The Experts below are selected from a list of 328314 Experts worldwide ranked by ideXlab platform
Catherine Pardo - One of the best experts on this subject based on the ideXlab platform.
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Identification as a challenge in key Account Management : Conceptual foundations and a qualitative study
Industrial marketing management, 2020Co-Authors: Leonore Peters, Björn Sven Ivens, Catherine PardoAbstract:Managing business relationships requires that boundary-spanning actors, such as key Account managers, perform their task at the interface between two relational networks, the internal firm network and the network on the side of the key Account. Several streams of research have suggested that similar situations raise questions of identification, but the business-to-business literature has not yet paid much attention to this issue. This study focuses on key Account Management (KAM) as a typical task of inter-organizational interface Management. The conceptual foundations of identification in a sales-related interface context, such as KAM, are first discussed. It then pursues with a qualitative exploratory study that uses data gained through 40 semi-structured interviews with key Account managers to identify their identification anchors. The qualitative data suggest four identification foci, namely organizational identification, key Account identification, leader identification, and occupational identification, which are illustrated in a conceptual model. The study concludes with a discussion and avenues for future research.
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Key Account Management as a firm capability
Industrial marketing management, 2018Co-Authors: Björn Sven Ivens, Catherine Pardo, Alexander Leischnig, Barbara NiersbachAbstract:Firms manage numerous inter-organizational relationships. Key Account Management (KAM) is a concept used to manage a specific subset of these relationships, i.e. a supplier firm's relationships with strategically important customers. Scholars have studied different elements of KAM such as actors, resources, or relationships. Surprisingly few studies discuss the link between KAM and competitive advantage. By adopting a capability perspective on KAM, we seek to develop a theoretical basis to better explain its performance-implications. The capability perspective is compatible with extant approaches and complements them with new arguments concerning the value that a KAM system has in competition. The purpose of our article is to develop a conceptual model of a supplier firm's KAM capability and to indicate avenues for future research.
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Mind the gap : A process model for diagnosing barriers to key Account Management implementation
Industrial marketing management, 2018Co-Authors: Alexander Leischnig, Björn Sven Ivens, Barbara Niersbach, Catherine PardoAbstract:Today, many firms develop and implement key Account Management (KAM) programs to manage the relationships with strategically important customers. The implementation of KAM programs requires the configuration of special activities, actors, and resources dedicated to key Accounts, which poses major challenges for managerial practice. Firms often underestimate the fundamental organizational change required for a successful implementation of KAM. The objective of this article is to advance extant knowledge on KAM by developing a framework that outlines essential processes to assess and diagnose barriers to KAM implementation. In our article, we integrate extant knowledge on KAM organization and enactment, and we propose a four-step process model that links the concepts of embeddedness, differentiation, integration, and alignment. In addition, we illustrate our model in a case study analysis with a large-scale European industrial company. The findings of our study allow us to derive avenues for further research on KAM implementation as well as implications for Management practice.
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Managerial implications of research on inter-organizational interfaces : The case of key Account Management
IMP journal, 2016Co-Authors: Björn Sven Ivens, Catherine PardoAbstract:Purpose – The purpose of this paper is to identify what managerial implications research related to inter-organizational interfaces has been produced in marketing. For this aim, the authors focus on a specific concept implemented in many firms that operate on business-to-business markets, which is key Account Management (KAM). Design/methodology/approach – The authors used the Ebsco Database entering “Account Management” as a key word in the title row. The search provided 51 papers to which the authors added four MSI reports written by Moriarty and Shapiro between 1980 and 1984. The authors then identified such keywords as “managers”, “practitioners”, “marketers”, “managerial”, “business”, and their variations as well as normative words such as “should”, “must”, etc. in order to identify managerial implications. Findings – Four main findings are provided: a clear managerial purpose is affirmed by KAM academic works whether as a central “purpose” of the works or as “implications”; these managerial implications may display different forms (dimensions to be considered, consequences to anticipate, advices); though the managerial scope of KAM works is clearly visible, the sophistication of managerial recommendations remains … limited; the identification of who is exactly “the manager” targeted by the implications remains vague. Research limitations/implications – The authors discuss the notion of managerial relevance of academic research. Practical/implications – The authors explore sources for practices (whether they are the ones of scholars or managers) that could help “spelling out more effectively the managerial implications. Originality/value – To the knowledge this is the first work that reviews so precisely how academic articles address to the managerial audience on a precise issue. Furthermore, the authors believe that KAM is an interesting and appropriate field for such a review because it is widely implemented on business markets.
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Relationship keyness : The underlying concept for different forms of key relationship Management
Industrial marketing management, 2009Co-Authors: Björn Sven Ivens, Catherine Pardo, Robert Salle, Bernard CovaAbstract:For companies, relationships with external actors may constitute intangible assets. Many firms have put in place key Account Management programs in order to pay sufficient attention to strategically important customers and the marketing literature has studied such programs. However, a company's relationship portfolio also comprises relationships with other types of actors. The objective of this paper is to show that – across the different types of external relationships a company may develop – some relationships have more importance than others and, hence, are key. The authors argue that, as a consequence, the keyness of certain relationships has led to the emergence of approaches which can be referred to as key relationship Management. For this purpose, the authors first present empirical material on the Management of relationships between companies and their partners in strategic alliances from the French IT sector. They then discuss the concept of keyness as well as the common characteristics of different forms of key relationship Management such as key Account Management, key supplier Management and strategic alliance Management.
