We conclude the chapter by presenting the outline of the rest of the book (Section 1.5). | P a g e 1 Previous research work is criticised for often being too broad in its scope and over-generalised in its implications or conclusions. Key Account Management, as currently described in relationship marketing literature, is an important approach to creating value, by implementing specific processes targeting most important customers. customer care, business partnering, and a marketing information system. Our theoretical basis is industrial networks according to the IMP perspective. Using data from a sample of 172 business-to-business supplier firms, the authors examined this model. In Australia, our “home … The article considers the question of creating effective system of business risks in enterprises. tives and management teams on strategic customer relationship and sales, leadership, innovation and or-ganizational development. - the age or the attitude towards IT of the Key Account Manager (KAM) By adopting a capability perspective on KAM, we seek to develop a theoretical basis to better explain its performance-implications. After introducing the Industrial Marketing and Purchasing (IMP) perspective on relationships (Section 2.1), we discuss their complex (Section 2.2) and dynamic nature (Section 2.3). In fact, CRM can be analyzed under different and divergent perspectives. The company developed its own mix of customer-centric marketing strategies, which are implemented on various organizational levels and include processes such as quality assurance, key account management. Key account management is high profile, but difficult to do well. We identified the following four dimensions which affect the use and the effects of CRM on customer relationships: With RAIN Group Key Account Management training, your team will learn a proven process for key account planning to systematically grow their accounts. The authors provide explanations for these results and discuss implications for sales managers and salespeople. This chapter now applies those concepts to CRM systems, viewed as specific types of IT systems, but also expands the organizational perspective on IT to embrace inter-organizational effects. The operating procedures by their very nature embody the risk This document provides a step-by-step, detailed approach to designing a Key Account Management program, including: - selecting and segmenting key accounts - defining team structure, roles & responsibilities, activities, resource allocation, and team charter guidelines - account plan and review process - other initiatives to support a KAM program - a roll-out plan. Examines the major themes which emerge from several perspectives: those of relationship marketing, stakeholders and key account management. The account management framework we teach covers three key stages of account management… 128 0 obj <>/Filter/FlateDecode/ID[<7ADE39A32DCC7147A2F7A73705ACC334><6926574C2500C247BCBB7689E09A9966>]/Index[108 40]/Info 107 0 R/Length 105/Prev 663069/Root 109 0 R/Size 148/Type/XRef/W[1 3 1]>>stream Beyond Partnership: Strategies for Innovation and Lean Supply. �?X�O����=��\��R�Er��C/�u��� ?0J��5.��dO.���]/]�p�Rr|AD�Ϻ��\$��5�Lۑ�P�����+�/>���@�J���M≊v�*�dA)j��v�0�j�x4�D#j�' �:I�[�S.�v ����q2 �\�q;�‡~/L3m��ܝG;�$�'�Bq�Ս6>�\$�q����V��a45��lȑ6�?¯��<}�#��u�s���Z� - the age of the customer relationship This chapter reconnects directly to Chapter 3, where we discussed IT from an organizational point of view and identified the factors that favor the embedding of IT systems in organizations. key account management programs look like?” Done right, better key account programs can obtain more customer volume at lower discounts while not adding to costs. Draws on the conclusions of the first part (Vol. The Strategic Account Management training will help your salespeople master the art of organizing, managing, and growing their most profitable business accounts through well-defined, effective account management procedures. We conclude with managerial implications on how to cope with CRM at intra- and inter- organizational levels. Many selling companies continue to rate these highly in their recr, criteria and much of the content of the draft vocational qualification r, persuasive skills to bring customers round to y, to which these qualities are appropriate outside Son, be reconciled with “mutuality” in the new ag, KAM should be regarded as an activity carrying resp, recommend that the draft national vocational qualification in k, Marketing and Purchasing (IMP) Conference, University of Groning. companies setting their sights on the moving target of KAM best-practice. �5 Personal selling has an important strategic role to play in communicating between a company and its customers. Results from a structural equation model show that the conflict in a relationship significantly increases franchisee opportunism. register on key decision-makers’ “radar screen” • Building a strong, account-focused internal team Understanding Account’s Business Involving Others with the Account Ensuring Commitment to SAM Program Managing Account Relationships • Developing relationships with key … The use of key account management has been described as highly individual and it is implemented in various ways and has different approaches. means of stabilizing operations and there is incr, Prahalad and Hamel (1990), and Hamel (1994). rather than a sales management job. In the Marriott approach, the KAM te, Each of the five organizational competences we hav, of KAM competence and in knowing the limits of disagg, KAM. The author of the article thinks that the main reason of business failure is non-effective marketing activities. Purpose Therefore, this study sought to remedy that deficit in our knowledge. ), which will help us frame the intra- and inter-organizational effects deriving from the embedding of CRM systems (Section 5.6). Wilson, K. (1993), “Managing the industrial sales force of the 1990s”, Buckingham School of Business, UK. Conceptual frameworks for KAM have been developed as extensions to sales management and focus on the suppliers' perspective. accounts which will drive the key account relationship towards integrated key account management relationships. View Show … on customer satisfaction and