Index
abandonment of SAM programme
ABB
Abratt, R.
account portfolio definition
account portfolio management (APM)
see also portfolio analysis
accountancy value added
activities
configurational approach
interface
activity-based costing (ABC)
actors
configurational approach
number of
adaptation
facilitation problems
switching costs
adaptiveness
administration
agility
agreeableness
Airbus
Al-Hasan, F.B.
Alajoutsijärvi, K.
ALDI
Alejandro, T.B.
alignment
high-trust relationships
inter-organizational
intra-organizational
operational
planning
strategic
supply chain partners
Aliouat, B.
alliances
Amazon
Anderson, J.C.
Andersson, D.
Ang, L.
annual processes
Apple
arbiters
Ariely, Dan
Arnold, D.
Asanuma, B.
asset specificity
AstraZeneca
Ata, Z.
Atanasova, Yana
audit process
authority
lack of
team empowerment
automotive industry
Avis Budget
Axelrod, R.
BAA Airports
Baccarini, D.
Backer, Y.
Bagozzi, R.P.
Bailey, D.E.
Baird
balanced initiative
Baldwin, C.Y.
Barclay's Bank
Barney, Jay
Barrett, J.
Barrick, M.R.
barriers to entry
basic KAM
Bauwen, G.A.
‘beautiful exit’
Beer, M.
behavioural economics
behavioural uncertainty
Belk, R.W.
‘benefit selling’
Bengtsson, M.
Bernstein, P.L.
best practice
Beth, S.
BG Group
bilateral governance
Billett, M.T.
Bink, Audrey
Biong, H.
Birkinshaw, J.
Bititci, U.S.
Black and Decker
Blois, K.
BMW
Boeing
Bohling, T.R.
Boles, J.S.
Bolton, R.N.
Bosch Automotive Aftermarket (BAA)
boundary spanning
facilitation role
global account management
importance of
political entrepreneurs
purchasing
teams
value creation
bounded rationality
Bowersox, D.
Braddach, J.L.
Bradford, D.L.
Bradford, E.
Brandenburger, A.M.
brands
Brehmer, Per-Olof
Brennan, R.
Bridgestone
Brown, H.E.
Brucker, R.W.
BT
business attractiveness
business case for KSAM
business models
business planning
business potential
business process management/business process engineering (BPM/BPE)
business-to-business (B2B) markets
customer lifetime value distribution
developing relationships in
fundamental business model
globalized
portfolio analysis
procurement
relational logic
sales management
business-to-consumer (B2C) markets
business units (BUs)
see also strategic business units
buyers
increasing sophistication of
vertical coopetition
see also customers; purchasing professionals
Calton, J.M.
Campbell, A.J.
Campbell, N.C.G.
Caniëls, M.
capabilities
capacity
Capon, Noel
Carphone Warehouse
Carroll, A.B.
cash flows
Castleberry, S.B.
Cemex
centralization
organizational structure
purchasing
Cespedes, F.V.
champions
change
BAA
organizational structure
resistance to
strategy
switching suppliers
transitioning curve
Cheverton, P.
Chonko, L.B.
Chou, W.C.
Christal, R.
Christopher, Martin
Cisco Systems
Citibank
Claret, J.
Clark, K.B.
Clarke, A.H.
co-branding
codes of conduct/ethics
Cohen, A.R.
Cohen, S.G.
collaboration
collaborative design
dyadic perspective
ethical issues
innovation
key relationship postures
purchasing
teams
vertical coopetition
Colletti, J.A.
