Details

Handbook of Strategic Account Management

A Comprehensive Resource
1. Aufl.

von: Diana Woodburn, Kevin Wilson
40,99 €
Verlag:	Wiley
Format:	EPUB
Veröffentl.:	17.03.2014
ISBN/EAN:	9781118509074
Sprache:	englisch
Anzahl Seiten:	648

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Beschreibungen

Titelbeschreibung

A compilation of the established knowledge in strategic account management While companies and academics expend tremendous effort on mass marketing, they often overlook their immediate customers (which are critical in both senses) and hence the importance of strategic account management (SAM). This handbook is a compilation of papers that present researched knowledge of SAM across the academic community which fills a void in the existing academic literature. Handbook of Strategic Account Management identifies drivers of the SAM approach, key issues and success factors, operational needs and areas still awaiting exploration. Each paper includes an overall referenced summary of the tenets of SAM relevant to the area it reports, and together with the combined list of references, it creates an indispensable resource for academic readers, students, and researchers. Handbook of Strategic Account Management is written by over 40 knowledgeable experts with substantial experience of SAM from teaching, researching, writing and advising companies on why and how it works, spread widely across Europe and the US. It represents the balanced, researched body of knowledge in SAM and will be an invaluable resource to anyone exploring the approach, whether for a student thesis, for original research or for answers on how to approach SAM as a company initiative. "Today’s strategic, key and global account management professionals owe thanks to a small community of academic researchers who, over the past three decades have been pioneers in identifying, cataloguing and analyzing the selling and business management practices of an emerging profession we now call strategic account management. This Handbook is an important milestone to mark SAM’s still evolving impact on corporate business strategies and its ever-increasing relevance as a proven engine for growth in business-to-business strategic customer relationships." Bernard Quancard,President & CEO of SAMA (US-based Strategic Account Management Association with over 3,000 members worldwide) Yana Atanasova Bjorn Ivens Toni Mikkola Ivan Snehota Audrey Bink Ove Jensen Stefanos Mouzas Kaj Storbacka Per-Olof Brehmer Robert Krapfel Peter Naudé Olavi Uusitalo Noel Capon Antonella La Rocca Jukka Ojasalo Tom Vanderbiesen Simon Croom Sylvie Lacoste Catherine Pardo Stefan Wengler Osman Gök Nikala Lane Nigel Piercy Kevin Wilson Paolo Guenzi Régis Lemmens Michael Pusateri Diana Woodburn Stephan Henneburg Tommi Mahlamäki Jakob Rehme John Workman Sue Holt Malcolm McDonald Sanjiy Sengupta George Yip Christian Homburg Florin Mihoc Christoph Senn Judy Zolkiewski

Inhaltsverzeichnis

Acknowledgements vii The editors ix About this book xi Key strategic account management: where are we now? 1 Editors Woodburn and Wilson Section 1: Strategic dimensions of KSAM 35 Making the case for managing strategic accounts 37 Capon and Mihoc Drivers for key account management programmes 53 Brehmer and Rehme KSAM as an organizational change: making the transition 77 Woodburn Switching costs in key account relationships 103 Sengupta, Krapfel and Pusateri The strategic buyer: how emerging procurement strategies may support KAM/SAM relationships 115 Croom Social and ethical concerns in strategic account management: emerging opportunities and new threats 141 Piercy and Lane Section 2: Value creation through KSAM 169 Value in strategic account management 171 La Rocca and Snehota Value dimensions and relationship postures in dyadic ‘key relationship programmes’ 191 Henneberg, Pardo, Mouzas and Naudé ‘Vertical coopetition’: the key account perspective 205 Lacoste Key account management in business markets: an empirical test of common assumptions 227 Ivens and Pardo Strategic account plans: their crucial role in strategic account management 245 McDonald and Woodburn Using customer profitability and customer lifetime value to manage strategic accounts 267 Lemmens and Vanderbiesen Section 3: Developing KSAM programmes 287 A configurational approach to strategic account management effectiveness 289 Homburg, Workman and Jensen The appropriateness of the key account management organization 317 Wengler Organizational structures in global account management 337 Yip and Bink Strategic account management programmes: alignment of design elements and management practices 355 Storbacka Global customer team design: dimensions, determinants and performance outcomes 379 Atanasova and Senn Key accountization at Bosch Automotive Aftermarket Italy: managing and implementing a strategic change 405 Guenzi Section 4: Operationalizing KSAM 419 Recent developments in relationship portfolios: a review of current knowledge 421 Zolkiewski Account portfolio management: optimizing the customer portfolio of the firm 441 Gök Strategic account management processes at corporate, relationship and annual level 461 Ojasalo Developing strategic key account relationships in business-to-business markets 495 Wilson The role of the key/strategic account manager 515 Wilson and Holt The influence of personality on the job performance of strategic account managers 539 Mahlamäki, Uusitalo and Mikkola References 555 Author profiles 605 Index 615

Autorenportrait

Diana Woodburn researches, writes, teaches and consults in Key/Strategic Account Management. She started exploring the subject in 1997, and in 1998 she set up Cranfield’s KAM Best Practice Club with Professor Malcolm McDonald, with whom she wrote Key Account Management: The Definitive Guide (3rd edition 2011). She has taught thousands of key account managers and directors about KSAM and developed much of the teaching material used in the subject. Her prior career in marketing covered a wide range of sectors and continents. Kevin Wilson is a Professor of Marketing at Kedge Business School in Bordeaux where he holds the Chair of Selling and Client Relationships. He is a researcher, writer and presenter of over twenty years standing in the field of strategic account management, a past board member of the Strategic Account Management Association (SAMA) and a founder of the Sales Research Trust. He has published over 70 academic and practitioner articles and two books on the subject, Harnessing Global Potential for SAMA (2000) and Successful Global Account Management Wiley, (2002). Contributors: Yana Atanasova, Audrey Bink, Per-Olof Brehmer, Noel Capon, Simon Croom, Osman Gök, Paulo Guenzi, Stephen Henneburg, Sue Holt, Christian Homburg, Björn Ivens, Ove Jensen, Robert Krapfel, Antonella La Rocca, Sylvie Lacoste, Nikala Lane, Régis Lemmens, Tommi Mahlamaki, Malcolm McDonald, Florin Mihoc, Toni Mikkola, Stefanos Mouzas, Peter Naudç, Jukka Ojasalo, Catherine Pardo, Nigel Piercy, Michael Pusateri, Jakob Rehme, Sanjit Sengupta, Christoph Senn, Ivan Snehota, Kaj Storbacka, Olavi Uusitalo, Tom Vanderbiesen, Stefan Wengler, Kevin Wilson, Diana Woodburn, John Workman, George Yip, Judy Zolkwieski

Back cover copy

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.