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.
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
Author profiles 605