Collis, D.
commitment
culture of
joint planning
processes
communication
account business planning
costs of
dissolution of relationships
global account management
hard infrastructure
insufficient
interpersonal
leadership style
measurement systems
portfolio analysis
purchasing professionals
teams
competencies
dyadic
key account managers
see also skills
competition
competitive intensity
price
competition law
competitive advantage
brands and product lines
cooperation
corporate social responsibility
knowledge development
portfolio analysis
problem resolution
process capabilities
resource-based view
services
strategic account planning
sustainable
trust as source of
value-chain analysis
competitor-based pricing
complexity
ABB
customer requirements
decision-making processes
key strategic account managers
optimizing value
organizational
portfolio analysis
process coordination
product
transaction cost economics
concessions
confidentiality
configurational approach
conflict
handling problems
reduction of
strategic account planning
teams
congruence model
conscientiousness
Continental
contingency planning
contingency theory
contracts
breaking
contract management support
contractual governance
customer lifetime value
‘control’
Control GAM
Cook, Tim
Cooper, R.
cooperation
cooperative KAM
culture of
definitions of
handling problems
relationship strength
team selling
trust as basis for
vertical coopetition
coopetition
coordination
ABB
BAA
formalization
international
process
value creation
Coordination GAM
Corben, C.
Corbin, A.
Corbin, J.
coreness
corporate-level SAM processes
corporate planning
corporate self-harm
corporate social responsibility (CSR)
‘correcting’
cost-based pricing
cost-benefit assessment
cost/income ratio
Costa, P.
costs
ABB
cost efficiencies
customer profitability
DuPont ratio analysis
incentives to suppliers
internal value strategy
life cycle cost analysis
‘managed relationships’
measurement of
process-related problems
procurement efficiency
relational development
relational value
small account management
strategic account planning
switching
‘trust equity’
value creation
see also prices; transaction cost economics
counterpart mobilization
country club KAM
Cousins, P.D.
Covey, Stephen Jr
CovPressWorks
creative destruction
credibility
critical stress points
Croom-Morgan, S.
Croom, S.
cross-functional, dominant KAM
cross-selling
cross-sourcing
cross-subsidies
cultural context
Cunningham, M.T.
customer active paradigm (CAP)
customer-centricity
customer councils
customer equity (CE)
‘customer knowledge competence’
customer lifetime value (CLV)
customer portfolio analysis see portfolio analysis
customer relationship management (CRM)
information management
portfolio analysis
customer satisfaction
customer lifetime value
global account management
increasing
joint planning
portfolio analysis
relational performance
teams
‘customer scanning’
customers
as assets
customer coverage
economic value of
international coordination of
lead users
market power
organizational structure
Pareto distribution of revenues
perception of value
preferred
pressures from
profitability
selection of
special activities
strategic account planning
turnover
value creation
vertical coopetition
see also buyers; key account management; portfolio analysis; relationships; strategic account management
customization
Czepiel, J.A.
Daboub, A.J.
DaimlerChrysler
Danone
DART model
data collection
Davies, I.A.
Day, G.S.
Day, Mark
De Backer, Y.
De Castro, L.M.
De Ruyter, K.
decentralization
decision making
authority
choice of appropriate KAM programme
logical consistency
multi-level
PPF strategies
selection of customers
team empowerment
transaction cost economics
‘decompartmentalization’
Dell
demand heterogeneity
‘deniability’
dependency
account management process
comparison of key account and ‘normal’ buyer-seller relationships
ethical dilemmas
handling problems
measurement of
strategic account planning
switching costs
deregulation
development agility
DeWalt
Diageo
Dickson, P.R.
differential advantage
differentiation
Diller, H.
disintegrating KAM
dissolution of relationships
distribution
diversity (heterogeneity)
key strategic account managers
teams
DMV International
Donovan, J.
Dowling, G.R.
Droussiotis, G.
Dubinsky, A.J.
Dubois, A.
due diligence
DuPont ratio analysis
duration of relationships
Dwyer, F.R.
dyadic competencies
dyadic perspective
dyadic relationship dilemma
Dyer, J.H.
early-KAM stage
Eccles, R.G.
economic ethics
economic value added (EVA)
economies of scale
effectiveness
configurational approach
information sharing
teams
‘effectuation’
efficient consumer response (ECR)
Eggert, A.
Ehret, M.
Eisenhardt, K.M.
electronic bidding tools
Elliott, G.
Ellram, L.M.
