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Artículos de revistas sobre el tema "Key account management"

Autor: Grafiati
Publicado: 4 de junio de 2021
Última modificación: 25 de julio de 2025

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1

Cahill, Dennis J. "KEY ACCOUNT MANAGEMENT." International Marketing Review 15, no. 3 (1998): 205–14. http://dx.doi.org/10.1108/02651339810221115.

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2

Millman, Tony, and Kevin Wilson. "From key account selling to key account management." Journal of Marketing Practice: Applied Marketing Science 1, no. 1 (1995): 9–21. http://dx.doi.org/10.1108/eum0000000003877.

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3

Diller, von Hermann. "Euro-Key-Account-Management." Marketing ZFP 14, no. 4 (1992): 239–45. http://dx.doi.org/10.15358/0344-1369-1992-4-239.

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4

Sanford, Douglas M., and Lynda Maddox. "KEY ACCOUNT MANAGEMENT – Advertising agency management of domestic and international accounts." International Marketing Review 16, no. 6 (1999): 504–17. http://dx.doi.org/10.1108/02651339910300468.

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5

Klopić, Vasva, Amer Klopić, and Adi Alić. "Impact of key account management orientation on company's non-financial performance." BH Ekonomski forum 14, no. 1 (2021): 55–71. http://dx.doi.org/10.5937/bhekofor2101055k.

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Key account management (KAM) in theory is described as a strategic approach distinguishable from account management or key account selling that should be used to endure long-term development and retention of strategic customers. This article presents the importance of key account management orientation in today's business and how it affects the non-financial performance of companies in Bosnia and Herzegovina. Also, we will present the results of ongoing research that aims to identify the influence of key account management orientation on company non-financial performance in different industry
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6

Millman, Tony, and Kevin Wilson. "Developing key account management competences." Journal of Marketing Practice: Applied Marketing Science 2, no. 2 (1996): 7–22. http://dx.doi.org/10.1108/eum0000000000018.

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7

Saldsieder, Kai Alexander, and Nina Saldsieder. "Key Account Management im Wandel." Sales Excellence 24, no. 5 (2015): 10–21. http://dx.doi.org/10.1007/s35141-015-0601-0.

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8

Gounaris, Spiros, and Nektarios Tzempelikos. "Relational key account management: Building key account management effectiveness through structural reformations and relationship management skills." Industrial Marketing Management 43, no. 7 (2014): 1110–23. http://dx.doi.org/10.1016/j.indmarman.2014.06.001.

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9

Wong, Y. H. "Key to key account management: relationship (guanxi) model." International Marketing Review 15, no. 3 (1998): 215–31. http://dx.doi.org/10.1108/02651339810221142.

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10

Judt, Ewald, and Claudia Klausegger. "Was ist eigentlich … Key Account Management?" Zeitschrift für das gesamte Bank- und Börsenwesen 64, no. 3 (2016): 206. http://dx.doi.org/10.47782/oeba201603020601.

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11

Farquhar, Jillian Dawes. "‘Key Account Management in Financial Services’." Journal of Financial Services Marketing 10, no. 1 (2005): 95–96. http://dx.doi.org/10.1057/palgrave.fsm.4770176.

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12

McDonald, Malcolm. "Key Account Management – A Domain Review." Marketing Review 1, no. 1 (2000): 15–34. http://dx.doi.org/10.1362/1469347002523464.

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13

Ojasalo, Jukka. "Customer Commitment in Key Account Management." Marketing Review 2, no. 3 (2001): 301–18. http://dx.doi.org/10.1362/1469347012569931.

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14

Betz, Michael, and Philine Werner. "Kostengünstig zum wirksamen Key Account Management." Marketing Review St. Gallen 32, no. 5 (2015): 36–43. http://dx.doi.org/10.1007/s11621-015-0565-x.

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15

Ryals, Lynette, and Lindsay Bruce. "Key account management: Overcoming internal conflict." Journal of Direct, Data and Digital Marketing Practice 7, no. 4 (2006): 344–51. http://dx.doi.org/10.1057/palgrave.dddmp.4340540.

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16

Woolhouse, Reviewed by Keir. "Key Account Management — The Definitive Guide." Journal of Direct, Data and Digital Marketing Practice 9, no. 1 (2007): 112–14. http://dx.doi.org/10.1057/palgrave.dddmp.4350074.

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17

Redemann, Marcus. "Unterschätzte Kompetenzfelder im Key Account Management." Sales Excellence 24, no. 5 (2015): 64–70. http://dx.doi.org/10.1007/s35141-015-0594-8.

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18

Tonai, ShoKo. "Exploring Factors and Elements of Coordination between Key Account Management Units and Non-key Account Management Units." ASIA MARKETING JOURNAL 18, no. 1 (2016): 1. http://dx.doi.org/10.15830/amj.2016.18.1.1.

