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Journal articles on the topic 'Key account management'

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Published: 4 June 2021
Last updated: 21 February 2023

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1

Cahill, Dennis J. "KEY ACCOUNT MANAGEMENT." International Marketing Review 15, no. 3 (June 1998): 205–14. http://dx.doi.org/10.1108/02651339810221115.

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2

Millman, Tony, and Kevin Wilson. "From key account selling to key account management." Journal of Marketing Practice: Applied Marketing Science 1, no. 1 (March 1995): 9–21. http://dx.doi.org/10.1108/eum0000000003877.

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3

Diller, von Hermann. "Euro-Key-Account-Management." Marketing ZFP 14, no. 4 (1992): 239–45. http://dx.doi.org/10.15358/0344-1369-1992-4-239.

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4

Klopić, Vasva, Amer Klopić, and Adi Alić. "Impact of key account management orientation on company's non-financial performance." BH Ekonomski forum 14, no. 1 (2021): 55–71. http://dx.doi.org/10.5937/bhekofor2101055k.

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Key account management (KAM) in theory is described as a strategic approach distinguishable from account management or key account selling that should be used to endure long-term development and retention of strategic customers. This article presents the importance of key account management orientation in today's business and how it affects the non-financial performance of companies in Bosnia and Herzegovina. Also, we will present the results of ongoing research that aims to identify the influence of key account management orientation on company non-financial performance in different industry sectors. Data were collected from several companies in different industries considering a company as a unit of analysis. Research instrument - questionnaire compromised scales that had been validated and found reliable in previous research. Item total reliability and confirmatory factor analysis will be used to test the reliability and validity of the constructs. Furthermore, the structural equation modelling (SEM) technique will be employed to analyze the effects of key account management orientation on a company's non-financial performance. It is to be expected that the results of the conducted research show a statistically significant impact of key account management orientation on a company's non-financial performance in Bosnia and Herzegovina.
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5

Sanford, Douglas M., and Lynda Maddox. "KEY ACCOUNT MANAGEMENT – Advertising agency management of domestic and international accounts." International Marketing Review 16, no. 6 (December 1999): 504–17. http://dx.doi.org/10.1108/02651339910300468.

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6

Millman, Tony, and Kevin Wilson. "Developing key account management competences." Journal of Marketing Practice: Applied Marketing Science 2, no. 2 (June 1996): 7–22. http://dx.doi.org/10.1108/eum0000000000018.

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7

Saldsieder, Kai Alexander, and Nina Saldsieder. "Key Account Management im Wandel." Sales Excellence 24, no. 5 (October 2015): 10–21. http://dx.doi.org/10.1007/s35141-015-0601-0.

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8

Gounaris, Spiros, and Nektarios Tzempelikos. "Relational key account management: Building key account management effectiveness through structural reformations and relationship management skills." Industrial Marketing Management 43, no. 7 (October 2014): 1110–23. http://dx.doi.org/10.1016/j.indmarman.2014.06.001.

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9

Wong, Y. H. "Key to key account management: relationship (guanxi) model." International Marketing Review 15, no. 3 (June 1998): 215–31. http://dx.doi.org/10.1108/02651339810221142.

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10

Judt, Ewald, and Claudia Klausegger. "Was ist eigentlich … Key Account Management?" Zeitschrift für das gesamte Bank- und Börsenwesen 64, no. 3 (2016): 206. http://dx.doi.org/10.47782/oeba201603020601.

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11

Farquhar, Jillian Dawes. "‘Key Account Management in Financial Services’." Journal of Financial Services Marketing 10, no. 1 (September 2005): 95–96. http://dx.doi.org/10.1057/palgrave.fsm.4770176.

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12

McDonald, Malcolm. "Key Account Management – A Domain Review." Marketing Review 1, no. 1 (January 3, 2000): 15–34. http://dx.doi.org/10.1362/1469347002523464.

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13

Ojasalo, Jukka. "Customer Commitment in Key Account Management." Marketing Review 2, no. 3 (September 1, 2001): 301–18. http://dx.doi.org/10.1362/1469347012569931.