Emberson, C.
emerging markets
emotional stability
empowerment
enactment
Eng, T.Y.
entrepreneurship
see also political entrepreneurs
environment, in the PPF model
environmental assessment
environmental complexity
environmental dynamics
environmental issues
environmental uncertainty
‘equifinality’
equity
Ericsson
esprit de corps
ethical issues
corporate self-harm
hidden incentives
information sharing
loyalty and trust
seller strategy
unintended consequences of SAM
Evans, K.
evolutionary phases of relationships
exchange value
executive sponsorship
expectations
experimentation
exploitation
exploratory KAM
‘extended enterprises’
extraversion
facilitation problems
failure
fairness
Feng, J.
financial literacy
financial performance
Fiocca, R.
Fisher, R.J.
Five-Factor Model (FFM) of personality
five forces model
Flint, D.J.
Focus
Fontenot, R.J.
Ford, D.
Ford Motor Company
formalization
configurational approach
KAM effectiveness
Foxall, G.
Foxconn
frequency
Freytag, P.V.
Friedman, Thomas
Friesen, P.H.
Frow, P.
‘full service supply’
full-time programmes
Fullerton, R.A.
fundamental business model
Furlan, A.
Gadde, L-E.
game theory
Ganesan, S.
Gap
gap model
Gebert, H.
Gelderman, C.J.
Gemünden, H.G.
GenCo Supplies
General Electric (GE)
general managers
geographical coordination
Georges, L.
Gibson, C.B.
Gillette
global account management (GAM)
ABB
boundary-spanning role
competencies
Control GAM
Coordination GAM
elements of a GAM organization
Hewlett-Packard
processes
relational development
Separate GAM
see also key account management
global account managers
see also key account managers
global corporate citizenship
global customer management (GCM)
global customer teams (GCTs)
design
literature review
organizational context
performance
processes
see also teams
global oligopolies
global sourcing
GlobalBank Corporate Services
globalization
computer systems industry
corporate social responsibility
procurement
Glynn, W.
go-to-market strategies
goals
change leadership
complexity management
corporate social responsibility
esprit de corps
teams
see also objectives
Godfrey, P.C.
Gök, Osman
Goldberg, L.
Goodyear
Gosselin, D.
governance
bilateral
contractual
ethical issues
Greer, C.R.
Grönroos, C.
guanxi
Guba, E.G.
Guenzi, Paolo
Guesalaga, R.
Gummesson, E.
Gupta, S.F.
Hackman, J.R.
Håkansson, H.
Halinen, A.
Halliday, M.
Hamilton, W.D.
handling problems
Hannan, M.T.
hard infrastructure
Harrison, A.
Hartley, R.F.
Harvey, M.
Hasbro
healthcare sector
Heene, A.
Heide, J.B.
Helsing, J.
Henkel
Henneberg, Stephan C.
Hennessey, H.D.
Hewlett-Packard (HP)
Hill, T.
Hoholm, T.
Holbrook, M.B.
Holt, Sue
Homburg, Christian
activities
configurational approach
cross-functional KAM companies
key account managers
portfolio analysis
survey research
value propositions
Home Depot
Homse, E.
horizontal coopetition
HSBC
Hsieh, M.H.
Huberman, M.
Hui Shi, L.
human resources
Humphries, A.S.
Hunt, S.D.
Hunter, G.K.
Hurtz, G.
Hutt, M.D.
hybrid organizations
Hyman, M.R.
IBM
implementation
global account management
role of key account manager
strategic account plans
transitioning curve
improvement processes
incentives
ethical issues
switching costs
teams
vertical coopetition
incremental evolution
incremental value
Industrial Marketing and Purchasing (IMP) Group
buyer-seller interaction
portfolios
transaction cost economics
information management
information sharing
ethical issues
relational development
relationship strength
SAM goals
vertical coopetition
see also knowledge
infrastructure
Ingram, T.N.
innovation
collaborative
computer systems industry
as driver of value
innovation value
political entrepreneurs
Procter & Gamble
relational benefits
win-win approach
Institute for Supply Management
integration
global account management
integrated KAM
intra-organizational alignment
portfolio analysis
vertical
‘integrative relationship’ perspective
Intel
inter-organizational perspective
interaction
BAA
capabilities
dyadic competence
global KSAM teams
IMP approach
key strategic account managers
matching of relationship postures
PPF model
relational benefits
value creation
interdependence
configurational fit
coopetition
global
interdependent KAM
key strategic account managers
routines and practices
SAM goals
teams
uncertainty
value creation
interface activities
interface simplification
internal (proprietary) value
international coordination
International Personality Item Pool (IPIP)
Internet
interviews
intra-organizational perspective
investment
corporate social responsibility
relationship-specific
isolated KAM
Ivens, Björn Sven
Jackson, B.B.
