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Towards an Integrated Framework of Key Account Management

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abstract Purpose
– The purpose of the paper is to identify the elements of professional key account management programs, to understand the success factors and to create an integrated framework.

Design/methodology/approach
– The article is based on an analysis of the existing literature as well as on several qualitative research projects. Existing content from around 30 years of KAM research and practice was reviewed. A total of 18 companies were analyzed using case study methods and action research approaches. A total of 27 interviews with practitioners and 18 workshops were conducted to conceptualize the integrated KAM framework.

Findings
– Key account management is more complex than the existing literature suggests and companies believe. A professional KAM framework addresses two different target groups: key account managers (and teams) and the company's management (or someone the responsibility of the entire program is delegated to). Both groups have to pay attention to five dimensions of KAM (named strategy, solution, people, management, screening) and several aspects that are different for each group.

Practical implications
– A full overview about all the necessary elements of a professional KAM program can be used to assess a company's ways of working with strategic customers and to conceptualize or optimize an entire KAM program.

Originality/value
– The presented framework is the first that integrates the different views of the two most important target groups of KAM. It offers a unique overview of all important elements.
   
type journal paper
   
keywords
   
language Deutsch
kind of paper journal article
date of appearance 2008
journal Journal of Business and Industrial Marketing
publisher Emerald (Bradford)
ISSN 0885-8624
ISSN (online) 2052-1189
DOI 10.1108/08858620810881593
volume of journal 23
number of issue 5
page(s) 323-331
review not reviewed
   
citation Zupancic, D. (2008). Towards an Integrated Framework of Key Account Management. Journal of Business and Industrial Marketing, 23(5), 323-331, DOI:10.1108/08858620810881593.