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14

Betz, Michael, and Philine Werner. "Kostengünstig zum wirksamen Key Account Management." Marketing Review St. Gallen 32, no. 5 (October 2015): 36–43. http://dx.doi.org/10.1007/s11621-015-0565-x.

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15

Ryals, Lynette, and Lindsay Bruce. "Key account management: Overcoming internal conflict." Journal of Direct, Data and Digital Marketing Practice 7, no. 4 (April 2006): 344–51. http://dx.doi.org/10.1057/palgrave.dddmp.4340540.

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16

Woolhouse, Reviewed by Keir. "Key Account Management — The Definitive Guide." Journal of Direct, Data and Digital Marketing Practice 9, no. 1 (July 2007): 112–14. http://dx.doi.org/10.1057/palgrave.dddmp.4350074.

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17

Redemann, Marcus. "Unterschätzte Kompetenzfelder im Key Account Management." Sales Excellence 24, no. 5 (October 2015): 64–70. http://dx.doi.org/10.1007/s35141-015-0594-8.

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18

Tonai, ShoKo. "Exploring Factors and Elements of Coordination between Key Account Management Units and Non-key Account Management Units." ASIA MARKETING JOURNAL 18, no. 1 (April 30, 2016): 1. http://dx.doi.org/10.15830/amj.2016.18.1.1.

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19

Dash, Sadhna, Leena B. Dam, Deepa Pillai, and Jitender Kumar. "Univ Manufacturers: key account management for B2B." Emerald Emerging Markets Case Studies 12, no. 1 (March 30, 2022): 1–27. http://dx.doi.org/10.1108/eemcs-10-2021-0326.

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Learning outcomes At the end of the case discussion, students would be able to: design key account selection criteria for the organization’s vast clients; analyse the application of key account management (KAM) strategies in a business-to-business (B2B) segment for revenue growth for a medium-scale enterprise; recognize the significance of KAM in a B2B space for a scale enterprise; and assess the proficiency of Univ Manufacturers (UM) for KAM in addressing the existing challenges and managing business growth. Case overview/synopsis Tarun, the proprietor of UM, has recently received two big orders, one from Ram Enterprise, a long-standing client since 2011 of INR 2m (10% profit margin) and another order from a new client based in Chennai, a growing pharmaceutical products company, of order size of INR 2.3m (15% profit margin). Both the orders were required to be completed within 15 days. The new client with higher value and better returns could help UM enter the south India market, whereas business from the existing client was also profitable. Despite both orders being necessary for business survival and expansion, fulfilling them on schedule posed a huge challenge. Tarun wanted to fulfil both orders. He knew similar situations might arise in future. He advocated prioritizing customers, which made him contemplate KAM. On what basis he should categorize his customers was a big question. Tarun felt that it was time for UM to strategize relationship management with his customers. He wanted to optimize the partnerships. Tarun knew he wanted to introduce KAM, but was firm-level internal capabilities were enough for key account execution. What would be the feasible outcomes if KAM is applied at UM? What must he do to prevent such situations in the future? Complexity academic level This case can be used in B2B marketing and sales management courses. The dilemma can be explained as part of a marketing course for postgraduate and executive programs. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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20

Speakman, James I. F., and Lynette Ryals. "Key account management: the inside selling job." Journal of Business & Industrial Marketing 27, no. 5 (June 8, 2012): 360–69. http://dx.doi.org/10.1108/08858621211236034.

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21

Vanharanta, Markus, Alan J.P. Gilchrist, Andrew D. Pressey, and Peter Lenney. "The reflexive turn in key account management." European Journal of Marketing 48, no. 11/12 (November 4, 2014): 2071–104. http://dx.doi.org/10.1108/ejm-10-2010-0561.