Jacobs, F.A.
Jaguar
Janakiraman, R.
Jap, S.D.
Jaworski, B.J.
Jeannet, J.
Jensen, Ove
Jobs, Steve
John, G.
Johnson & Johnson
Johnson Controls
Johnson, D.S.
Johnson, M.D.
Johnston, D.A.
Johnston, W.
joint ventures
‘jointness’
Jones, E.
just in time (JIT)
JWT
Kahn, R.L.
Kalwani, M.U.
Kaplan, R.S.
Kelly, P.M.
Kempeners, M.A.
key account management (KAM)
ABB
assumptions about
benefits of
central characteristics
choice of appropriate programme
compared with SAM
concept of
configurational approach
definitions of
drivers of
evolution of
exchange value strategy
inefficiencies and ineffectiveness
key relationship postures
portfolio analysis
processes
stages of
strategic buying
vertical coopetition
see also global account management; key strategic account management; relationships; strategic account management
key account managers
ABB
access to resources
activity streams
appointment of
competences
conceptual framework
configurational approach
customer value
ethical dilemmas
evolving role of
importance of boundary-spanning role
lead
long-term relationships
matrix organization
operational assessment
organizational change
organizational structure
personality traits
political entrepreneurs
portfolio analysis
positioning
process coordination
proximity to operations
relational development
relational value strategy
responsibilities
sales management
selection of
Siemens
as ‘single point of contact’
strategic account planning
subjective and objective performance
support for
time allocation
training
vertical coopetition
see also global account managers
key account value strategies (KAVS)
‘key accountization’
key relationship programmes (KRPs)
key strategic account management (KSAM)
definition of
developing KSAM programmes
drivers of
implementation
making the case for managing
operationalization of
organizational change
questions for research
relational development
strategic account planning
strategic dimensions
value creation
see also key account management; relationships; strategic account management
key supplier management (KSM)
Kim, K.K.
Kleintenkamp, M.
‘know-how’
knowledge
competitive advantage
‘customer knowledge competence’
distributed
global customer teams
political entrepreneurs
relational development
sharing
transfer of
see also information sharing
knowledge, skills and abilities (KSAs)
Kock, S.
Kodak
Kohli, A.K.
Koopmans, T.
Kotler, P.
Kotter, J.
Kraft
Kraljic, Peter
Kramer, M.R.
Krapfel, Robert E.
Kumar, V.
La Rocca, Antonella
Laabs, J.J.
Lacoste, Sylvie
Lambe, C.J.
Lambert, D.M.
Lamming, R.
Lane, Nikala
Lang, R.
Lawrence, Paul
lead users
leadership
style
teams
see also senior management
learning
legal issues
see also regulation
Lei, D.
Lemmens, Régis
leverage
Lewis, J.D.
Lewis, M.
Li, Y.
Lichtenstein, Scott
life cycle cost analysis (LCCA)
limitation problems
Lincoln, Y.S.
Linden, C.V.
Lindgreen, A.
line organization
Lingl, A.
local account managers
logistics
long-term perspective
low-cost country (LCC) sourcing strategies
Low, G.S.
loyalty
customer lifetime value
customized solutions
exchange value strategy
global account management
illusion of
joint planning
portfolio analysis
profitability linked to
Lusch, R.F.
Macauley, S.
Madsen, T.L.
Mahlamäki, Tommi
‘managed relationships’
management information systems (MIS)
management practices
account management process
research methods
managers see key account managers
manufacturer active paradigm (MAP)
Marconi
market concentration
market dynamism
market orientation
market segmentation
market value added (MVA)
marketing
customer-centric
ethical issues
portfolio analysis
service
traditional direct marketing
transactional
Markowitz, H.
