect on the outcomes of KAM. Also, few researchers study both the buyer´s and the supplier's side within KAM relationships, even though mutual benefits are an essential part of KAM. Purpose: The purpose of the study is to identify if there is an existing mutual understanding between the buyer and supplier regarding valuable traits of a KAM manager to benefit KAM outcomes. Method: The study utilizes a qualitative research approach, collecting primary data through six semi-structured interviews. The number of participants was equally distributed between buyers and suppliers, all experienced working with KAM. A thematic analysis was then used to analyze the empirical findings. Conclusion: Based on the results, a conclusion is drawn that there is no mutual understanding between the buyer and supplier regarding valuable traits of a KAM manager. Aligning with previous research, all participants shared the view concerning the individual's importance in KAM, however having divided opinions about which personality traits would contribute to the valuable outcomes. The buyers emphasized the importance of structure and planning relating to the personality trait conscientiousness to optimize KAM outcomes, while the suppliers rather placed focus on aspects connecting to the personality trait extraversion.
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Lönnberg, Oscar, und Alice Hägnander. „Underhåll och förbättring av leverantörsrelationer : En fallstudie på ett speditörföretag“. Thesis, Tekniska Högskolan, Jönköping University, JTH, Logistik och verksamhetsledning, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-49964.
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Syfte – En förstudie på fallföretaget identifierade ett problem som ledde till att syftet och frågeställningarna formulerades. Studien syfte innebär att undersöka hur underhåll av en leverantörsrelation kan påverka ett speditörföretag. För att svara på studiens syfte har det brutits ner i två frågeställningar: Hur arbetar ett speditörföretag med sina leverantörsrelationer? Vilka är möjligheterna till att förbättra en leverantörsrelation? Metod – Studien är genomförd som en fallstudie med enfallsdesign. Empiri är insamlat med intervjuer, dokumentstudier och litteraturstudier. Litteraturstudien utgör grunden för studiens teoretiska ramverk som innehåller teorier inom leverantörssegmentering, interaktionsmodellen, Customer Relationship Management (CRM) och Key Account Management (KAM). Resultat – Studiens resultat innefattar att underhåll av leverantörsrelationer med hjälp av leverantörssegmentering, interaktionsmodellen, Customer Relationship Management (CRM) och Key Account Management (KAM) på ett fördelaktigt sätt bidrar till ett bra underhåll av leverantörsrelationer och förbättringsmöjligheter till tätare relationer. Implikationer – Med hjälp av befintliga teorier inom relationshantering bidrar studien med att underhålla och förbättra leverantörsrelationer. Studien riktar sig emot ett mindre utforskat område för transport- och speditörföretags underhåll och förbättringar av leverantörsrelationer. Begränsningar – Studien är utförd enbart på ett speditörföretag vilket begränsar studiens generaliserbarhet vilket påverkar studiens resultat. Studien har inte tagit hänsyn till kostnader för implementering för förbättringsåtgärder i arbete för bättre relationer samt att leverantörens synvinkel inte är undersökt.Purpose – A pilot study at the case company identified a problem that lead to the purpose and research questions. The purpose of this study is to investigate how maintenance of a supplier relationship can affect a forwarder company. To answer the study's purpose, it has been broken down into two research questions: How does a freight forwarding company work with its supplier relationships? What are the opportunities to improve a supplier relationship? Method - The study is conducted as a case study with one-case design. Data is collected with interviews, document studies and literature studies. With the literature study, the basis for the study's theoretical framework contains theories in supplier segmentation, the interaction model, Customer Relationship Management (CRM) and Key Account Management (KAM). Results - The study's results include that maintenance of supplier relationships by means of supplier segmentation, the interaction model, Customer Relationship Management (CRM) and Key Account Management (KAM) in a beneficial way contributes to good maintenance of supplier relationships and improvement opportunities for closer relationships. Implications - Using existing relationship management theories, the study helps to maintain and improve supplier relationships. The study targets a less explored area for transport and freight forwarding companies' maintenance and improvements in supplier relationships. Limitations - The study is conducted only at one freight forwarding company which limits the generalizability of the study which affects the study's results. The study has not taken into account the costs of implementation for improvement measures in work for better relationships and that the supplier's point of view has not been examined.