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Purpose – This study aims to address how and why do formal key account management (KAM) programmes hinder effective KAM management, and how can the problems of formalization in KAM be overcome. Recent empirical studies have reported an unexpected negative relationship between KAM formalization and performance. Design/methodology/approach – An 18-month (340 days) ethnographic investigation was undertaken in the UK-based subsidiary of a major US sports goods manufacturer. This ethnographic evidence was triangulated with 113 in-depth interviews. Findings – This study identifies how and why managerial reflexivity allows a more effectively combining of formal and post-bureaucratic KAM practices. While formal KAM programmes provide a means to initiate, implement and control KAM, they have an unintended consequence of increasing organizational bureaucracy, which may in the long-run hinder the KAM effectiveness. Heightened reflexivity, including “wayfinding”, is identified as a means to overcome many of these challenges, allowing for reflexively combining formal with post-bureaucratic KAM practices. Research limitations/implications – The thesis of this paper starts a new line of reflexive KAM research, which draws theoretical influences from the post-bureaucratic turn in management studies. Practical implications – This study seeks to increase KAM implementation success rates and long-term effectiveness of KAM by conceptualizing the new possibilities offered by reflexive KAM. This study demonstrates how reflexive skills (conceptualized as “KAM wayfinding”) can be deployed during KAM implementation and for its continual improvement. Further, the study identifies how KAM programmes can be used to train organizational learning regarding KAM. Furthermore, this study identifies how and why post-bureaucratic KAM can offer additional benefits after an organization has learned key KAM capabilities. Originality/value – A new line of enquiry is identified: the reflexive-turn in KAM. This theoretical position allows us to identify existing weakness in the extant KAM literature, and to show a practical means to improve the effectiveness of KAM. This concerns, in particular, the importance of managerial reflexivity and KAM wayfinding as a means to balance the strengths and weaknesses of formal and post-bureaucratic KAM.
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22

Workman, John P., Christian Homburg, and Ove Jensen. "Intraorganizational Determinants of Key Account Management Effectiveness." Journal of the Academy of Marketing Science 31, no. 1 (January 1, 2003): 3–21. http://dx.doi.org/10.1177/0092070302238599.

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23

Pereira, Giancarlo, Nektarios Tzempelikos, Luiz Reni Trento, Carlos Renato Trento, Miriam Borchardt, and Claudia Viviane Viegas. "Top managers’ role in key account management." Journal of Business & Industrial Marketing 34, no. 5 (June 3, 2019): 977–93. http://dx.doi.org/10.1108/jbim-08-2018-0243.

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Purpose The purpose of this paper is to explore top managers’ role in key account management. Design/methodology/approach The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets. Findings Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizational structure/conditions by inducing internal and external questioning. They also contact key customers’ top managers to check on the changes required or to persuade them to change requirements, accept a higher price or redirect an unattractive order to competitors. They approve revisions on the key customers list, discuss with the key account manager how to redirect an unattractive opportunity to competitors and try to improve gains even in attractive orders. Research limitations/implications Additional research beyond the provided exploratory study is needed to generalize the results. The findings contribute to improving the understanding of how TMs get involved in key account management, buyer–supplier relationship improvement and increasing company profitability. They also unveil top managers’ role in internal culture creation and team engagement. Originality/value When managing their KAs, TMs seem to be sceptical, curious and pragmatic with their subordinates, as well as with the customers or competitors.
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24

McDonald, Malcolm, Tony Millman, and Beth Rogers. "Key account management: Theory, practice and challenges." Journal of Marketing Management 13, no. 8 (November 1997): 737–57. http://dx.doi.org/10.1080/0267257x.1997.9964509.

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25

Blythe, Jim. "Using trade fairs in key account management." Industrial Marketing Management 31, no. 7 (October 2002): 627–35. http://dx.doi.org/10.1016/s0019-8501(02)00183-9.

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26

Davies, Iain A., and Lynette J. Ryals. "The effectiveness of Key Account Management practices." Industrial Marketing Management 43, no. 7 (October 2014): 1182–94. http://dx.doi.org/10.1016/j.indmarman.2014.06.007.

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27

LaPlaca, Peter J. "Special issue on relational key account management." Industrial Marketing Management 43, no. 7 (October 2014): 1109. http://dx.doi.org/10.1016/j.indmarman.2014.08.013.

