Managing customer relationships: Account manager turnover and effective account management

Madill, Judith; Haines, George H.; Riding, Allan

doi:10.1016/j.indmarman.2005.05.015

Cited by 21 publications

(14 citation statements)

References 30 publications

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“…Interactions with the client should be close and open (Walter 1999), intimate (Cahill 1998), and demonstrate a willingness to share sensitive information (Millman and Wilson 1995) in magnitudes demonstrably over and above those normally supplied (Madill et al 2007).…”

Section: Sam Methodsmentioning

confidence: 99%

“…Quickly applying informal and personal mechanisms for resolving conflicts between the VO and the government agency and exercising restraint wherever the latter is in the wrong (Ivens and Pardo 2007;Madill et al 2007). This implies constant monitoring and review of how the relationship between the two parties is progressing (Millman and Wilson 1995), the continuous auditing of the key client's expectations and of how the supplier's current offer meets these expectations, and frequent assessments of how well the VO is attaining the objectives of a contract.…”

Section: Sam Methodsmentioning

confidence: 99%

“…Millman and Wilson 1995;Ivens and Pardo 2007). Madill et al (2007) posited that ''flexibility'' vis-à-vis an organization's willingness to modify its core operations and outlooks in order to better suit a key client was a critical element of successful SAM. Adaptations can occur in relation to the range and content of the services provided (Ojasalo 2001), internal organization structure (Millman and Wilson 1996), communication methods, or management style (McDonald et al 1997).…”

Section: Sam Methodsmentioning

confidence: 99%

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Marketing of Voluntary Organizations as Contract Providers of National and Local Government Welfare Services in the UK

Bennett

2008

Voluntas

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Voluntary organisations have become major providers of numerous social welfare services that previously were supplied by the state. In Britain, between 35 and 40% of the average human services charity's annual income now derives from government (predominantly local government) sources, meaning that the acquisition of fresh contracts to undertake government funded work, in conjunction with the maintenance of good relations with government funders vis-à-vis current assignments, is increasingly important for ensuring a human service charity's financial survival. An organization that wishes to obtain new contracts and to keep government bodies satisfied with its present activities will need to market itself effectively. This empirical study examined two aspects of charity marketing relevant to this requirement: the extent to which voluntary organizations applied the principles of strategic account management (otherwise known as key account management) to their relations with government funders, and the organizational characteristics (passion and commitment, low wage costs, etc.) that they emphasized to government bodies when making bids. A number of organizational variables (e.g., mission rigidity, strategic intent, short term operational focus) were employed in regression analyses as possible determinants of: (i) the degree to which a charity used strategic account management; and (ii) the genres of the organizational characteristics that it accentuated when tendering for government funded work.Résumé Les organisations à but non lucratif sont devenues les pourvoyeurs majeurs de nombreux services d'assistance sociale qui étaient auparavant pris en charge par l'état. En Grande-Bretagne, entre 35 et 40 pourcent du revenu annuel moyen destiné aux services sociaux provient du gouvernement (principalement des collectivités locales), ce qui signifie que l'acquisition de nouveaux contrats destinés à prendre en charge les fondations gouvernementales, en conjonction avec le maintien de bonnes relations avec les financiers gouvernementaux vis-à-vis des tâches actuelles, est de plus en plus important pour assurer la pérennité des services sociaux. Une organisation qui souhaite obtenir de nouveaux contrats et conserver une bonne relation avec les instances gouvernementales quant à ses activités pré-sentent auront besoin de faire leur marketing par eux-mêmes de façon effective. Cette étude empirique a examiné deux aspects du marketing des oeuvres charitables concernant cette exigence : l'étendue pour laquelle les organisations à but non lucratif appliquaient les principes de la gestion de comptes-clé en relation avec les investisseurs gouvernementaux, et les caractéristiques organisationnelles (passion et engagement, salaires maintenus au minimum, etc.) sur lesquelles elles mettaient l'accent auprès des corps gouvernementaux lors de propositions. De nombreuses variables organisationnelles (p.ex., la rigidité de la mission, l'intention stratégique, la mise au point opérationnelle à court terme) étaient employées dans des analyses ...

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Section: Sam Methodsmentioning

confidence: 99%

Section: Sam Methodsmentioning

confidence: 99%

Section: Sam Methodsmentioning

confidence: 99%

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Marketing of Voluntary Organizations as Contract Providers of National and Local Government Welfare Services in the UK

Bennett

2008

Voluntas

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“…The research of Madill, Haines Jr. and Riding (2007) clearly indicates that personal contact is the primary activity to ensuring a smooth transfer for clients of their account managers. Lack of contact therefore deters from the transfer process and impacts client satisfaction.…”

Section: Drivers Of Client Satisfactionmentioning

confidence: 99%

“…Client satisfaction is bound to suffer when the transfer takes place if there is no contact according to the research completed by Madill, Haines Jr. and Riding (2007). Why are contact results significant in terms of client satisfaction?…”

Section: Client Namementioning

confidence: 99%

Employee performance-reward and the client retention impacts of transferring business clients between departments at a Canadian financial institution

Carmack¹

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Client satisfaction and thus retention are key drivers of future financial performance in any service organization. This paper examines a specific case wherein the existing criteria and process for the transfer of business clients between two departments in a particular Canadian Financial Institution, and its associated employee pay-for-performance structure, puts at risk client satisfaction and impacts employee motivation.This situation arises because determining factors governing which department manages a given clients needs are based on profitability and an arbitrary dollar amount ($250,000) of borrowing. Through application of existing literature related to client satisfaction and pay-for performance structures to data on transfers which took place in 2009, and measures of performance for roles involved in the transfer, a linkage is drawn illustrating why the current process is flawed. This is mainly because direct client contact is largely absent and employee motivation is unbalanced. Since

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Surviving mission drift: How charities can turn dependence on government contract funding to their own advantage

Bennett¹,

Savani²

2011

Nonprofit Mgmnt & Ldrshp

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Managing customer relationships: Account manager turnover and effective account management

Cited by 21 publications

References 30 publications

Marketing of Voluntary Organizations as Contract Providers of National and Local Government Welfare Services in the UK

Marketing of Voluntary Organizations as Contract Providers of National and Local Government Welfare Services in the UK

Employee performance-reward and the client retention impacts of transferring business clients between departments at a Canadian financial institution

Surviving mission drift: How charities can turn dependence on government contract funding to their own advantage

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