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Lemmens, Regis. „The impact of relationship selling on the sales force control function“. Thesis, Robert Gordon University, 2008. http://hdl.handle.net/10059/246.
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Sales management control and sales force performance has received substantial attention by researchers in the past decades. Researchers have been investigating the construct of sales control, its antecedents and its consequences on both the individual sales person and on sales force performance. This research project analyses how and why the sales control systems are implemented the way they are. The basis for this approach is drawn from the organisational or management control literature which treats behaviour and outcome approaches as dimensions rather than categories. Organisational control also treats the control system as a process which consists of a set of stages or sub processes being objective setting, planning, monitoring, feedback and correcting. With the growing importance of relationship selling and key account management it can no longer be assumed that all the sales people will operate at the same hierarchical level within an organisation nor that they will be subject to one and the same control system. Therefore an in depth analysis of how sales force control processes are implemented for different types of sales functions, ranging from customer acquisition, small to medium account management to strategic and global account management, is needed. The research project included 17 preliminary interviews across different organisations, from which one organisation was selected on the basis that it contains a large international sales force of about 2.500 people consisting of a very wide range of sales functions. The analysis of this organisation included 100 plus interviews of 66 sales managers and sales people across all types of sales functions over a two year period. The findings show that the inability to measure certain inputs and outputs does not deter a sales organisation to adopt their sales control strategy within a functional sales team. When some measures are not available or are unreliable, sales managers find other ways to measure them being it through some locally developed tools or through more qualitative approaches. The method used to obtain certain measures does impact the level of the sophistication of the actual control process or strategy. When there is a need to control sales people who operate as a team of employees from different departments the sales managers can no longer individually develop some local tools to measure inputs and outputs. The findings show that team based selling requires accurate data but also globally agreed rules and procedures in order to operate successfully. This enables us to conclude that the inability to measure certain inputs and outputs is a determining variable for the implementation of client sales teams. With regard to sales force control strategies the research uncovered that within the category of the hybrid sales control approach there are four types of sales control sub approaches. The choice of which control to use is dependent on the size of the customers or opportunities the sales people work with and the selling approach which is either hunting or farming. This shows that while farming can be relabelled as key account management, hunting remains a major sales activity requiring not only different selling approaches it also requires different types of sales control processes than for farming. All of these findings indicate that several types of sales control systems can operate across one single organisation and that the main determining variables are the sales approach and the type of accounts the sales person is managing. This challenges current beliefs or assumptions that all sales people operate at the same hierarchical level within an organisation and that they all operate under one single sales control approach. Future research on sales force control will need to take these findings into account when designing their approach to study control systems within organisations.
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Drahmann, Lisa [Verfasser], und Björn [Akademischer Betreuer] Ivens. „Relationship Management und Face-to-Face Interaktion im Key Account Management im interkulturellen Vergleich: Zeitnutzung in Deutschland, Frankreich, China und USA / Lisa Drahmann ; Betreuer: Björn Ivens“. Bamberg : Otto-Friedrich-Universität Bamberg, 2019. http://d-nb.info/1186064390/34.
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Friend, Scott B. „Why Are You Really Winning and Losing Deals: A Customer Perspective on Determinants of Sales Failure“. Digital Archive @ GSU, 2010. http://digitalarchive.gsu.edu/marketing_diss/16.
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Understanding the determinants of sales success and sales failure has organization wide implications, ranging from an improved salesforce to improved corporate performance. However, a paucity of research on sales failure has resulted in an under-conceptualized field largely built on assumptions. This research proposes to overcome salesforce failure attribution biases by collecting data from the industrial buyer’s perspective. Thirty five post-mortem interviews with procurement decision makers from buying organizations were collected following a failed sales proposal. The context of these failed sales proposals was for multi-year industrial service key account contracts (>$5 Million). The result of this naturalistic inquiry is a model which outlines the determinant attributes of sales failure: price, adaptability and relationship-potential. An experimental design was conducted following this exploratory research in order to test the derived drivers of sales failure and success, as well as provide a trade-off analysis of the three emergent sales proposal themes. Results indicate that a lack of adaptability has the strongest impact on the sales failure outcome variable, as well as buyer characteristics have a potentially moderating impact on the relative trade-off weights between price/adaptability and price/relationship-potential.
