Suchergebnisse

"A complete compilation of the established knowledge in strategic account managementThough companies expend tremendous effort to upkeep electronic and social media and mass marketing, they often overlook the value of strategic account management (SAM). This handbook is a compilation of papers that address researched knowledge of SAM across the academic community. Filling a void in the existing academic literature, Handbook of Strategic Account Management identifies key issues awaiting exploration. Each paper includes an overall summary of the tenets of SAM and a list of references, creating an indispensable resource for academic readers, students, and researchers. Written by an editing team with experience teaching SAM in company workshops, both of whom are members of SAMA, which has more than 3,000 members and bases in the United States and Europe Includes contributions from all over the world representing the balanced, researched body of knowledge in SAM Those looking to enhance their companies' relationships and bolster their businesses need look no further than this comprehensive collection of the latest knowledge in SAM"--

PurposeThe purpose of this paper is to develop an innovative conceptual view on the management of strategic or important customers in business markets, so‐called (key) account management. Central to this new perspective is customer value creation through external customer alignment. The paper additionally proposes two propositions, based on quantitative empirical analysis and rooted in congruency, transaction cost economy and economic rent generation theory.Design/methodology/approachThe study is quantitative research based on questionnaire survey.FindingsThe paper's proposition is that account management can create important competitive advantages for companies which can acquire and develop the necessary organisational competences to implement an integrative process through alignment with strategic or important, well selected, customers.Originality/valueTraditionally, most companies view account management as a sales activity. Views that are more recent consider it as a marketing activity with emphasis on relationship marketing. The paper's approach, however, is to look at account management from an integrated business process perspective, encompassing marketing and sales as development activities as well. Two elements are central in the proposal: customer selection and alignment.

PurposeThe paper aims at generating a better understanding of the design elements and related management practices of strategic account management programs, in order to assist firms wishing to design such programs.Design/methodology/approachThe research process is based on systematic combining of literature, empirical data from interviews with nine multi‐national firms, interaction with the firms during the research, and the knowledge resource base of the Strategic Account Management Association.FindingsA strategic account management program (SAMP) is defined as a relational capability, involving task‐dedicated actors, who allocate resources of the firm and its strategically most important customers, through management practices that aim at inter‐ and intra‐organizational alignment, in order to improve account performance (and ultimately shareholder value creation). The research identified four inter‐organizational alignment design elements: account portfolio definition, account business planning, account‐specific value proposition, account management process; and four intra‐organizational design elements: organizational integration, support capabilities, account performance management, account team profile and skills. The management practices pertinent to each element are discussed.Practical implicationsFirms need to ensure that a SAMP is configured so that there is fit between the design elements discussed. Focus should be put on identifying framing elements that set the foundation for configuring effective programs, as they determine the prerequisites for other elements.Originality/valueThe paper contributes to the literature on strategic account management by summarizing extant research and developing an organizing framework, informed by an empirical study.

Purpose
This study aims to explore the dynamics enabling strategic account management (SAM) to function as a value co-creation selling model in the pharmaceutical industry.


Design/methodology/approach
Using an inductive qualitative research design, data are collected within 11 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 hospital-pharmaceutical 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 on 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 SAM 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.

Purpose
– This paper aims to explore some of the contextual reasons for the failure of key or strategic account management (K/SAM) programmes. It will discuss how organisational context impacts the implementation and effective operation of such programmes in business-to-business markets. The paper looks at the issues affecting K/SAM programmes rather than the management of individual relationships.Organisational context shapes the work environment (Rice 2005, Porter and McGloghlin, 2006): it is comprised of those elements that drive behaviour and facilitate or impede management processes (Goodman and Haisley, 2007). The literature prescribes a wide range of contextual elements conducive to K/SAM processes, but is less expansive on the subject of elements that may cause K/SAM programmes to disappoint.


Design/methodology/approach
– This work in-progress paper takes an inductive approach to material provided by surveys of K/SAM communities and their discussions in LinkedIn special interest groups or similar forums to develop a model to give structure to the organisational context issues which may be responsible for K/SAM failure.


Findings
– From an initial reading of the literature, two broad categories of factors were identified as elements of organizational context: what might be called the formal or "hard" elements supporting K/SAM programmes and the "soft", more informal and partly cultural elements that "moderate" or "intervene" in implementation. A model is developed to illustrate the linkages between organizational elements in K/SAM.


Research limitations/implications
– Although a pilot study, we believe that valuable insights into KAM failure are provided by the study. The next stage will include a co-operative inquiry approach based on this data, in which participants will actively validate and develop the model by exploring it within their organisations.


Practical implications
– The paper draws out a number of significant implications for managers.


Originality/value
– The existing context within which attempts are made to implement K/SAM have received little attention and often are ignored or remain "unspoken". This paper addresses those important issues.

