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Handbook of Strategic Account Management. A Comprehensive Resource

  • ID: 2616944
  • Book
  • 648 Pages
  • John Wiley and Sons Ltd
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Strategic account management (SAM) is a difficult, fascinating, highly topical and enduring field that has so far attracted the attention and interest of a limited number of academics, much less than it deserves.  It is a distinctive and important domain of business that needs to have a place in the mind of academics as substantial as the attention it attracts in companies. 

Some academics claim that key strategic account management (KSAM) is just part of relationship marketing, and while it owes a great deal to that stream of thinking, there is much that is different: lumping them together is very misleading. 

At the same time, sales research literature contributes some valuable ideas to KSAM, but that generally assumes a substantial quantity of unconnected customers and opportunities: it is quite the reverse in KSAM, where opportunities are far fewer, bigger, wide–reaching, linked to the past and the future, critical, and often demanding of significant change in the supplier s business. Also intrinsic to KSAM is its impact on the internal organisation and the rest of the company, to which neither relationship marketing nor sales research gives much consideration.

The Handbook of Strategic Account Management is a unique and comprehensive collection of the current body of knowledge in KSAM that gives the most up–to–date and complete review of established knowledge in the field, while separating genuine knowledge from opinion and myth.

The book will prove to be an invaluable resource for students, lecturers and researchers in strategic account management, as well as serious practitioners. 

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Acknowledgements vii

The editors ix

About this book xi

Key strategic account management: where are we now? 1Editors Woodburn and Wilson

Section 1: Strategic dimensions of KSAM 35

Making the case for managing strategic accounts 37Capon and Mihoc

Drivers for key account management programmes 53Brehmer and Rehme

KSAM as an organizational change: making the transition 77Woodburn

Switching costs in key account relationships 103Sengupta, Krapfel and Pusateri

The strategic buyer: how emerging procurement strategies may support KAM/SAM relationships 115Croom

Social and ethical concerns in strategic account management: emerging opportunities and new threats 141Piercy and Lane

Section 2: Value creation through KSAM 169

Value in strategic account management 171La Rocca and Snehota

Value dimensions and relationship postures in dyadic key relationship programmes 191Henneberg, Pardo, Mouzas and Naudé

Vertical coopetition : the key account perspective 205Lacoste

Key account management in business markets: an empirical test of common assumptions 227Ivens and Pardo

Strategic account plans: their crucial role in strategic account management 245McDonald and Woodburn

Using customer profitability and customer lifetime value to manage strategic accounts 267Lemmens and Vanderbiesen

Section 3: Developing KSAM programmes 287

A configurational approach to strategic account management effectiveness 289Homburg, Workman and Jensen

The appropriateness of the key account management organization 317Wengler

Organizational structures in global account management 337Yip and Bink

Strategic account management programmes: alignment of design elements and management practices 355Storbacka

Global customer team design: dimensions, determinants and performance outcomes 379Atanasova and Senn

Key accountization at Bosch Automotive Aftermarket Italy: managing and implementing a strategic change 405Guenzi

Section 4: Operationalizing KSAM 419

Recent developments in relationship portfolios: a review of current knowledge 421Zolkiewski

Account portfolio management: optimizing the customer portfolio of the firm 441Gök

Strategic account management processes at corporate, relationship and annual level 461Ojasalo

Developing strategic key account relationships in business–to–business markets 495Wilson

The role of the key/strategic account manager 515Wilson and Holt

The influence of personality on the job performance of strategic account managers 539Mahlamäki, Uusitalo and Mikkola

References 555

Author profiles 605

Index 615

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Diana Woodburn
Kevin Wilson
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