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Dupre, Benoit. „The Influences of the Industry, the Company Prerequisites and the Customer Needs on Key Account Management A Case Study of Hewlett-Packard /“. St. Gallen, 2006. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/01649664002/$FILE/01649664002.pdf.
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Smedeby, Berg André, und Karl Holmström. „Processorientering i en global kundorienterad koncern : En studie av Sandvik Coromants verksamhetsstyrning“. Thesis, Uppsala University, Department of Business Studies, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-105435.
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För det multinationella företaget är det rimligtvis en stor utmaning att kunna ta hänsyn till såväl den lokala som den globala dimensionen. Förevarande uppsats syftar till att kartlägga hur organisk processorientering fungerar som styrform i en global kundorienterad koncern. Med utgångspunkt i vald teori formuleras en tes med innebörden att denna styrform förväntas vara lämplig för en global verksamhet där stora krav på kundfokus, flexibilitet och anpassningsbarhet ställs. Samtidigt förväntas den försvåra integrationen av koncernens dotterbolag.
Studien genomfördes genom att undersöka hur skärverktygstillverkaren Sandvik Coromant organiserar sin globala verksamhet med dotterbolag i 130 länder. Intervjuer har genomförts med beslutsfattare vid huvudkontoret, på tre dotterbolag samt med en globalt kundansvarig. Utifrån en tematisering av intervjumaterialet dras följande slutsatser:
Organisk processorientering tycks vara en användbar styrform för den globala kundorienterade koncernen och kräver relativt autonoma dotterbolag. På grund av det integrationsproblem som tenderar att uppstå till följd av autonomin samt ett komplext inbördes beroende som inte är uppenbart för de lokala organisationerna, krävs emellertid att koncernen är organiskt processorienterad även i den laterala dimensionen. I Sandvik Coromant koordineras verksamheten således genom ett horisontellt styrt, globalt Key Account Management-system samt väl etablerade nätverk mellan dotterbolagscheferna. Detta tycks resultera i att beroendet synliggörs och dotterbolagen motiveras att se till helheten. På så sätt kan integration underlättas utan att differentieringen samordnas bort och hänsyn tas till såväl den lokala som den globala dimensionen.
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Christensson, Lucas, und Oskar Svensson. „The important part is that we have established a relationship, then we can conduct business : Cultural conflicts and dilemmas in international business“. Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-17085.
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Recent literature state that the relationship between buyers and sellers has gained more and more importance in business-to-business segments. The distribution of products may even end up in the shadow of these important relationships. The statement, of increased need for relationship marketing, is proven more tangible in cross-border interactions and communications. Managers who are maintaining and establishing international accounts have to acknowledge cultural differences, norms and preferences when keeping their international key accounts satisfaction. However, the practice around how cultural diversity implement the relationship process is something that could be further explored. Therefore, the purpose of this thesis is to explore cultural conflicts and dilemmas in manager’s relations with international key accounts.The thesis has a phenomenological approach, which aims at exploring personal business experiences of managers in practice. Thus, the aim is not to make general assumptions about either KAM, RM or business culture. The thesis is developed through five separate interviews with managers of different gender, practice and targeted customer culture. We mainly used Hofstede's (2017) framework when analyzing and discussing the implication of business culture on international relationships. Several strategies, both personal and business oriented, where noticed as a result of international and intercultural business collaborations. The result shows how complex the subject of business culture is and how limitations of managing cultural diversity can lead to conflicts and dilemmas.
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Campos, Orrego Luis German, und Falla Jose Guiliano Vela. „El key account management como modelo propuesto para el incremento de ventas de la empresa San Luis Asociados E.I.R.L. en el departamento de Lambayeque – 2018“. Bachelor's thesis, Universidad Católica Santo Toribio de Mogrovejo, 2019. http://hdl.handle.net/20.500.12423/2508.
