Are key account relationships different? Empirical results on supplier strategies and customer reactions

Ivens, Björn Sven; Pardo, Catherine

doi:10.1016/j.indmarman.2005.12.007

Cited by 153 publications

(131 citation statements)

References 52 publications

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“…'Strategic Account Management' (SAM) involves pro-active approaches and sufficient planning behind the management of relationships with key customers, as opposed to reactive moves resulting from competitive practices or changing customer demands. This way, SAM becomes a strategic tool and can contribute to an organisation's unique selling position and efforts to establish a competitive advantage (Gosselin and Heene, 2005;Ivens and Pardo, 2007;Pardo et al, 2006). SAM, usually involves a business-to-business relationship, where relevant strategic account managers employed at a selling company are assigned to serve and interact with particular business clients (Gosselin and Heene, 2005McDonald, 1996, 1997.…”

Section: Strategic Account Management (Sam)mentioning

confidence: 99%

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Strategic account management as a value co-creation selling model in the pharmaceutical industry

Pilon

Hadjielias

2017

JBIM

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Purpose: This study explores the dynamics enabling Strategic Account Management (SAM) to function as a value co-creation selling model in the pharmaceutical industry.Methodology: Using an inductive qualitative research design, data are collected within eleven industry customers in Canada. This work focuses on hospitals as strategic accounts of pharmaceutical companies, exploring SAM value co-creation in the 'hospital-pharmaceutical company' relationship.Findings: The findings suggest the presence of two key dimensions that can enable a value co-creation SAM model in the hospital-pharmaceutical relationship: 'customer-tailored value-added initiatives' and 'relationship enhancers'. Customer-tailored value-added initiatives explain the activities that are central to the hospital-pharmaceutical company relationship and can lead to the provision of value-added that is unique to the hospital. Relationship enhancers explain the activities that can help strengthen hospitalpharmaceutical company relations in the pursuit of enhanced value-added interactions between the two parties. The research demonstrates a cyclical relationship between 'customer-tailored value-added initiatives' and 'relationship enhancers' leading to value co-creation through a SAM model. Practical implications: The study informs pharmaceutical industry practitioners on how to improve their value proposition through new, more sustainable selling practices. It offers information in implementing a value co-creation SAM model, which can enable pharmaceutical companies to sustain long lasting value added relationships with key accounts such as hospitals.Originality/value: The study contributes to the field of strategic account management by conceptualizing SAM as a value co-creation system. It introduces new knowledge in pharmaceutical marketing by offering empirical insight on the applicability and use of SAM in the hospital-pharmaceutical company dyad.

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Section: Strategic Account Management (Sam)mentioning

confidence: 99%

“…Given that the concept of Strategic Account Management is built on the same foundation of face-to-face relational interactions (Ivens and Pardo, 2007;Pardo et al, 2006), additional information will be explored specifically on detailing.…”

Section: The Traditional Approach To Salesmentioning

confidence: 99%

Strategic account management as a value co-creation selling model in the pharmaceutical industry

Pilon

Hadjielias

2017

JBIM

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“…Although there exists a bulky discussion on which dimensions make up relationship quality, earlier research mainly emphasized on the importance of brand satisfaction, brand trust, and brand commitment as key indicators of relationship quality (Hilman, Abd-Ghani, & Hanaysha, 2013). These three components have been widely cited by several scholars as core elements of relationship quality (Vieira, Winklhofer, & Ennew, 2008;Walter, Muller, Helfert, & Ritter, 2003;Ulaga & Eggert 2006;Ivens and Pardo 2007;Crosby, Evans & Cowles, 1990).…”

Section: Relationship Qualitymentioning

confidence: 99%

The Impact of Country of Origin on Relationship Quality: Empirical Evidence from Automotive Industry

Hilman¹,

Hanaysha²

2015

MJSS

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“…According to the jargon of the marketing literature, "KAM programs are designed to manage strategic accounts intensively and in a coordinated manner and to increase the value derived from the relationships" (Marcos-Cuevas et al 2014, p. 1216. Thus, the utilization of a KAM program as a selling method can be understood as a reaction to changes in the purchasing behavior of customers (Ivens and Pardo 2007).…”

Section: Introductionmentioning

confidence: 99%

“…This would have the result of leading the buyer group to unravel. However, it is also true that, whenever there is a buyer group, the seller wishes to segment the market and deal with customers in the group separately from independent customers (Ivens and Pardo 2007). If there is no market segmentation, the buyer group can obtain leverage against the seller by restricting its demand as a whole.…”

Section: Introductionmentioning

confidence: 99%

On the stability of buyer groups under key account management

Antelo

Bru

2018

SERIEs

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We analyze the interaction between a monopolistic seller and a continuum of identical customers of a single product when some of them can form a buyer group and the seller can implement a key account management (KAM) program to deal with these customers, leaving those that purchase on an independent basis to be served through posted prices. We find that the creation of the coalition of buyers and the seller's response of utilizing a KAM program are related decisions that explain each other. Selling through a KAM program eliminates the inherent instability that would otherwise plague the formation of any buyer group. At the same time, a KAM program allows the seller to charge higher prices to customers that purchase on an individual basis and to build a more efficient relationship with grouped customers; thus, its profits increase.

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Are key account relationships different? Empirical results on supplier strategies and customer reactions

Cited by 153 publications

References 52 publications

Strategic account management as a value co-creation selling model in the pharmaceutical industry

Strategic account management as a value co-creation selling model in the pharmaceutical industry

The Impact of Country of Origin on Relationship Quality: Empirical Evidence from Automotive Industry

On the stability of buyer groups under key account management

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