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28

Millman, Tony F. "Global key account management and systems selling." International Business Review 5, no. 6 (December 1996): 631–45. http://dx.doi.org/10.1016/s0969-5931(96)00031-5.

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29

Ojasalo, Jukka. "Key Account Management in information-intensive services." Journal of Retailing and Consumer Services 9, no. 5 (September 2002): 269–76. http://dx.doi.org/10.1016/s0969-6989(01)00036-4.

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30

Homburg, Christian, John P. Workman, and Ove Jensen. "A Configurational Perspective on Key Account Management." Journal of Marketing 66, no. 2 (April 2002): 38–60. http://dx.doi.org/10.1509/jmkg.66.2.38.18471.

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Most firms struggle with the challenge of managing their key customer accounts. There is a significant gap between the importance of this organizational design problem in practice and the research attention paid to it. Sound academic research on key account management (KAM) is limited and fragmented. Drawing on research on KAM and team selling, the authors develop an integrative conceptualization of KAM and define key constructs in four areas: (1) activities, (2) actors, (3) resources, and (4) approach formalization. Adopting a configurational perspective to organizational research, the authors then use numerical taxonomy to empirically identify eight prototypical KAM approaches on the basis of a cross-industry, cross-national study. The results show significant performance differences among the approaches. Overall, the article builds a bridge between marketing organization research and relationship marketing research.
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31

Heinzelbecker, Klaus. "Wie Sie Ihr Key Account Management optimieren." Sales Excellence 28, no. 12 (December 2019): 48–51. http://dx.doi.org/10.1007/s35141-019-0195-z.

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32

Ivens, Björn S., Alexander Leischnig, Catherine Pardo, and Barbara Niersbach. "Key account management as a firm capability." Industrial Marketing Management 74 (October 2018): 39–49. http://dx.doi.org/10.1016/j.indmarman.2017.09.026.

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33

Wang, Xuan Lorna, and Ross Brennan. "A framework for key account management and revenue management integration." Industrial Marketing Management 43, no. 7 (October 2014): 1172–81. http://dx.doi.org/10.1016/j.indmarman.2014.06.006.

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34

Hermanto, Ruby, Utomo Sarjono Putro, and Santi Novani. "The missing element in implementing key account management." International Journal of Business Excellence 24, no. 3 (2021): 384. http://dx.doi.org/10.1504/ijbex.2021.115845.

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35

Silva, Javier Jorge O., Fernando Zerboni, Maricruz Prado, and Natalia Moscardi. "San Antonio: assessing the key account management system." Emerald Emerging Markets Case Studies 2, no. 6 (August 13, 2012): 1–13. http://dx.doi.org/10.1108/20450621211275147.

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Subject area This case illustrates the differences between customers and the occasions when conditions change and buyer-seller relationships fail. The key issue is to find ways to anticipate this problem with other clients. Study level/applicability It may be used in second-year courses of MBA marketing programs as well as in specific executive education programs dealing with key account management (KAM) systems, business strategy, industrial marketing and/or sales management courses. This case can also be used at undergraduate programs and courses dealing with sales, sales management, international business, and organizational behavior. Case overview In 2003, after Carlos Etcheverry joined San Antonio (SA) as Latin American Region Vice President, the company implanted a KAM System. SA's relationships with its two key clients, Vintage and Chevron, seemed to progress nicely until mid 2004, when Chevron's newly hired Purchasing Manager decided to change the company's commercial structure, rendering its purchasing process more bureaucratic and extremely competitive. In March 2005, Etcheverry was to meet Chevron's purchasing manager, since Chevron had decided to reassign a service contract through a new invitation to bid, leaving San Antonio out. The case puts forth the questions faced by Etcheverry at the time of the meeting: How had San Antonio come to jeopardize a key account? Would SA's organization need a change? Was this the only solution available? What other factors should be considered? Expected learning outcomes This case may help students to: understand the complexity of key account management (KAM) system implementation, sales force concepts and business-to-business relationships; and analyze the difficulties faced by companies upon implementing a change in their sales strategies and the effects of this change on the sales force, corporate culture and the organization as a whole management system. Supplementary materials Teaching notes and a Technical note are available; also access to audio visual support with an interview to Carlos Etcheverry.
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36

Kientop, Debra. "Integrating Medical Science Liaisons into Key Account Management." Journal of Medical Marketing 10, no. 1 (December 18, 2009): 45–51. http://dx.doi.org/10.1057/jmm.2009.45.

