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Implementing key account management: intraorganizational practices and associated dilemmas

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Implementing key account management: intraorganizational practices and associated dilemmas. / Marcos-Cuevas, Javier; Natti, Satu; Palo, Teea et al.
In: Industrial Marketing Management, Vol. 43, No. 7, 10.2014, p. 1216-1224.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Marcos-Cuevas, J, Natti, S, Palo, T & Ryals, LJ 2014, 'Implementing key account management: intraorganizational practices and associated dilemmas', Industrial Marketing Management, vol. 43, no. 7, pp. 1216-1224. https://doi.org/10.1016/j.indmarman.2014.06.009

APA

Marcos-Cuevas, J., Natti, S., Palo, T., & Ryals, L. J. (2014). Implementing key account management: intraorganizational practices and associated dilemmas. Industrial Marketing Management, 43(7), 1216-1224. https://doi.org/10.1016/j.indmarman.2014.06.009

Vancouver

Marcos-Cuevas J, Natti S, Palo T, Ryals LJ. Implementing key account management: intraorganizational practices and associated dilemmas. Industrial Marketing Management. 2014 Oct;43(7):1216-1224. Epub 2014 Jul 19. doi: 10.1016/j.indmarman.2014.06.009

Author

Marcos-Cuevas, Javier ; Natti, Satu ; Palo, Teea et al. / Implementing key account management : intraorganizational practices and associated dilemmas. In: Industrial Marketing Management. 2014 ; Vol. 43, No. 7. pp. 1216-1224.

Bibtex

@article{fd194829a48f430685403e835ad19046,
title = "Implementing key account management: intraorganizational practices and associated dilemmas",
abstract = "Over the last few decades, key account management (KAM) has become a widespread approach to creating value in strategic customer relationships. Research in KAM has often focused on the role of the key account manager, taking a customer interface perspective and adopting cross sectional methods. We contribute to the KAM body of knowledge by presenting a novel longitudinal study of the intraorganizational decisions and dilemmas faced by leaders when implementing KAM programs. Our findings demonstrate that deploying KAM involves the continual balancing and harmonization of strategic and operational practices. In particular, we show that KAM programs become embedded when firms create structural as well as individual support systems and when long-term aims can be reconciled with the need for short term deliverables.",
keywords = "Key account management, Strategic customers , Relationship marketing, Strategic sales",
author = "Javier Marcos-Cuevas and Satu Natti and Teea Palo and Ryals, {Lynette J.}",
year = "2014",
month = oct,
doi = "10.1016/j.indmarman.2014.06.009",
language = "English",
volume = "43",
pages = "1216--1224",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",
number = "7",

}

RIS

TY - JOUR

T1 - Implementing key account management

T2 - intraorganizational practices and associated dilemmas

AU - Marcos-Cuevas, Javier

AU - Natti, Satu

AU - Palo, Teea

AU - Ryals, Lynette J.

PY - 2014/10

Y1 - 2014/10

N2 - Over the last few decades, key account management (KAM) has become a widespread approach to creating value in strategic customer relationships. Research in KAM has often focused on the role of the key account manager, taking a customer interface perspective and adopting cross sectional methods. We contribute to the KAM body of knowledge by presenting a novel longitudinal study of the intraorganizational decisions and dilemmas faced by leaders when implementing KAM programs. Our findings demonstrate that deploying KAM involves the continual balancing and harmonization of strategic and operational practices. In particular, we show that KAM programs become embedded when firms create structural as well as individual support systems and when long-term aims can be reconciled with the need for short term deliverables.

AB - Over the last few decades, key account management (KAM) has become a widespread approach to creating value in strategic customer relationships. Research in KAM has often focused on the role of the key account manager, taking a customer interface perspective and adopting cross sectional methods. We contribute to the KAM body of knowledge by presenting a novel longitudinal study of the intraorganizational decisions and dilemmas faced by leaders when implementing KAM programs. Our findings demonstrate that deploying KAM involves the continual balancing and harmonization of strategic and operational practices. In particular, we show that KAM programs become embedded when firms create structural as well as individual support systems and when long-term aims can be reconciled with the need for short term deliverables.

KW - Key account management

KW - Strategic customers

KW - Relationship marketing

KW - Strategic sales

U2 - 10.1016/j.indmarman.2014.06.009

DO - 10.1016/j.indmarman.2014.06.009

M3 - Journal article

VL - 43

SP - 1216

EP - 1224

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

IS - 7

ER -