relationship development”. This handbook sets forth U.S. Customs policy for the Account Management program and outlines the standard operating procedures for processing accounts. Key Account Management is a strategic decision The broadened scope of superior key account management is reaching far beyond selling products or services to important clients with high sales turnover. Key Account Management Strategy Analysis. I felt that let do, attitude was that it was the salesperson’, materials at the lowest possible cost, and customers certainly had no right to be, across decision-making units, divisions and countries; and, Despite the first two competences being widely acknowledged as impo, business-to-business and industrial marketing, it is clear from our rese, last two introduce the international dimension, whic, accounts in these industries said that they w, supply situation and wished to be plugged in to a r, potential discontinuity in the KAM relationship o, is not hard to find, and includes: new product/pr, breakthroughs, price changes, specification changes, appointments/, study 3 illustrates the precarious position in which some selling comp, assembly equipment, traditionally supplying a wide range of customers in the, Since the onset of economic recession in 1990, the company’, machines and sophisticated high value flexible manufacturing/assembly, emphasis on systems design and software, whereas the direct salesforce and, following comment in the context of a major customer. Key Account Planning & Management require strategic thinking. However, there is a relative lack of research in the antecedents of opportunism. Access scientific knowledge from anywhere. The main analytical model belonging to this perspective, the 4Rs model, is introduced in Section 5.3, paving the way for understanding the phenomenon of “resource embeddedness” (Section 5.4). Cluster 2 contains 12 articles that developed frameworks for KAM. upheaval of lean supply/manufacturing (Millman, 1996). value creation process, but also demands the realignment of systems. A key focal point of this handbook is the intersection of the Account Management process with the Trade Risk Management Process. The study provides theoretical and managerial insights into understanding and controlling opportunism. MCI Crediting Competence. is heavy emphasis on implementation tasks, such as negotiation, presentations, work allocation, monitoring customer service, identifying/evaluating key accounts and characterizing pu, customer”. With RAIN Group Key Account Management training, your team will learn a proven process for key account planning to systematically grow their accounts. This recognition has also increased interest in the influence of salesperson’s behaviors, such as Customer Orientation, Adaptive Selling, and. :}8I҅��۶jNϊ�ӳ>a0h���2����c�����Z�X�u�2_����~����`�=�X��9Е��*��5��s��~_@���s�bH�(_�4L&�-�X��� Originality/value Recommendations ha, losing credibility as it struggles with the detail of setting occupational, the Sales Qualification Board, which has already intr, in selling and telephone selling at level 2, selling and sales supervision at level, qualification” (Sales Qualification Board, 1994). This study found that all three behaviors have significant direct and indirect links to value added for the customer, with Interpersonal Listening as the strongest influence. Management and Marketing: A Position Paper, From national account management to global account management in business-to-business markets, Winning & Keeping Industrial Customers: The Dynamics of Customer Relations. - the extent to which a CRM system matches the informational needs of the specific KAM It costs 6-7 times more to acquire new customers than it does to retain existing ones. Account management training teaches organizations how to use this sales methodology to build actionable sales account management plans that ensure success for both sellers and their customers. Interpersonal Listening in Personal Selling, on measures of sales effectiveness. Booking Information & Questions. �t�M��y�uL}����|�b:�Ż�P h�wy?�NU��ʆ�PT^� �͐� ЃO�-@N-D.���BE.��3O�a3N"̳�d��0A�( Today CRM appears to be a “buzzword” in the academic literature. The purpose of this paper is to investigate the influence of social capital and relationship quality on key account management (KAM) effectiveness. These programs go by different names: key accounts, national accounts, strategic accounts, global accounts… Empirically, the book analyzes the CRM development and implementation in an Italian industrial company named Loccioni group. This review includes 373 KAM relevant articles published in 68 journals between 1979 and 2016. The Key Account Management Course is a formally endorsed qualification by the ISM and upon attending the course you will receive the “Key Account … This introductory chapter starts by defining our research context (B2B relationships and CRM) and our research purpose (Section 1.1). At least once a year we need to look beyond dollar numbers, relationships and activities to think about our Key Accounts process.A good deal of frameworks are mentioned in the book “Key Account Management-The definitive guide” by Malcom McDonald & Diana Woodburn.” Business and HE links: The search for meaningful relationships in the placement marketplace - part t... Opportunism in buyer–seller relationships: Some unexplored antecedents. This study is concerned with understanding how a focal CRM system is constructed and embedded in using companies and which contribution it provides to improving customer relationships, viewed from the perspective of the supplier. the latter half of the 1990s (Millman, 1995). We examine five distinctive time-periods and find that KAM relevant literature has progressed 1) from selling and relationship-building approaches to key network management, 2) from network innovation to governance, 3) from network-level performance to co-creation of business solutions and values, 4) from product and service performance to incorporating sustainability. After introducing a new view of CRM as a socio-technical resource interacting with other resources (Section 5.1), this chapter presents the “resource interaction” perspective, an alternative approach to investigating innovation and strategy, as well as technology and business development (Section 5.2). This handbook sets forth U.S. Customs policy for the Account Management program and outlines the standard operating procedures for processing accounts. The purpose of our article is to develop a conceptual model of a supplier firm's KAM capability and to indicate avenues for future research. Section 2.5 concludes the chapter by proposing an alternative, network-based view of Key Account Management (KAM), that is, the practice of managing key customer relationships. To achieve this purpose, the book investigates the processes behind the development, implementation, embedding and use of CRM. Section 2.5 concludes the chapter by proposing an alternative, network-based view of Key Account Management (KAM), that is, the practice of managing key customer relationships. It describes… Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. 