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In business-to-business (B2B) markets, the success of key account management (KAM) teams depends on how they are structured and how they handle customer relationships. The authors conceptualize relationships among selling team members as a within-seller (intrafirm) network and the relationships between selling team members and buyer representatives as a buyer–seller (interfirm) network. Drawing on both structural (buyer–seller density, within-seller density, and within-seller centralization) and functional (buyer–seller similar function ties and within-seller cross-functional ties) composition attributes of these networks, the authors examine how the interplay between these networks drives seller account profitability. Using data from 207 key account managers across B2B industries, the authors uncover a nuanced pattern of interplay across the two networks. Densities in the two networks are mutually substitutive, but density in the buyer–seller networks and centralization in the within-seller networks serve complementary roles. Cross-function ties in the within-seller network serve a complementary role too, but only in relation to similar function ties in the buyer–seller network. In contrast, within-seller centralization supports both network density and similar function ties in the buyer–seller network and, thus, emerges as a valuable KAM team characteristic. These findings suggest multiple ways for firms to align interfirm and intrafirm KAM networks to improve account profitability.

In a survey of key account managers, we examine how internal and external collaboration individually and jointly affect performance. We shed light on the role of proactiveness in generating these effects. Using a social exchange theory lens, we consider how managing a portfolio of relationships through collaboration, both inside and outside of the organization, plays an important role in key account manager performance. Using data collected from key account managers across a range of industries, this study finds that proactive key account managers have higher levels of collaboration and performance. We find however that only the joint effect of internal and external collaboration positively affects performance. Interestingly, there were no direct effects. This study extends our understanding of the nature of collaboration in business-to-business relationships. Drawing on these findings, we discuss several theoretical and managerial implications.

Suitable for students of business and finance, the book offers readers a balanced and considered guide to the economics of the fund management industry and a critical appraisal of the sector's future.

An increasing number of companies select strategic customers, who are then treated differently from standard customers. Thus, the customer-facing function has been divided into two separate functions: traditional selling and strategic account management. This article seeks to provide a comprehensive overview that compares the competencies of salespeople with the competencies of strategic account managers. The article's objective is to highlight a competency path that can lead salespeople to transition successfully into strategic account managers. Leveraging the two distinct competency classifications, we identify the key skills that traditional salespeople must be trained in or \"unlearn\" to successfully transition. From a theoretical perspective, this article bridges the gap between the literature on sales and the literature on strategic account management and pinpoints the major differences between those two customer-facing dimensions. From a managerial perspective, the article helps practitioners draw a competency grid to assess both salespeople's ability to succeed in their role transition and the training required to support this transition.

Purpose The purpose of this study is to explore relational aspects of key account management (KAM) in terms of social capital and relationship quality. The second objective was to identify the main dimensions that shape social capital and relationship quality within the KAM context. Finally, the third objective was to explore how relational KAM is practiced in the Middle Eastern context. Design/methodology/approach This study used a qualitative methodology and a multiple case design. Semi-structured interviews were carried out with a sample of senior executives from large Saudi firms. Findings The results highlight the importance of relationship quality and social capital to KAM implementation. A multiple case study was used to build a relational framework for KAM in the Middle Eastern context. Practical implications Three strategies were identified for use within the context of KAM in the Saudi market. The first strategy consisted of a means of attracting potential customers. The second strategy involved communication, aimed at maintaining frequent contact with key accounts. Finally, the third strategy was concentrated in maintenance to help sustain the relationship with key accounts. Originality/value This study extends understanding and the application of KAM to the Middle Eastern context, contributing to social capital, relationship quality and the KAM literature.

This research uses a combination of text mining, co-word analysis, and social network analysis (SNA) to review 132 international sales and sales management (ISSM) articles published between 1980 and 2017. The study provides a unique view of the past and future of ISSM research and provides three principal contributions. First, from a social network-analytic perspective, it offers a unique examination of the ways ISSM research topics are interconnected, as reflected by keyword network structure. Second, by conducting SNA across two periods (1980-1999 and 2000-2017) and examining the changes in network centrality measures, the study offers initial insights into the evolving nature of the ISSM literature. Third, the study reports keyword network disconnections (i.e., structural holes) to propose a fruitful agenda for future ISSM research. Taken together, this research offers a current perspective of the ISSM research domain's evolving nature.