The essentials of account-based marketing -- Building the right foundations for account-based marketing -- Investing in the right tools and technologies -- Deciding which accounts to focus on -- The abm adoption model -- Account-based marketing step-by-step -- Knowing what is driving the account -- Playing to the client's needs -- Mapping and profiling stakeholders -- Developing targeted value propositions -- Planning integrated sales and marketing campaigns -- Executing integrated campaigns -- Evaluating results and updating plans -- Developing your career as an account-based marketer -- The competencies you need to do account-based marketing -- Managing your abm career -- Index

Today's accounts receivable management and debt collection industry is a very complex one. Many changes have occurred in the last decade that have changed the scope of this industry. Prior to the original "Fair Debt Collection Practices Act" companies with accounts receivable had two options. They could either pursue the collection of the account through their own internal system or write the account off as a bad debt. In 1978, due to consumer awareness the federal government imposed an act known as the Fair Debt Collection Pratices Act (FDCPA), The FDCPA has changed through the years and evolved into its present form. It is also fair to assume that the act will continue to change with an objective viewpoint of the consumer, companies which carry accounts receivable, and the different variable laws surrounding the industry. FDCPA laws prohibit the consumer from over aggressive collection practices. Most consumers have intentions of paying their accounts in full. They have simply reached a temporary emergency situation that prohibits them from being able to pay on time. Although the law does not prohibit them from ignoring the account it does provide them with additional consumer rights. From a companies standpoint, when you provide a service to the consumer, you expect to be paid for that service. Depending upon the industry, it is almost assumed that you will extend some form of credit. These accounts are considered a companies asset until the point in which they are "written off" the companies books; therefore, the company has litigation alternatives against overdue accounts. Debt Collection Firms are in business to make a profit. Their objective is to collect overdue accounts for their clients firm. In return, they are usually provided with a commission percentage of the money collected. Business is conducted through a series of letters, phone calls and litigation procedures. Given the restraints put into effect by the federal government there are proper methods that need to be utilized to effectively manage ...

Strategic management : an overview -- Analyzing the external environment -- Industry and competitive analysis -- Analyzing the internal environment and establishing long-range objectives -- Identifying strategic alternatives -- Global strategy -- Strategy evaluation and selection -- Implementing strategy : management issues -- Implementing strategy : tactical issues -- Strategic control, learning, and continuous improvement -- Strategic management of high-technology companies -- Case study. Banc One Corporation ; Cadillac Motor Car Division of General Motors ; Harley-Davidson roars back ; IBM reborn : restructuring a sluggish computer industry giant ; Invacard Corporation ; Nordstrom, 1993 ; Rubbermaid ; Rubbermaid Incorporated : beyond Gault ; Perdue Farms, Inc., 1994 ; Apple Computer, Inc. ; GENICOM Corporation ; Merck & Company, Inc., 1994 ; Motorola, Inc. ; Scientific Atlanta ; Clearly Canadian Beverage Corporation ; Maquiladoras : labor and manufacturing in Mexico ; Newtech Instruments Limited ; Transvit of Novgorod ; Yeu Tyan Machine Manufacturing Company, Ltd. ; H.B. Fuller in Honduras : street children and substance abuse ; Johns-Manville and Riverwood-Schuller ; Philip Morris : the export warning labels issue ; American Classic Tea : the only tea grown in America ; APA Publications ; The Faith Mountain Company ; Mike's Sandwich Shop ; River Bend East ; Akron Zoological Park, 1993 ; The Concert Choir of New Orleans, 1992 ; Metropolitan Museum of Art ; Chick-Fil-A : the taste leader ; The Walt Disney Company ; Food Lion comes to Tulsa... "Hello, I'm Diane Sawyer" ; L.A. Gear, Inc. ; A Nucor commitment ; PepsiCo and the fast-food industry

"This helpful text clearly sets out the very best, state-of-the-art strategies in key account management. The authors provide the tools and processes for successful KAM, from developing a customer categorization system that really works, to analyzing the needs of key accounts. Topics include why key account management has become so critical to commercial success; the role of key management in strategic planning; how companies build profitable relationships with their customers; and what it takes to be a successful key account manager."--

Purpose– Over the past ten to 15 years, key account management (KAM) has established itself as an important and growing field of academic study and as a major issue for practitioners. Despite the use of strategic intent in conceptualizing KAM relationship types, the role of strategic intent has not previously been empirically tested. This paper aims to address this issueDesign/methodology/approach– This paper reports on inductive research that used a dyadic methodology and difference modelling to examine nine key account relationship dyads involving 18 companies. This is supplemented with 13 semi-structured interviews with key account managers from a further 13 companies, which provides additional depth of understanding of the drivers of KAM relationship type.Findings– The research found a misalignment of strategic intent between supplier and customer, which suggested that strategic intent is unrelated to relationship type. In contrast, key buyer/supplier relationships were differentiated not by the level of strategic fit or intent, but by contact structure and differentiated service.Practical implications– This research showed that there can be stable key account relationships even where there is an asymmetry of strategic interests. The findings also have practical implications relating to the selection and management of key accounts.Originality/value– These results raise questions relating to conceptualizations of such relationships, both in the classroom and within businesses.

Cover; Zum Inhalt/Zu den Autoren; Titel; Vorwort: Gebrauchsanleitung; Inhaltsverzeichnis; Verzeichnis der Abbildungen; 1 Erfolge mit Schlüsselkunden; 1.1 Kundenorganisation; 1.2 Entwicklungslinien des Key Account Management; 1.3 Aktuelle Herausforderungen im Key Account Management; 2 Situatives Key Account Management; 2.1 Dimensionen für eine Spezialisierung des Key Account Management; 2.2 Spezifische Anpassung; 2.3 Kleinunternehmen verkaufen an Konzerne; 3 Das St. Galler Key Account Management-Konzept; 3.1 Win-Win Beziehungen im operativen Key Account Management