Marks and Spencer
Marks, M.A.
Marriott
Marshall, G.W.
Martin, J.A.
matrix organization
Mattel
mature markets
McCrae, R.
McDonald, Malcolm
ideal types
key account managers
key account selling
processes
relational development
relationship strength
selection of key accounts
steering committees
strategic account planning
teams
value propositions
McKinsey 7S framework
medical supply chains
Mentzer, J.T.
mergers and acquisitions
Meyer, A.D.
Michelin
Microsoft
mid-KAM stage
middle-management KAM
Mihoc, Florin
Mikkola, Toni
Miles, M.
Miller, D.
Millman, T.
definition of key accounts
global account management
IMP approach
key strategic account managers
lack of research on KAM
political entrepreneurs
PPF model
processes
relational development
SAMA
senior management
special activities
type of key accounts
value propositions
mindfulness
mission
moderating factors
Möller, K.E.
Möllering, G.
Mols, N.
Moncrief, W.C.
Monczka, R.
Montgomery, D.B.
Moon, M.A.
moral intensity
Morgan, J.
Morgan, R.
Morgan Stanley
Moriarty, R.T.
complexity
coordination
formalization
global customer teams
support capabilities
top management
typology by
Moss Kanter, Rosabeth
Mota, J.
Motorola
Mount, M.K.
Mouzas, Stefanos
multi-level contacts
Myers, M.B.
Nahapiet, J.
Naidu, A.P.
Nalebuff, B.J.
Napolitano, L.
Narayandas, N.
Narus, J.A.
National Account Management Association (NAMA)
national account managers (NAMs)
National Account Marketing Association
national accounts
see also key account management
national cultures
Natti, S.
natural disasters
‘natural matches’
Naudé, Peter
Neal, J.A.
Nenonen, S.
Nestlé
net present value (NPV)
network approach
networker-influencer role
networks
‘extended enterprises’
informal
‘network competences’
network integration
relational value strategy
new product development
co-creation of value
portfolio analysis
teams
see also products
Newbourne, P.T.
Newman, R.G.
Nike
‘No KAM’ approach
Nobeoka, K.
non-governmental organizations (NGOs)
Noordewier, T.G.
Obama, Barack
objectives
strategic account plans
switching costs
teams
see also goals
Ojasalo, Jukka
oligopolistic markets
Oliver, R.L.
Olsen, P.I.
Olsen, R.F.
Olson, E.M.
openness
openness to experience
operating-level KAM
operational assessment
operational complexity
opportunism
Organ, D.W.
organization-based KAM programmes
organizational culture
change management
impact on KSAM strategy
organizational design
global account management
inter-organizational alignment
intra-organizational alignment
team design
transaction cost economics
organizational reorientation
organizational structure
ABB
BAA
centralized
configurational approach
congruence model
development activities
distribution of power
facilitation problems
global account management
integration of KAM programmes
McKinsey 7S framework
relational development
structural complexity
Oswald, Andrew
outsourcing
Page, A.L.
Pardo, Catherine
Pareto distribution
part-time programmes
part-time salesforces
partisans
partnership KAM stage
partnerships
Parvatiyar, A.
payment terms
Payne, A.
Pedersen, A.C.
Pels, J.
perception gaps
performance
account performance management
KAM effectiveness
key account managers
key relationship postures
measurement of
strategic account planning
subjective and objective
teams
value capture and creation
Perreault, W.D.
Persaud, A.
persistency
personality traits
PESTLE forces
Peugeot
Piercy, Nigel F.
Pillai, K.G.
pilot programmes
Pirelli
planning
account management plans
annual plans
contingency
customer lifetime value
development activities
embedding KSAM
essential elements
format and content
hard infrastructure
implementation
inter-organizational alignment
joint planning process
measuring KSAM value
optimizing value
portfolio analysis
relational development
Plender, J.
political entrepreneurs
Pollitt, M.