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El presente trabajo de investigación se realizó estudiando a la empresa San Luis Asociados en busca de poder incrementar sus ventas ya que actualmente cuenta con un solo cliente, y no cuenta con un plan de manejo de cuentas de clientes. En base a ello, se formuló el siguiente problema: ¿Cómo implementar el Key Account Management como modelo para aumentar las ventas de la empresa San Luis Asociados afianzando la relación con el cliente actual? En base a ello se describió la situación actual y se realizaron propuestas respecto a cada dimensión según lo indicaba el KAM.
La recolección de datos fue realizada a través de entrevistas al gerente de la empresa y potenciales clientes claves para San Luis Asociados, utilizando la técnica de muestreo bola de nieve.
Dentro de los resultados se encontró que la situación actual en la que trabaja la empresa es empírica por lo que no se han establecidos criterios para mejorar sus procesos. Finalmente se realiza la propuesta para cada una de las dimensiones de Key Account Management, además de la proyección de ventas que indica el beneficio que tendría la empresa y se concluye que la implementación de la mejora es una oportunidad para que se afiancen las relaciones internas con su cliente y posteriormente con sus potenciales clientes.Tesis
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Adelstrand, Carl, und Emil Brostedt. „Creating Competitive Advantage by Rethinking B2B Software Pricing“. Thesis, KTH, Industriell marknadsföring, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-188510.
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The choice of pricing model for software products is a complex procedure due to the different characteristics compared to physical products. This thesis investigates and compares software pricing models in a B2B setting, and describes how KAM plays a role in executing a pricing model. The research has been conducted as an opportunist case study on Adebro, a technology company in the B2B sector. The thesis have come to the following conclusions, with data from interviews and literature: Perpetual license is, and will continue to be, an attractive pricing model for Adebro. However, a subscription-based usage independent pricing model is also attractive for the future. Implications of switching pricing model would be largest when changing between a perpetual and subscription model, where revenue will have the most visual impact. The most important task for KAM is to communicate the change to current and new customers. KAM and the pricing model must also be structured to support each other to be successful. The thesis contributes to science by providing research on pricing models for manufacturing related software. However, studies concerning the weighting of importance for different pricing parameters would be of interest for the future.
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PALANGA, PAOLA. „La gestione dei clienti strategici nelle PMI marchigiane: un'analisi qualitativa“. Doctoral thesis, Università Politecnica delle Marche, 2017. http://hdl.handle.net/11566/245386.
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Il key account management (KAM) è ampiamente noto nella teoria accademica e nella pratica operativa. La maggior parte dei temi connessi alla gestione dei clienti strategici, infatti, è già stata indagata: problematiche organizzative, finalità e obiettivi, nonché i criteri di selezione dei key account e gli aspetti connessi alla performance. Tale vasta letteratura si è evoluta nel tempo: mentre i mercati divenivano sempre più competitivi, le aziende cambiavano il loro approccio al marketing, concentrandosi sempre più sui clienti strategici, ovvero implementando il KAM come strumento gestionale. Tali aspetti, però, sono stati studiati con riferimento alle grandi imprese che hanno programmi di KAM altamente formalizzati. Ad oggi però anche le piccole e medie imprese (PMI) si trovano a competere nei mercati globali, con grandi clienti sempre più esigenti. In tal senso, le PMI sono diverse dalle grandi imprese, sia in termini di disponibilità finanziarie che in termini di strutture interne e risorse umane, quindi risulta evidente la necessità di indagare l’applicabilità del KAM nelle PMI. Scopo di questo lavoro è proprio quello di comprendere le modalità di gestione dei clienti chiave nelle PMI, anche con riferimento all’implementazione di questi programmi e alle esigenze di allineamento interno.
Attraverso un multiple case study che ha coinvolto 4 aziende marchigiane, si è scelto di focalizzarsi su alcuni temi principali: basandosi sull’approccio teorico del relationship marketing, si sono analizzati i criteri di selezione dei clienti chiave, la figura del key account manager, il top management commitment e l’allineamento intra-organizzativo.