Team selling is a useful approach for retaining strategically important accounts in business-to-business markets. For key account sales teams, ensuring adequate access to information about customer needs offers sustainable competitive advantages. However, the internal alignment of market information remains a recurring managerial issue in key account team selling. This study develops a moderated mediation model to identify management strategies that encourage team members' formal information sharing, which in turn improves team effectiveness. Analysis of a multilevel data set comprising 37 fluid key account teams reveals that customer orientation and task interdependence increase formal information sharing among team members. Managers' exercise of professional control strengthens the positive impact that formal information sharing has on team satisfaction. However, the practice has a dysfunctional influence on the positive effect of task interdependence on formal information sharing. Firms with key account management (KAM) programs must decide whether the marginal benefits attained by advocating such professional control outweigh the possible drawbacks.

Purpose This study aims to explore the dynamics enabling strategic account management (SAM) to function as a value co-creation selling model in the pharmaceutical industry. Design/methodology/approach Using an inductive qualitative research design, data are collected within 11 industry customers in Canada. This work focuses on hospitals as strategic accounts of pharmaceutical companies, exploring SAM value co-creation in the “hospital-pharmaceutical company” relationship. Findings The findings suggest the presence of two key dimensions that can enable a value co-creation SAM model in the hospital-pharmaceutical relationship: “customer-tailored value-added initiatives” and “relationship enhancers”. Customer-tailored value-added initiatives explain the activities that are central to the hospital-pharmaceutical company relationship and can lead to the provision of value added that is unique to the hospital. Relationship enhancers explain the activities that can help strengthen hospital-pharmaceutical company relations in the pursuit of enhanced value-added interactions between the two parties. The research demonstrates a cyclical relationship between “customer-tailored value-added initiatives” and “relationship enhancers”, leading to value co-creation through a SAM model. Practical implications The study informs pharmaceutical industry practitioners on how to improve their value proposition through new, more sustainable selling practices. It offers information on implementing a value co-creation SAM model, which can enable pharmaceutical companies to sustain long-lasting value-added relationships with key accounts such as hospitals. Originality/value The study contributes to the field of SAM by conceptualizing SAM as a value co-creation system. It introduces new knowledge in pharmaceutical marketing by offering empirical insight on the applicability and use of SAM in the hospital-pharmaceutical company dyad.

The biggest key aspect to the success of a business is a satisfied customer. For this reason, it is possible to state that the growing trend of focusing on the customer and his/her needs has prevailed in recent years. The aim of this article is to analyze the use of CRM (Customer Relationship Management) systems in small- and medium-sized enterprises (SMEs) in the Czech Republic and to find the determinants for CRM system implementation. The best practice for CRM implementation suitable for SMEs is clarified using a specific case of a global enterprise. A fully functional CRM system can be considered a competitive advantage, and this is not only the case for global companies, but also for small and medium enterprises. Using a functional CRM interconnected with an ERP system, enterprises are able to manage business and direct marketing activities, as well as the company's overall profits. These functional systems lead to an integrated system called funnel management, which improves customer relationship management and leads to a sustainable business.

Although many multinational companies have instituted global account management (GAM) programs to coordinate selling activities to better serve and retain their key global customers, evidence of the effectiveness of their GAM coordination efforts is elusive. Viewing GAM coordination as an organizational design issue in managing vertical procurement relationships, the authors draw on global marketing strategy, organizational design, and relationship marketing theories to study how the performances of GAM coordination mechanisms vary with a host of strategic, relational, and environmental conditions. The conceptual model is tested using data collected from a cross-national sample of more than 200 global account managers. The results show that although GAM relational coordination and GAM operational coordination both have positive effects on GAM performance, they do not perform uniformly well under various boundary conditions. In other words, the performance of a GAM coordination mechanism depends on its fit with the operating context.