Porter Lynch, Robert
Porter, M.
portfolio analysis
contextuality
criticisms of
customer relationship management
customer strategies
definitions of
dynamics
financial models
market segmentation
purchasing
research
portfolio definition
power
ethical dilemmas
power-based relationships
symmetry
PPF model see Product, Process and Facilitation model
Prahalad, C.K.
pre-KAM stage
preferred customers
prices
changes in pricing model
competition
customer profitability
discounts
premiums
relational development
small account management
see also costs
proactive KAM programmes
proactiveness
SAM effectiveness
teams
problem resolution
processes
annual-level
change management
coordination of
corporate-level
definition of
development activities
embedding KSAM
literature review
planning
problems related to
relationship-level
teams
see also systems
Procter & Gamble
procurement
costs
global
see also purchasing
Product, Process and Facilitation (PPF) model
products
customized
problems related to
product complexity
product life cycles
product-oriented culture
relational benefits
segmentation
variety of
vertical coopetition
see also new product development
profitability
customer lifetime value
customer portfolio analysis
definition of
embedded KSAM
financial performance
fundamental business model
KAM effectiveness
key relationship postures
measurement of
political entrepreneurs
portfolio analysis
procurement efficiency
SAM goals
selection of key accounts
strategic account planning
value capture
value creation
project management
promises
proprietary (internal) value
Publicis
‘pull’ incentives
purchasing
collaborative innovation
coordination
economics of trust
future research
global
power-based relationships
strategic alignment
strategic importance of
transformation of
vertical coopetition
see also procurement
purchasing portfolio matrix
purchasing professionals
see also buyers
Pusateri, Michael A.
‘push’ incentives
‘pyramid of social responsibilities’
qualitative research
quality
reduction in number of suppliers
relational benefits
strategic account planning
quantitative research
Ramaswamy, V.
Ramirez, R.
Rana Plaza disaster
Rangan, K.V.
Rappaport, A.
ratio analysis
reactive KAM programmes
Rebiazina, V.
Recaro
recency, frequency and monetary value (RFM)
reciprocity
Reebok
regulation
Rehme, Jakob
Reinartz, W.
Reisel, W.
‘relating’
relational intent
relational orientation
relational performance
relational perspective
‘relational richness’
relational value
relationship-level SAM processes
relationship management
relationship marketing
interfirm adaptation
portfolio analysis
profitability
switching costs
transactional approaches
vertical coopetition
see also relationships
relationship selling
relationships
comparison of key account and ‘normal’ buyer-seller relationships
corporate social responsibility
customer lifetime value
dissolution of
duration of
ethical issues
GAM role
global
guanxi
key relationship postures
long-term
power-based
processes
relational development
relationship-building skills
relationship performance
research on
strength of
transaction cost economics
trust
value creation
vertical coopetition
see also key account management; portfolio analysis; relationship marketing; strategic account management
remuneration
see also reward systems
renegades
reporting structures
reputation
resilience
resource-based view (RBV)
resource dependency theory
resources
allocation of
configurational approach
coopetition
cross-functional
decision making
lack of sufficient
portfolio analysis
sales operations
strategic account planning
symmetry
teams
top-management KAM
‘value-producing system’ approach
retention
return on investment (ROI)
return on net assets (RONA)
revenues
reverse auctions
reward systems
BAA
key account managers
teams
Rewe
Rhoads, G.K.
Ricker, S.A.
Rindfleisch, A.
risk
customer risk analysis
dependence
perception of
purchasing portfolio matrix
relational
SAM goals
supply chain
technological change
risk-based pricing
Ritter, T.
rituals
Rogers, B.
role conflict
Rosenberg, L.J.
Rost, C.
Royal Dutch Shell
Rudmin, F.
Rueckert, R.W.
Ryals, L.J.
Sainsbury's
sales
ABB
access to resources
annual plans
BAA
complexity
coordination
customer-focused selling
establishment of KAM programmes
financial performance
KAM effectiveness
key strategic account manager role
paradigm shift in
Pareto distribution
political entrepreneurs
positioning KSAM
professionalization of selling processes
research on
sales management
sales performance
selling costs
skills
small account management
standard sales situation
taxonomies
team selling
transactional versus relational logic
unethical behaviour
value propositions
sales managers
salespeople
Salgado, J.
