Implementation of Key Account Management: Who, why, and how?

Wengler, Stefan; Ehret, Michael; Saab, Samy

doi:10.1016/j.indmarman.2005.08.011

Cited by 81 publications

(4 citation statements)

References 33 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In contrast to the hunter role, farmers focus on maintaining and growing existing customer accounts (DeCarlo and Lam, 2016). Key account management has long prioritized crucial accounts (Wengler et al , 2006). Meaningful and frequent interactions at crossing points enhance loyalty, especially when tied to the salesperson (Palmatier et al , 2007).…”

Section: Perspective 3: Explicating Roles and Contexts In The Sales-t...mentioning

confidence: 99%

Integrating technology within the sales-service ecosystem: the emergent sales techno-ecosystem

Bauer,

Galvan,

Hancock

et al. 2023

EJM

View full text Add to dashboard Cite

Purpose Sales organizations embrace technological innovation. However, salespeople’s willingness to use new technology influences a firm’s return on investment, representing a significant concern for the organization. These concerns highlight tensions regarding the tradeoffs associated with technology implementations. The purpose of this study is to offer insights that help reduce the complexities of sales technology (ST) by exploring the changing dynamics of contemporary business relationships. Design/methodology/approach This paper synthesizes the ST literature using the service ecosystem perspective to propose the sales techno-ecosystem (STE) framework, providing new insights into organizational decision-making related to the ongoing digital transformation of sales tasks. Findings This synthesis of the ST literature with the service ecosystem seeks to clarify the impact of technology within the evolving nature of buyer–seller relationships by providing four unique perspectives. Research limitations/implications Perspective 1 reviews the sales-service ecosystem framework and develops the theoretical underpinnings and relevant terminologies. Perspective 2 summarizes critical aspects of the ST literature and provides foundations for future research in the STE. Perspective 3 offers a more granular view, explicating roles and contexts prevalent in buyer–seller–technology interactions. Perspective 4 provides a set of tenets and advances research questions related to each tenet. Practical implications The culmination of these four perspectives is the introduction of five key tenants designed to help guide strategy and research. Originality/value The paper advances Hartmann et al. (2018) service ecosystem paradigm by explicating critical aspects of its ST domain to generate insights for theory and practice.

show abstract

Section: Perspective 3: Explicating Roles and Contexts In The Sales-t...mentioning

confidence: 99%

Integrating technology within the sales-service ecosystem: the emergent sales techno-ecosystem

Bauer,

Galvan,

Hancock

et al. 2023

EJM

View full text Add to dashboard Cite

show abstract

“…The model enables researchers to understand the changes in Eligibility Identification and transformation of the marketplace, which may arise from the intensity and concentration of the actors in the market, growing complexity of the exchanged contents and processes, and increasing competitive pressure creating increased differentiation in the market. KAM is an approach used by an organization to manage its internal and external networks (Pardo, 1994;Holt and McDonald, 2000) and create value by implementing specific procedures for KAs (Wengler et al, 2006). However, this approach emphasizes the cooperation of various business departments, including the product department, sales areas, and other functional groups, to implement specific procedures and provide special treatment to top and important customers, which cannot be done by individuals (Workman et al, 2003).…”

Section: Framework For Conceptualizing Kammentioning

confidence: 99%

Characterization of Key Account Management in the Chinese Context: A Systematic Literature Review

2022

HEOS

View full text Add to dashboard Cite

The stage of development of and speed of cultural change in the Chinese market created an environment that differs considerably from that in the West; thus, examining key account management (KAM) in China and concluding its characteristics are necessary. This research adopts the systematic literature review method to review the relevant literature on KAM, including KAM theories, KAM models, KAM empirical studies and KAM practices in China. This study aims to identify and analyze the factors influencing the characteristics of KAM in the Chinese context. And this study summarizes the main factors affecting KAM in China as well as their influence and outcomes. Based on those factors, KAM theories, and Chinese context, the author would make five propositions on the aspects of KAM orientation (KAMO), organization behavior (OB), and relational model ("guanxi" model) to infer the difference and characteristics of Chinese KAM.

show abstract

“…This complexity represents the second cluster of secondary uncertainty and includes factors like the customer (Pardo 1997, Shapiro and Moriarty 1982, Sharma 1997, Szymanski 1988, Wengler et al 2006, the competitor (Moon and Gupta 1997, Shapiro and Moriarty 1982, Wengler et al 2006, the partners (Day andKlein 1987, Spekman andStrauss 1986), and the wider relevant environment (e.g. technology (Workman et al 1998), governmental regulation (Sheth et al 2000)).…”

Section: Uncertaintymentioning

confidence: 99%

The Appropriateness of the Key Account Management Organization

Wengler¹

2007

J Bus Market Manage

Self Cite

View full text Add to dashboard Cite

Key account management programs often lack efficiency and effectiveness, as most key account management organizations are inadequately designed for specific customer-supplier relationships. In this paper, a decision model based on transaction cost economics is developed that allows for individualized decisionmaking on the most appropriate key account management organization: By defining the transaction cost economics determinants uncertainty and frequency more in-depth companies will become able to refine their decision on the key account management organization alternatives with respect to the characteristics of their individual customer-supplier relationship.

show abstract

Implementation of Key Account Management: Who, why, and how?

Cited by 81 publications

References 33 publications

Integrating technology within the sales-service ecosystem: the emergent sales techno-ecosystem

Integrating technology within the sales-service ecosystem: the emergent sales techno-ecosystem

Characterization of Key Account Management in the Chinese Context: A Systematic Literature Review

The Appropriateness of the Key Account Management Organization

Contact Info

Product

Resources

About