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19

Dash, Sadhna, Leena B. Dam, Deepa Pillai, and Jitender Kumar. "Univ Manufacturers: key account management for B2B." Emerald Emerging Markets Case Studies 12, no. 1 (2022): 1–27. http://dx.doi.org/10.1108/eemcs-10-2021-0326.

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Learning outcomes At the end of the case discussion, students would be able to: design key account selection criteria for the organization’s vast clients; analyse the application of key account management (KAM) strategies in a business-to-business (B2B) segment for revenue growth for a medium-scale enterprise; recognize the significance of KAM in a B2B space for a scale enterprise; and assess the proficiency of Univ Manufacturers (UM) for KAM in addressing the existing challenges and managing business growth. Case overview/synopsis Tarun, the proprietor of UM, has recently received two big ord
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20

Speakman, James I. F., and Lynette Ryals. "Key account management: the inside selling job." Journal of Business & Industrial Marketing 27, no. 5 (2012): 360–69. http://dx.doi.org/10.1108/08858621211236034.

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21

Vanharanta, Markus, Alan J.P. Gilchrist, Andrew D. Pressey, and Peter Lenney. "The reflexive turn in key account management." European Journal of Marketing 48, no. 11/12 (2014): 2071–104. http://dx.doi.org/10.1108/ejm-10-2010-0561.

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Purpose – This study aims to address how and why do formal key account management (KAM) programmes hinder effective KAM management, and how can the problems of formalization in KAM be overcome. Recent empirical studies have reported an unexpected negative relationship between KAM formalization and performance. Design/methodology/approach – An 18-month (340 days) ethnographic investigation was undertaken in the UK-based subsidiary of a major US sports goods manufacturer. This ethnographic evidence was triangulated with 113 in-depth interviews. Findings – This study identifies how and why manage
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22

Workman, John P., Christian Homburg, and Ove Jensen. "Intraorganizational Determinants of Key Account Management Effectiveness." Journal of the Academy of Marketing Science 31, no. 1 (2003): 3–21. http://dx.doi.org/10.1177/0092070302238599.

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23

Pereira, Giancarlo, Nektarios Tzempelikos, Luiz Reni Trento, Carlos Renato Trento, Miriam Borchardt, and Claudia Viviane Viegas. "Top managers’ role in key account management." Journal of Business & Industrial Marketing 34, no. 5 (2019): 977–93. http://dx.doi.org/10.1108/jbim-08-2018-0243.

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Purpose The purpose of this paper is to explore top managers’ role in key account management. Design/methodology/approach The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets. Findings Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizatio
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24

Büchel, Oliver. "So geht Key Account Management von heute." Sales Excellence 33, no. 7-8 (2024): 12–15. http://dx.doi.org/10.1007/s35141-024-2317-5.

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25

McDonald, Malcolm, Tony Millman, and Beth Rogers. "Key account management: Theory, practice and challenges." Journal of Marketing Management 13, no. 8 (1997): 737–57. http://dx.doi.org/10.1080/0267257x.1997.9964509.

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26

Blythe, Jim. "Using trade fairs in key account management." Industrial Marketing Management 31, no. 7 (2002): 627–35. http://dx.doi.org/10.1016/s0019-8501(02)00183-9.

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27

Davies, Iain A., and Lynette J. Ryals. "The effectiveness of Key Account Management practices." Industrial Marketing Management 43, no. 7 (2014): 1182–94. http://dx.doi.org/10.1016/j.indmarman.2014.06.007.

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28

LaPlaca, Peter J. "Special issue on relational key account management." Industrial Marketing Management 43, no. 7 (2014): 1109. http://dx.doi.org/10.1016/j.indmarman.2014.08.013.

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29

Millman, Tony F. "Global key account management and systems selling." International Business Review 5, no. 6 (1996): 631–45. http://dx.doi.org/10.1016/s0969-5931(96)00031-5.

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30

Ojasalo, Jukka. "Key Account Management in information-intensive services." Journal of Retailing and Consumer Services 9, no. 5 (2002): 269–76. http://dx.doi.org/10.1016/s0969-6989(01)00036-4.

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31

Homburg, Christian, John P. Workman, and Ove Jensen. "A Configurational Perspective on Key Account Management." Journal of Marketing 66, no. 2 (2002): 38–60. http://dx.doi.org/10.1509/jmkg.66.2.38.18471.

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Most firms struggle with the challenge of managing their key customer accounts. There is a significant gap between the importance of this organizational design problem in practice and the research attention paid to it. Sound academic research on key account management (KAM) is limited and fragmented. Drawing on research on KAM and team selling, the authors develop an integrative conceptualization of KAM and define key constructs in four areas: (1) activities, (2) actors, (3) resources, and (4) approach formalization. Adopting a configurational perspective to organizational research, the author
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32

Heinzelbecker, Klaus. "Wie Sie Ihr Key Account Management optimieren." Sales Excellence 28, no. 12 (2019): 48–51. http://dx.doi.org/10.1007/s35141-019-0195-z.