Salle, R.
Schiele, H.
Schlumberger
Schultz, R.
Schumpeter, Joseph
screening
segmentation see market segmentation
selection of key accounts
self-servers
selling centres
Selnes, F.
Sengupta, Sanjit
senior management
closeness of customers to
commitment of
configurational approach
‘deniability’
distribution of power
ethical issues
executive sponsorship
global account management
global steering committees
importance of
involvement in change process
KAM effectiveness
lack of support from
optimizing value
portfolio analysis
resource allocation
responsibilities
scoping KSAM
strategic account planning
support for teams
top-management KAM
Senn, Christoph
Separate GAM
service-dominant logic (SDL)
services
7S framework
Shapiro, B.P.
activities
complexity
coordination
formalization
global customer teams
risk perception
support capabilities
top management
typology by
share of wallet
shared values
shareholder value
shareholder value added (SVA)
Sharma, A.
Sherman, S.
Shetcliffe, J.
Sheth, J.N.
Shi, L.H.
Shocker, A.
Shuman, J.
Siemens
Siggelkow, N.
Simon, H.O.
simplicity
SinalcoCola
Singh, J.
Sirkin, H.L.
size of firm
skills
BAA
global account managers
key account managers
McKinsey 7S framework
political
purchasing professionals
teams
see also competencies
Slack, N.D.C.
‘sleeping relationships’
Smackey, B.M.
small account management
Smart, A.
Snehota, Ivan
social contracting theory
social initiatives
social media
socio-cognitive construction
soft infrastructure
software
solutions
account management process
customized
enactment
interactive process of generating
joint solution development
managers' problem-solving ability
operational vs corporate KAM
relational
solution-based KAM programmes
Sony
span of accounts
Speier, C.
Spekman, R.E.
Spencer, R.
Spiggle, S.
Srivastava, R.
staff
BAA
culture of commitment
McKinsey 7S framework
operational vs corporate KAM
performance improvement
staff organization
see also key account managers; teams
stakeholder learning dialogues
standard sales situation
standard unit costing
standardization
steering committees
‘step-change’
Stevenson, T.H.
Storbacka, Kaj
Storey, J.
strategic account management (SAM)
changing role of
compared with KAM
configurational approach
corporate social responsibility
customer profitability
definitions of
ethical issues
organizational design
personality of key account managers
portfolio analysis
processes
strategic buying
value in
see also global account management; key account management; key strategic account management; relationships
Strategic Account Management Association (SAMA)
strategic business units (SBUs)
strategic sourcing
strategy
BAA
buyer versus seller
congruence model
development activities
global account management
go-to-market strategies
implementation
interaction
key relationship postures
key strategic account managers
McKinsey 7S framework
operational vs corporate KAM
optimal account development
portfolio analysis
strategic account planning
‘strategic matching’
Strategy Matrix (Slack & Lewis)
Strauss, A.
‘strengthening’
structural complexity
style, leadership
Sujan, H.
suppliers
collaborative innovation
definition of KSAM
importance of
preferred
reduction in number of
as source of strategic advantage
special activities
strategic account planning
switching costs
value creation
vertical coopetition
see also key account management; relationships; strategic account management
supply chains
corporate social responsibility
global
medical
perception gaps
relational benefits
supply-chain management
support capabilities
surveys
switching costs
Symbian
synergy
political entrepreneurs
synergistic KAM stage
systems
‘systems selling’
Talwar, V.
Tarasi, C.O.
Target Corporation
taxonomies
Taylor, B.
Taylor Guitars
teams
activity streams
BAA
configurational approach
conflict management
design
esprit de corps
establishing and managing
global account
informal
inter-organizational
intra-organizational alignment
leadership skills
literature review
operational vs corporate KAM
organizational context
performance
presentation skills
processes
strategic account planning
support for
team selling
trust
‘virtual’
technical support
technology
access to
computer systems industry
electronic bidding tools
PESTLE forces
problems related to
small account management
social media
software
Strategy Matrix
telesales
tendering
Terho, H.