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37

Zupancic, Dirk. "Towards an integrated framework of key account management." Journal of Business & Industrial Marketing 23, no. 5 (June 13, 2008): 323–31. http://dx.doi.org/10.1108/08858620810881593.

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38

Novani, Santi, Utomo Sarjono Putro, and Ruby Hermanto. "The missing element in implementing key account management." International Journal of Business Excellence 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbex.2020.10028959.

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39

Tzempelikos, Nektarios, and Spiros Gounaris. "Linking key account management practices to performance outcomes." Industrial Marketing Management 45 (February 2015): 22–34. http://dx.doi.org/10.1016/j.indmarman.2015.02.018.

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40

Ivens, Björn S., Barbara Niersbach, and Catherine Pardo. "Key Account Management: Selling? Providing Services? … Or Both?" Marketing Review St. Gallen 32, no. 6 (December 2015): 70–79. http://dx.doi.org/10.1007/s11621-015-0592-7.

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41

Wengler, Stefan. "The Appropriateness of the Key Account Management Organization." Journal of business market management 1, no. 4 (November 2007): 253–72. http://dx.doi.org/10.1007/s12087-007-0016-3.

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42

Piercy, Nigel, and Nikala Lane. "The Underlying Vulnerabilities in Key Account Management Strategies." European Management Journal 24, no. 2-3 (April 2006): 151–62. http://dx.doi.org/10.1016/j.emj.2006.03.005.

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43

Richards, Keith A., and Eli Jones. "Key Account Management: Adding Elements of Account Fit to an Integrative Theoretical Framework." Journal of Personal Selling & Sales Management 29, no. 4 (September 2009): 305–20. http://dx.doi.org/10.2753/pss0885-3134290401.

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44

Smith, Brian D. "Myth, reality and requirements in pharmaceutical Key Account Management." Journal of Medical Marketing 9, no. 2 (April 2009): 89–95. http://dx.doi.org/10.1057/jmm.2009.11.

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45

Wengler, Stefan, Michael Ehret, and Samy Saab. "Implementation of Key Account Management: Who, why, and how?" Industrial Marketing Management 35, no. 1 (January 2006): 103–12. http://dx.doi.org/10.1016/j.indmarman.2005.08.011.

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46

Marcos-Cuevas, Javier, Satu Nätti, Teea Palo, and Lynette J. Ryals. "Implementing key account management: Intraorganizational practices and associated dilemmas." Industrial Marketing Management 43, no. 7 (October 2014): 1216–24. http://dx.doi.org/10.1016/j.indmarman.2014.06.009.

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47

Latif, Abdul, Zain-Ul -Abideen, and Muhammad Suhail Nazar. "Key Account Management Practices in FMCG Industry of Pakistan." International Journal of Knowledge, Culture, and Change Management: Annual Review 11, no. 4 (2012): 339–64. http://dx.doi.org/10.18848/1447-9524/cgp/v11i04/50165.

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48

Tzempelikos, Nektarios, and Spiros Gounaris. "Approaching Key Account Management from a long-term perspective." Journal of Strategic Marketing 21, no. 2 (April 2013): 179–98. http://dx.doi.org/10.1080/0965254x.2012.752399.

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49

Pardo, Catherine, Stephan C. Henneberg, Stefanos Mouzas, and Peter Naudè. "Unpicking the meaning of value in key account management." European Journal of Marketing 40, no. 11/12 (November 2006): 1360–74. http://dx.doi.org/10.1108/03090560610702858.

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50

Brehmer, Per‐Olof, and Jakob Rehme. "Proactive and reactive: drivers for key account management programmes." European Journal of Marketing 43, no. 7/8 (July 24, 2009): 961–84. http://dx.doi.org/10.1108/03090560910961470.

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