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33

Ivens, Björn S., Alexander Leischnig, Catherine Pardo, and Barbara Niersbach. "Key account management as a firm capability." Industrial Marketing Management 74 (October 2018): 39–49. http://dx.doi.org/10.1016/j.indmarman.2017.09.026.

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34

Pardo, Catherine. "Key Account Management in the Business to Business Field: The Key Account's Point of View." Journal of Personal Selling & Sales Management 17, no. 4 (1997): 17–26. https://doi.org/10.1080/08853134.1997.10754107.

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35

Wang, Xuan Lorna, and Ross Brennan. "A framework for key account management and revenue management integration." Industrial Marketing Management 43, no. 7 (2014): 1172–81. http://dx.doi.org/10.1016/j.indmarman.2014.06.006.

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36

Hermanto, Ruby, Utomo Sarjono Putro, and Santi Novani. "The missing element in implementing key account management." International Journal of Business Excellence 24, no. 3 (2021): 384. http://dx.doi.org/10.1504/ijbex.2021.115845.

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37

Silva, Javier Jorge O., Fernando Zerboni, Maricruz Prado, and Natalia Moscardi. "San Antonio: assessing the key account management system." Emerald Emerging Markets Case Studies 2, no. 6 (2012): 1–13. http://dx.doi.org/10.1108/20450621211275147.

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Subject area This case illustrates the differences between customers and the occasions when conditions change and buyer-seller relationships fail. The key issue is to find ways to anticipate this problem with other clients. Study level/applicability It may be used in second-year courses of MBA marketing programs as well as in specific executive education programs dealing with key account management (KAM) systems, business strategy, industrial marketing and/or sales management courses. This case can also be used at undergraduate programs and courses dealing with sales, sales management, interna
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38

Kientop, Debra. "Integrating Medical Science Liaisons into Key Account Management." Journal of Medical Marketing 10, no. 1 (2009): 45–51. http://dx.doi.org/10.1057/jmm.2009.45.

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39

Zupancic, Dirk. "Towards an integrated framework of key account management." Journal of Business & Industrial Marketing 23, no. 5 (2008): 323–31. http://dx.doi.org/10.1108/08858620810881593.

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40

Novani, Santi, Utomo Sarjono Putro, and Ruby Hermanto. "The missing element in implementing key account management." International Journal of Business Excellence 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijbex.2020.10028959.

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41

Tzempelikos, Nektarios, and Spiros Gounaris. "Linking key account management practices to performance outcomes." Industrial Marketing Management 45 (February 2015): 22–34. http://dx.doi.org/10.1016/j.indmarman.2015.02.018.

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42

Ivens, Björn S., Barbara Niersbach, and Catherine Pardo. "Key Account Management: Selling? Providing Services? … Or Both?" Marketing Review St. Gallen 32, no. 6 (2015): 70–79. http://dx.doi.org/10.1007/s11621-015-0592-7.

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43

Wengler, Stefan. "The Appropriateness of the Key Account Management Organization." Journal of business market management 1, no. 4 (2007): 253–72. http://dx.doi.org/10.1007/s12087-007-0016-3.

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44

Piercy, Nigel, and Nikala Lane. "The Underlying Vulnerabilities in Key Account Management Strategies." European Management Journal 24, no. 2-3 (2006): 151–62. http://dx.doi.org/10.1016/j.emj.2006.03.005.

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45

Richards, Keith A., and Eli Jones. "Key Account Management: Adding Elements of Account Fit to an Integrative Theoretical Framework." Journal of Personal Selling & Sales Management 29, no. 4 (2009): 305–20. http://dx.doi.org/10.2753/pss0885-3134290401.

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46

Smith, Brian D. "Myth, reality and requirements in pharmaceutical Key Account Management." Journal of Medical Marketing 9, no. 2 (2009): 89–95. http://dx.doi.org/10.1057/jmm.2009.11.

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47

Wengler, Stefan, Michael Ehret, and Samy Saab. "Implementation of Key Account Management: Who, why, and how?" Industrial Marketing Management 35, no. 1 (2006): 103–12. http://dx.doi.org/10.1016/j.indmarman.2005.08.011.

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48

Marcos-Cuevas, Javier, Satu Nätti, Teea Palo, and Lynette J. Ryals. "Implementing key account management: Intraorganizational practices and associated dilemmas." Industrial Marketing Management 43, no. 7 (2014): 1216–24. http://dx.doi.org/10.1016/j.indmarman.2014.06.009.

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49

Latif, Abdul, Zain-Ul -Abideen, and Muhammad Suhail Nazar. "Key Account Management Practices in FMCG Industry of Pakistan." International Journal of Knowledge, Culture, and Change Management: Annual Review 11, no. 4 (2012): 339–64. http://dx.doi.org/10.18848/1447-9524/cgp/v11i04/50165.

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50

Tzempelikos, Nektarios, and Spiros Gounaris. "Approaching Key Account Management from a long-term perspective." Journal of Strategic Marketing 21, no. 2 (2013): 179–98. http://dx.doi.org/10.1080/0965254x.2012.752399.

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