Tesco
Tett, R.
Texas Instruments
3M
time
Toker, A.
top-management KAM
see also senior management
Törrönen, P.
Tosdal, H.
‘toxic’ companies
Toyota
training
ethical issues
key account managers
teams
technical support
transaction cost analysis (TCA)
transaction cost economics (TCE)
transaction costs
transactional approaches
transitioning curve
transparency
‘Trojan Horse’
Tromley, C.L.
trust
building
contractual governance
economics of
ethical issues
facilitation problems
guanxi
high- and low-trust relationships
information sharing
key account managers
multi-level contacts
portfolio analysis
PPF strategies
relational development
relational performance
relationship strength
salespeople
SAM goals
‘sleeping relationships’
teams
trust-based relationships
‘trust equity’
vertical coopetition
Tsoukas, H.
Tsybina, E.
Tubridy, G.
Tuli, K.R.
Tupes, E.
Turnbull, P.W.
turnover
two-step processes
typologies
Ulaga, W.
uncertainty
internal and external
PPF model
pre-KAM stage
reducing
transaction cost economics
Uncles, M.
uncoupling KAM stage
‘under-culture’
unethical behaviour
Unilever
Uniq
University of San Diego Supply Chain Management Institute
unstructured KAM
Untiedt, R.
UPS
Uusitalo, Olavi
value
assessment of customer
business attractiveness
capture
co-creation of
concept of
corporate social responsibility
customer lifetime value
delivering
drivers of
high-trust relationships
key relationship postures
measurement of
non-economic
optimizing
portfolio analysis
purchasing managers
quantification of
shared
strategic account planning
‘value-producing system’ approach
vertical coopetition
see also value creation; value propositions
value added
accountancy value added
customer councils
customer lifetime value
‘full service supply’
global procurement
interaction orientation
joint strategies
product life cycles
shareholder value added
strategic account planning
value-based pricing
value-chain analysis
value creation
changing role of SAM
cooperation
facilitation problems
‘integrative relationship’ perspective
key strategic account managers
managerial implications
market orientation
measurement of
political entrepreneurs
portfolio analysis
relational development
service-dominant logic
skills and capabilities
strategic account planning
vertical coopetition
win-win approach
value propositions
account management process
account-specific
corporate social responsibility
customer lifetime value
inter-organizational alignment
‘Trojan Horse’
values
Van der Hart, H.W.
Van der Linden, C.
Van der Sande, D.
Van Raaij, E.M.
Van Weele, A.J.
Vanderbiesen, Tomas
Vandermerwe, S.
‘vanguard companies’
Vargo, S.L.
Verra, G.J.
vertical coopetition
vertical integration
vision
Vodafone
Volkswagen
volume-based costing
Von Hippel, E.
vulnerability
Wal-Mart
Walker, B.A.
Wallace, K.
Wallendorf, M.
Walter, A.
Walters, D.
Wanberg, C.
Wathne, K.H.
Weeks, W.A.
weighted average cost of capital (WACC)
Weilbaker, D.
Weitz, B.A.
Wengler, Stefan
Williams, T.M.
Williamson, O.E.
Wilson, D.T.
Wilson, Kevin
customer profitability
definition of key accounts
definition of KSAM
failure of KAM
global account management
IMP approach
key account managers
organizational change
organizational culture
political entrepreneurs
PPF model
processes
relational development
SAMA
senior management
type of key accounts
value propositions
win-win approach
Winer, R.S.
Wong, Y.H.
Woodburn, Diana
business potential
definition of KSAM
failure of KAM
key account managers
operationalization of KSAM
organizational change
organizational culture
portfolio analysis
processes
relational development
strategic account planning
Workman, John Jr.
configurational approach
coordination
definition of KAM
esprit de corps
formalization
organizational culture
survey research
Wotruba, T.R.
Wuyts, S.
Wynstra, F.
Xerox
Yip, George S.
Yli-Renko, H.
Yorke, D.
Young & Rubicam
Zeithaml, V.A.
Zolkiewski, Judy M.
Zupancic, D.