William A. Weeks - One of the best experts on this subject based on the ideXlab platform.
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The Evolution of National Account Management: A Literature Perspective
Journal of Personal Selling and Sales Management, 2013Co-Authors: Dan C. Weilbaker, William A. WeeksAbstract:While past literature has presented a longitudinal view of how selling jobs have changed or evolved over time and has included national Account Management as part of this phenomenon, an evolutionary investigation has not been undertaken regarding the national Account Management concept. This article uses a content analysis approach to review the relevant literature on national Account Management process. The literature evaluation concludes that the evolution of the national Account Management process closely resembles the product life cycle and/or the adoption curve. Practitioner's actions to advance national Account Management and implications for future academic research are discussed.
Richard James Osborn - One of the best experts on this subject based on the ideXlab platform.
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User Account Management & automation across multiple Active Directory domains
2014Co-Authors: Richard James OsbornAbstract:This project consists of a portable information system artefact that is to be administered around multiple Active Directory domains, across multiple sites, supporting multiple user profiles. The system artefact adopts a server-client configuration; with a server side supporting multiple clients. The system provides automated services for admin staff to manage their users across their domain environments. These automation services help manage the creation, deletion, upgrading and resetting of user Accounts. Search facilities for quick referencing and editing of user Account object within Active Directory are also provided by the system.
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user Account Management automation across multiple active directory domains
2014Co-Authors: Richard James OsbornAbstract:This project consists of a portable information system artefact that is to be administered around multiple Active Directory domains, across multiple sites, supporting multiple user profiles. The system artefact adopts a server-client configuration; with a server side supporting multiple clients. The system provides automated services for admin staff to manage their users across their domain environments. These automation services help manage the creation, deletion, upgrading and resetting of user Accounts. Search facilities for quick referencing and editing of user Account object within Active Directory are also provided by the system.
Tony Millman - One of the best experts on this subject based on the ideXlab platform.
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Key Account Management: Theory, practice and challenges
Journal of Marketing Management, 1997Co-Authors: Malcolm Mcdonald, Tony Millman, Beth RogersAbstract:Key Account Management is a natural development of customer focus and relationship majheting in husiness-to-huiinea markets. It offers critical benefits and opportunities for profit enhancement to both sides qf the seller/buyer dyad. This paper describes a framework for understanding the develop- ment of key Account relationships. It has also incorporated a comprehensive guide to the current practice of key Account Management and comments on the challenges for the future of key Account Management practice. The paper is based on research involving in-depth interviews with key aaount managers, their managers and their main contacts in the customer organisation. The scope of key Account Management is widening and becoming more complex. The skills of professionals involved in it at strategic and operational leveb need to be constantly updated and developed. T?iiJ paper demonstrates how key aaount Management can he implemented and points decision-makers in the right direction for better practice in the long term.
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Global key Account Management and systems selling
International Business Review, 1996Co-Authors: Tony MillmanAbstract:Adoption of global key Account Management systems typically represents a response by selling companies to two inter-related structural changes in their business environment: first, the growing internationalisation of their industry and unprecedented levels of foreign competition; and second, the urgent need to retain customers of strategic importance (i.e. key Accounts) against a background of centralised purchasing and supply base rationalisation. Global key Account Management is central to the ongoing, and often acrimonious debate captured in the slogan, "Think Global, Act Local", suggesting serious implications for organisation structure, co-ordination/control and relationship Management. Yet global key Account Management is under-researched and its efficacy, therefore, only partially understood. Such matters have long preoccupied executives in multi-national companies operating in industries where "systems selling" is a way of life and where practice is ahead of both theoretical development and empirical research.
Beth Rogers - One of the best experts on this subject based on the ideXlab platform.
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Auditing a strategic Account Management pilot: a case study in the marine manufacturing sector
2010Co-Authors: J. Grant, Beth RogersAbstract:This is a methodological paper demonstrating the process of applying academic research in the audit of a strategic Account Management pilot in a global company in the marine design, systems and services sector. A review of the academic literature on best practice in strategic Account Management, included in this paper, was used as the basis for an in-company multi-method research project to review the pilot and identify enhancements to the programme for the next stage of its roll-out. The way that the company built on the literature to verify the best practice framework identified is discussed. The framework identified here, and the primary research methods to determine perceptions of the pilot, proved to be a useful approach to auditing a strategic Account Management programme. These findings are based on a single company case study. This paper contributes a case study of the process of auditing a strategic Account Management pilot. This contributes a case of using theory in practice to the important body of literature on strategic Account Management in the particularly interesting context of an industry sector badly hit by the 2008-2010 recession.
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Key Account Management: Theory, practice and challenges
Journal of Marketing Management, 1997Co-Authors: Malcolm Mcdonald, Tony Millman, Beth RogersAbstract:Key Account Management is a natural development of customer focus and relationship majheting in husiness-to-huiinea markets. It offers critical benefits and opportunities for profit enhancement to both sides qf the seller/buyer dyad. This paper describes a framework for understanding the develop- ment of key Account relationships. It has also incorporated a comprehensive guide to the current practice of key Account Management and comments on the challenges for the future of key Account Management practice. The paper is based on research involving in-depth interviews with key aaount managers, their managers and their main contacts in the customer organisation. The scope of key Account Management is widening and becoming more complex. The skills of professionals involved in it at strategic and operational leveb need to be constantly updated and developed. T?iiJ paper demonstrates how key aaount Management can he implemented and points decision-makers in the right direction for better practice in the long term.