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?
- SECTION 1: Strategic Dimensions of KSAM
- Making the case for managing strategic accounts
- Drivers for key account management programmes
- KSAM as an organizational change: making the transition
- Switching costs in key account relationships
- The strategic buyer: how emerging procurement strategies may support KAM/SAM relationships
- 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
- Value dimensions and relationship postures in dyadic ‘key relationship programmes’
- ‘Vertical coopetition’: the key account perspective
- Key account management in business markets: an empirical test of common assumptions
- Strategic account plans: their crucial role in strategic account management
- Using customer profitability and customer lifetime value to manage strategic accounts
- SECTION 3: Developing KSAM Programmes
- A configurational approach to strategic account management effectiveness
- 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
- Designing strategic account management programmes
- Global customer team design: dimensions, determinants and performance outcomes
- Key accountization at Bosch Automotive Aftermarket Italy: managing and implementing a strategic change
- SECTION 4: Operationalizing KSAM
- Recent developments in relationship portfolios: a review of current knowledge
- Account portfolio management: optimizing the customer portfolio of the firm
- Strategic account management processes at corporate, relationship and annual level
- Developing strategic key account relationships in business-to-business markets
- 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
- References
- Author profiles
- Index
SECTION 3
Developing KSAM Programmes
A configurational approach to strategic account management effectiveness
Homburg, Workman and Jensen
Homburg, Workman and Jensen
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