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SECTION 3: Developing KSAM Programmes
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SECTION 3: Developing KSAM Programmes
by Diana Woodburn, Kevin Wilson
Handbook of Strategic Account Management: A Comprehensive Resource
Cover
Title page
Copyright page
Acknowledgements
The editors
About this book
Key strategic account management: where are we now?
A definition of KSAM
Questions for research
Section 1: Strategic dimensions of KSAM
Section 2: Value creation through KSAM
Section 3: Developing KSAM programmes
Section 4: Operationalizing KSAM
SECTION 1: Strategic Dimensions of KSAM
Making the case for managing strategic accounts
Introduction
Addressing customers
Generalized pressures on traditional go-to-market strategies
Pressures from customers
Impact of pressures on the firm
Conclusion
Drivers for key account management programmes
Introduction
Key account management
Managing industrial sales complexity: A tentative framework
Three key account management programmes at ABB
KAM programme drivers
Conclusions
KSAM as an organizational change: making the transition
Introduction
KSAM strategy
KSAM structure
Making the change
Conclusion
Switching costs in key account relationships
Conceptual framework and hypotheses
Data collection
Results
Discussion
The strategic buyer: how emerging procurement strategies may support KAM/SAM relationships
Introduction
The strategic importance of purchasing
The economics of trust
Strategic alignment
Power-based relationships
Collaborative innovation
The transformation of purchasing and supply
Implications for future SAM/KAM research
Conclusion
Social and ethical concerns in strategic account management: emerging opportunities and new threats
Introduction
Strategic relationships between organizations
Strategic account management relationships
Broadening the management perspective on SAM
Ethical dilemmas in SAM and how to avoid them
The good of the few versus the good of the many
Moral dilemmas in implementing the SAM executive role
Addressing the moral and ethical dilemmas in strategic account management
SAM and corporate social responsibility
Conclusions
SECTION 2: Value Creation through KSAM
Value in strategic account management
Introduction
The changing role of strategic account management
Value in business relationships
Generating value in business relationships
Managing value generation in strategic account relationships
Conclusions
Value dimensions and relationship postures in dyadic ‘key relationship programmes’
Introduction
Value and key relationship programmes
Key relationship value strategies
Strategic matching of relationship postures
A competence view of key relationship postures
Conclusion
‘Vertical coopetition’: the key account perspective
Introduction
Relational versus transactional benefits
From horizontal to vertical coopetition
Development of theoretical framework
Discussion and managerial implications
Conclusion and directions for future research
Key account management in business markets: an empirical test of common assumptions
Introduction
Key account management
Central constructs and hypotheses
Empirical study
Discussion
Managerial implications
Limitations
Executive summary and implications for managers and executives
Strategic account plans: their crucial role in strategic account management
Introduction
Essential elements of KSAM planning
KSAM plan format and content
Plan implementation
Measuring KSAM value
Conclusion
Using customer profitability and customer lifetime value to manage strategic accounts
Introduction
Customer loyalty does not mean customer profitability per se
Measuring customer profitability
Measuring customer lifetime value
Defining the drivers of CLV
Define the optimal account development strategy
Conclusions
SECTION 3: Developing KSAM Programmes
A configurational approach to strategic account management effectiveness
Introduction
State of KAM literature at the turn of the millennium
An integrative conceptualization of KAM
Sample
Key account management configurations
Key account management effectiveness
Discussion
Conclusion
Appendix
The appropriateness of the key account management organization
Inefficiencies and ineffectiveness of key account management programmes
The concept of key account management
Key account management in the context of relationship marketing
Transaction cost economics and marketing management
The determinants of the decision model
The decision on the most appropriate KAM organization
Conclusion
Organizational structures in global account management
Introduction
Elements of a GAM organization
Different forms of GAM organization
Global account management at Hewlett-Packard
Conclusion
Designing strategic account management programmes
Introduction
Research process
The design elements of a strategic account management programme
Inter-organizational alignment – practices related to aligning with customers
Intra-organizational alignment – practices related to creating a collaborative culture of commitment
Discussion
Conclusions
Global customer team design: dimensions, determinants and performance outcomes
Introduction
Literature review
Conceptual framework of GCT design and performance
Research methodology
Results
Discussion
Conclusions and implications
Limitations and suggestions for further research
Key accountization at Bosch Automotive Aftermarket Italy: managing and implementing a strategic change
Introduction
Robert Bosch's market position
A framework to interpret BAA Italy's KAM-focused change management
Conclusions
SECTION 4: Operationalizing KSAM
Recent developments in relationship portfolios: a review of current knowledge
Introduction
Review of extant research
Contextuality of portfolio analysis
Dynamics and portfolio analysis
Customer lifetime value and other financially derived models
Customer relationship management and relationship portfolios
Segmentation and/or portfolio analysis
Conclusion
Account portfolio management: optimizing the customer portfolio of the firm
Introduction
Account portfolio management
Account portfolio analysis and development of customer strategies
Conclusions
Strategic account management processes at corporate, relationship and annual level
Introduction
Review of earlier literature on SAM processes
SAM processes at the corporate, relationship and annual level
Conclusions and research implications
Developing strategic key account relationships in business-to-business markets
Introduction
Defining key/strategic accounts
A model of relational development
The development of the PPF model and its integration with the relational development model
Discussion
More recent research
Conclusions
The role of the key/strategic account manager
Introduction
The evolution of key account management
The evolving role of the account manager from key account sales to key strategic account manager
Factors that influence the nature of the role of the key strategic account manager
The impact of contextual factors on the role of the political entrepreneur
The importance of the boundary-spanning role
Discussion
Conclusion
The influence of personality on the job performance of strategic account managers
Introduction
Strategic account management
Roles and skills of the strategic account manager
Five-Factor Model of personality
Results
Conclusions
References
Author profiles
Index
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Using customer profitability and customer lifetime value to manage strategic accounts
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A configurational approach to strategic account management effectiveness
SECTION 3
Developing KSAM Programmes
A configurational approach to strategic account management effectiveness
Homburg, Workman and Jensen
The appropriateness of the key account management organization
Wengler
Organizational structures in global account management
Yip and Bink
Designing strategic account management programmes
Storbacka
Global customer team design: dimensions, determinants, and performance outcomes
Atanasova and Senn
Key accountization at Bosch Automotive Aftermarket Italy: managing and implementing a strategic change
Guenzi
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