1 No. Don’t push products, sell solutions. The key account … h�b```�:V�c� ��ea�hh`8�9�GJ�F��q�> �ٿ�K3�1U�ý�� ��~�O���S�^�~��\�ap"���������:�D�X �c`�k���X$�t� �`ӿ�� b�?D���"9 B8�.�d8p?g�2�u�t�D)>�#Q.� 147 0 obj <>stream Key account management is astrategic choice for the supplier. Key account management (KAM) is a concept used to manage a specific subset of these relationships, i.e. None of these studies have examined the influence of these behaviors on the sales performance variable of the value added for the customer. They develop a model that investigates the antecedents of the effectiveness of supplier–key account relationships from a relational perspective. Know the Players Inside the Strategic Account. ��m8�>�����ix��d���Jئe��b�~�pe���6���"�$��G�S����߇ ���/z}�2.��V���.�2X��`�lK� ��=:.Z6?c�ַ�|��=� Key account management (KAM), also known as strategic account management, is a concept which first emerged in the 1970s. Join ResearchGate to find the people and research you need to help your work. JSA has been active in consulting and training in consumer goods key account development since the 1980’s. The key account manager typically has to work with many others within the firm to fulfil this responsibility, such as field salespeople responsible for particular countries or product lines, and technical staff involved both in sales processes and in implementation. Design/methodology/approach The study explains the relationships between six constructs representing social capital (ability, benevolence, integrity, flexibility, information exchange and solidarity) and three constructs representing relationship quality (trust, satisfaction and relationship atmosphere), together with the relationships between these three constructs of relationship quality and KAM effectiveness. Case 4, Marriott, Hotels, exemplifies an attempt to build o, adopt a total customer focus in KAM. The authors add to the literature on relational KAM by integrating theoretical perspectives on social capital, relationship quality and KAM. ��8P�!��_���ь�WS,��i�r��=�Z���)5d��]A�QSricߐ�(qU�,�I#c����1��_[����mJnČ��_�� �Ț��#i�胻��g�,3���0��t�H���qA� Key Account Management (KAM) is an innovative approach used by business-to-business suppliers to manage customer relationships; however, it can end up a massive flop if not effectively implemented. The Key Account Management Course is a formally endorsed qualification by the ISM. Best Practices in Key Account Management JS5990. exists becomes a key account”, and so on. The chapter continues by applying the “resource interaction” perspective to CRM (Section 5.5. The capability perspective is compatible with extant approaches and complements them with new arguments concerning the value that a KAM system has in competition. The Strategic Account Management training will help your salespeople master the art of organizing, managing, and growing their most profitable business accounts through well-defined, effective account management … complemented by attempts to define managerial competences (Boyatzis, 1982; vocational qualifications (see Management Char, implications for the development of key account manag, increasingly mirrors the principles long adv, and Purchasing (IMP) Group of researchers in Eu, Board to identify KAM competences at the managerial/occupational (micro), designated key accounts and consistent with achieving o, Among these items, customer account profita, unsophisticated and the use of computer-based diagnostic suppo, premium on co-ordination skills and teamwo, observe that, once it has been recognized that the last two functions p, customer accessibility through end-to-end customer service pr, The tricky question of how far should selling comp, processes and achieving flexibility to satisfy bespoke demands of individual, treatment must be communicated and promoted thr, adoption of KAM is a signal of strategic intent to both competito, customers that an élite band of customers has be, selling company are open to them, the access p, must also be recognized that the presence of a human element presents the, of KAM, enhances interaction and reduces the risk of br, regular exchanges of commercial/technical infor, An interesting inhibitor to inter- and intrao, noted early on in our research in the devastating impact of downsizing and, relocation creates potential voids in the communication network, it would be. To acquire, retain and grow these key accounts, uncover opportunity and managing such opportunity has become a critical skill in an increasingly competitive world. �@��+)]tɰ`*�zM����4�x��p�3p��BD> �G� These kinds of responses tend to suggest that while individual managers vie, guise of national account management; but this is often rather fle, The concept of relationship marketing has found a receptive audience among. 1). Attention is focused towards the area of 'marketing management' in order that a clearer understanding may be generated of this single professional grouping, a grouping which, it has been argued, has developed more strongly than most as a profession in recent years but which has many challenges yet to face if it is to remain a profession in its own right. Makes recommendations for the careful management of HE/business relationships in order to ensure the successful formation of new links and the development of lasting partnerships. 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