A Configurational Perspective on Key Account Management

Homburg, Christian; Workman, John P.; Jensen, Ove

doi:10.1509/jmkg.66.2.38.18471

Cited by 350 publications

(396 citation statements)

References 93 publications

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“…Even though levels of FORM and TMI often go hand in hand in KAM organizations (see Homburg et al, 2002), sometimes companies may need to choose between one of these two approaches to maximize CKU. Firms may adopt the second pathway (e.g.…”

Section: Interpretation Of Resultsmentioning

confidence: 99%

“…high levels of FORM and varying levels of TMI) for higher CKU levels, if top management do not have sufficient time to be involved in all relationships with key account customers or when intensive involvement may have negative consequences. According to Homburg et al (2002), this configuration is referred to as operating-level KAM. Alternatively, firms may adopt the first pathway (e.g.…”

Section: Interpretation Of Resultsmentioning

confidence: 99%

“…high levels of TMI and varying levels of FORM) if key account coordinators are locally based (i.e. isolated KAM in the taxonomy of Homburg et al, 2002).…”

Section: Interpretation Of Resultsmentioning

confidence: 99%

“…Despite its increasing strategic importance, there is little research focusing on the intra-organizational aspects of customer knowledge processing. In order to address this gap, the SST study draws on Homburg et al (2002) and proposes a conceptual model in which CKU is a central activity within the dimensions of KAM. The conceptual framework of the SST study and associations is shown in Figure 1.…”

Section: Customer Knowledge Utilization: Sst Studymentioning

confidence: 99%

“…Drawing on Homburg, Workman, and Jensen (2002), the (hereafter SST) study argues that CKU is a central activity in KAM. The SST proposes different KAM dimensions as drivers of CKU and provides several implications for managers overseeing key account relationships.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Alternative pathways to utilizing customer knowledge: A fuzzy-set qualitative comparative analysis

Chari

Tarkiainen

Salojärvi

2016

Journal of Business Research

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This study explores alternative configurations of causes to customer knowledge utilization using a set theoretic approach with fuzzy set qualitative comparative analysis. The study uses a previous empirical dataset of Salojärvi, Sainio, and Tarkiainen (2010) to assess organizational factors that enhance customer knowledge utilization. The results show that use of key account management teams and customer relationship management systems are core predictors for high degrees of customer knowledge utilization. However, these core causes are not sufficient on their own; they need to be accompanied by different degrees (i.e. high/low) and combinations of other peripheral antecedents, such as customer relationship orientation, top management involvement, and formalization. This study shows that many firms make trade-off decisions regarding the use of these core and peripheral conditions. The present study identifies alternative pathways to customer knowledge utilization, discuss their differences, and suggest managerial implications and future research directions.

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Section: Interpretation Of Resultsmentioning

confidence: 99%

Section: Interpretation Of Resultsmentioning

confidence: 99%

“…high levels of TMI and varying levels of FORM) if key account coordinators are locally based (i.e. isolated KAM in the taxonomy of Homburg et al, 2002).…”

Section: Interpretation Of Resultsmentioning

confidence: 99%

Section: Customer Knowledge Utilization: Sst Studymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Alternative pathways to utilizing customer knowledge: A fuzzy-set qualitative comparative analysis

Chari

Tarkiainen

Salojärvi

2016

Journal of Business Research

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The Influence of Personality on the Job Performance of Strategic Account Managers

Mahlamäki¹

2012

Handbook of Strategic Account Management

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Value Dimensions and Relationship Postures in Dyadic ‘Key Relationship Programmes’

Henneberg¹,

Pardo²,

Mouzas³

et al. 2012

Handbook of Strategic Account Management

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Business-to-business marketing is often concerned with the way in which companies manage strategically important relationships with their counterparts: their Key Relationship Programmes (KRPs). These relationships can be managed through the implementation of specific managerial and organisational structures, commonly implemented via Key Account Programmes (on the supplier side) or Key Supplier Programmes (on the customer side). Underlying this managerial process is an implicit assumption that these important relationships bring some form of additional value to one or both parties involved. However, a dyadic view of how this value is created and shared between the parties remains an under-researched area. In this conceptual paper, we use the multi-faceted value construct introduced in Pardo et al. (2006) and posit that the buyer's or seller's value strategies can be best understood as being internally, exchange, or relationship based. This in turn allows us to analyse the value gained as being the outcome of one of nine generic key relationship postures within any dyadic KRP. We focus on an analysis of so-called "managed" relationship postures and identify a number of dyadic activities and competencies that we hypothesise are important in managing such KRPs, and which can form the basis for further empirical research.

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A Configurational Perspective on Key Account Management

Abstract: Institut für Marktorientierte UnternehmensführungIn seiner Arbeit wird das IMU durch einen Partnerkreis unterstützt. Diesem gehören renommierte Wissenschaftler und Manager in leitenden Positionen an:

Cited by 350 publications

References 93 publications

Alternative pathways to utilizing customer knowledge: A fuzzy-set qualitative comparative analysis

Alternative pathways to utilizing customer knowledge: A fuzzy-set qualitative comparative analysis

The Influence of Personality on the Job Performance of Strategic Account Managers

Value Dimensions and Relationship Postures in Dyadic ‘Key Relationship Programmes’

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