I risultati emersi dall’indagine evidenziano un notevole orientamento delle PMI alla clientela, ma un limitato e approssimativo orientamento al KAM. Dal punto di vista comportamentale, le PMI interpretano il KAM attraverso l’orientamento al cliente e alla relazione, fermandosi quindi ad un’interpretazione incompleta e non esaustiva.Key account management (KAM) is widely known in academic theory and operational practice. Most of the issues related to key account management, in fact, has already been investigated: organizational issues, goals and objectives, as well as key account selection criteria and aspects related to performance. This vast literature has evolved over time: while markets were becoming more and more competitive, companies changed their marketing approach, increasingly focusing on key customers, so implementing KAM as a marketing management tool. These aspects, however, have been studied with reference only to large companies that have highly formalized KAM programs. To date, however, even small and medium-sized enterprises (SMEs) compete in global markets and have increasingly demanding customers. In this respect, SMEs are different from large companies in terms of financial and human resources and internal structures, so it is clear the need to investigate the applicability of KAM in SMEs. The aim of this work is to understand if and how SMEs can apply the key account management principles, including the implementation process of such programs and the internal alignment needs. Through a multiple case study that involved 4 firms of the Marche region, the author has chosen to focus on a few major themes: based on the relationship marketing theory, key customer selection criteria, the role of key account manager, top management commitment and intra-organizational alignment were analyzed. Results show a significant customers orientation of SMEs, but a limited and approximate KAM orientation. From a managerial point of view, SMEs interpret KAM in an incomplete and not exhaustive manner. The study evidences the presence of different logics, opportunities and critical issues underlying a KAM approach, especially in relation to the rethinking of short- and long-term strategies, whilst respecting the operating peculiarities and the typical features of a small enterprise.
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Hellman, Karl G. „Optimizing Marketing Activities for Different Levels of Customer Relationships“. Digital Archive @ GSU, 2013. http://digitalarchive.gsu.edu/bus_admin_diss/27.
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The discipline of marketing is evolving from a product centric paradigm where all value is invested in the product by the supplier and it is exchanged for a market determined price by means of an arm’s length transaction, to a service centric paradigm where value is co-created by customer and supplier through complex relationships in which the rewards are determined through negotiation. This study recognizes that in practice a supplier will and ought to continue to have some customer relationships that are transactional and others that involve higher levels of value co-creation. A five point continuum of relationships from transactional to strategic alliance is defined. Dyadic data in which customer and supplier are asked to evaluate the same relationship from their respective points of view are analyzed resulting in a portfolio of a supplier’s relationships that include each of the five levels. Three structured equation models are validated: first, the customer’s assessment of the level of relationship as a function of new, behaviorally anchored measures; second, the supplier’s assessment as a function of new, behaviorally anchored measures of investment; third, the differences between customer and supplier assessments as a function of differences in ratings of new, behaviorally anchored measures. Additionally, segmentation of the customer base is identified based on the level of assessment of the current and desired future level of relationship. Servicing processes are defined to enable the supplier to match the right offerings to each level of customer thereby optimizing their investment in their customer portfolio.
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Yu, Mandy Ning-Ya. „Perceptions of a successful key account management programme a New Zealand perspective : this is a thesis submitted to Auckland University of Technology in partial fulfilment of the degree of Master of Business (Marketing), 2004 /“. Full thesis. Abstract, 2004.
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Bouška, Pavel. „Distribuce výrobků péče o zuby společnosti Philips na území České republiky“. Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-195459.
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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.
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Vaníčková, Lucie. „Účetní servisní centra a hodnocení jejich výkonnosti“. Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-125066.
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This diploma thesis focuses on the area of outsourcing and shared services centers. It includes general characteristics of outsourcing. It deals in addition with definition and description of koncept shared services, its history, advantages, disadvantages, comparison with similar organization models and strategic aspects of this concept. Part of thesis focuses on audit in area of shared services center. This thesis deals with issues of performance management of accounting shared services centers in areas of accounts payable and accounts receivable in the USA, Czech Republic and Slovakia. The practical part of this thesis is established on mentioned theoretical themes. There is described and evaluated situation in specific accounting shared services center in the Czech Republic from view of performance and maturity of shared services center.