Environmental factors influencing the management of key accounts in an Arab Middle Eastern context

ALHussan, Fawaz Baddar; AL-Husan, Faten Baddar; Fletcher-Chen, Chavi C-Y

doi:10.1016/j.indmarman.2014.02.008

Cited by 37 publications

(29 citation statements)

References 62 publications

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“…This is because the context has a strong influence on SAM implementation and this practice may be seen and applied differently in different companies, industries, and countries (ALHussan et al, 2014). Acknowledging these limitations, the present paper offers fresh insight on SAM implementation and functioning from contexts in which SAM is relatively under researched.…”

Section: Insert Tablementioning

confidence: 94%

“…Ojasalo (2001) proposed that SAM implementation and functioning consists of four basic elements: (1) identifying the key accounts through a number segmentation variables -criticality, quantity, replaceability, slack, (2) analyzing the account on levels such as basic characteristics, relationship history, the level commitment to the relationship, goal congruence of the parties, and switching costs, (3) selecting suitable strategies based on the power positions of the seller and the account, and finally, (4) continuously developing and customizing operational-level capabilities to enhance the relationship on levels such as products & services, organizational structure, information exchange, and personnel allocated to the account. ALHussan et al (2014), in turn, identified a number of environmental-specific factors that are likely to affect SAM implementation, including the intensity of competition and ownership structure; product and customer complexity; Western influences (education, training, experience, expatriation); and institutional and cultural influences. Abratt and Kelly (2002) shed light on a different set of factors including knowledge and understanding of the key account customer's business; proper implementation and understanding of the SAM program; commitment to the SAM program; suitability of the key account manager; and the level of trust between supplier and customer.…”

Section: Insert Tablementioning

confidence: 99%

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Strategic account management as a value co-creation selling model in the pharmaceutical industry

Pilon

Hadjielias

2017

JBIM

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Purpose: This study explores the dynamics enabling Strategic Account Management (SAM) to function as a value co-creation selling model in the pharmaceutical industry.Methodology: Using an inductive qualitative research design, data are collected within eleven 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 hospitalpharmaceutical 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 in 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 strategic account management 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.

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Section: Insert Tablementioning

confidence: 94%

Section: Insert Tablementioning

confidence: 99%

Strategic account management as a value co-creation selling model in the pharmaceutical industry

Pilon

Hadjielias

2017

JBIM

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“…Although we predicted that customer satisfaction (H3), rewarding CRM usage (H6), managing changes in CRM projects (H7) and sharing customer knowledge (H9) should positively influence employee perceptions of CRM, the findings of this study do not support these hypotheses. These results might be explained by the economic development, market conditions, and cultural values of the Arab world; these differences impact a variety of managerial practices and customer orientation activities, including metrics to track customer satisfaction, buyer-seller interactions, and the ways customer relationships start and develop (Ramesham et al 2006;ALHussan, AL-Husan, and Chavi 2014). Moreover, the typical hierarchal management structures alongside the weak institutional structures in the Arab world made it difficult for organisations to develop a viable customer-centric orientation.…”

Section: Factors Influencing Employee Perceptions Of Crmmentioning

confidence: 99%

Understanding customer relationship management (CRM) adoption in an Arab Middle Eastern context

Jaber

Simkin

2017

Behaviour & Information Technology

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While the development of CRM started in the developed west, it has rapidly spread to developing countries. However, the way organisations adopt CRM in developing countries, and more specifically in the Arab world might be different and the context certainly differs. There is a shortage of rigorous studies that examine drivers of CRM adoption in this context. In this study we examine the antecedents of CRM adoption in the Jordanian service sector. The conceptual framework of this research is tested using a crosssectional survey of more than 322 practitioners. Using structural equation modelling analysis, results specify six underlying factors that explain CRM adoption: segmentation analysis, clear direction and objectives, performance measurement, rewarding usage, managing project changes, and knowledge management. Each area has implications for improving practices and maximising the benefits of adopting the process or management practice of CRM. This paper identifies key practices to provide useful guidelines for organisations in the Arab world making plans to adopt CRM, with broader implications for the adoption of many systems and projects there and for CRM deployment in developed regions. Adoption process; CRM; innovation diffusion theory; knowledge management; employee perception; marketing operations Relationship Management Software, Worldwide, 2015"). This proves that CRM is a global concept (Ramaseshan et al., 2006). Nevertheless, most studies of CRM have either focused on Asia/Pacific markets (e.g. Lin et al. 2010; Wang and Feng 2012) or developed markets, such as North America (e.g. Krasnikov et al. 2009; Reimann et al. 2010) and Europe (e.g. Payne and Frow 2005; Rahimi et al. 2017). Findings from these studies are not easily comparable or applicable to companies in the Arab world, as different countries and regions represent varying practices and challenges to CRM (Ramaseshan et al. 2006). Hence, more research is needed to study the usage and implementation of CRM in developing markets, which are becoming increasingly important in their own right (Kumar et al. 2011). This study aims to determine the drivers or antecedents of CRM adoption in Jordan, an Arab developing country and to expand the understanding of CRM adoption and implementation per se.For many organisations, CRM has yet to deliver on its promises (Kim et al. 2012). The high failure rate of CRM projects suggests that researchers ought to provide business practitioners with better tools, which are useful for managing these projects (Forrester, "Map the way to your CRM business outcomes"). Industry studies have consistently emphasised that a lack of commitment to the core principles of CRM may explain why many organisations are disappointed by CRM implementation (Forrester, "Map the way to your CRM business outcomes"; Zahay et al. 2014). While there is a substantial body of literature concerning CRM and its adoption, research around this phenomenon is widely scattered and fragmented across different disciplines and perspectives (Gebert et al. ...

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“…Most of the relationship papers (24 articles) represent content addressing the relationship aspects such as; quality, satisfaction, value, trust, commitment etc. (Filiatrault and Lapierre, 1997;Patterson, 2000;Mittal, 2010;Bennett et al 2004;Money, 2004;Lapierre et al 1999;Gounaris, 2005;Molinari et al 2008;Rapp et al 2008;Theron et al 2008;Stan et al 2007;Chumpitaz et al 2007;Durvasula et al 2002;Peterson et al 2005;Doney et al 2007;Parry et al 2012;Ryals and Humphries, 2007;Mencarelli and Riviere, 2014;ALHussan et al 2014;Kelly and Scott, 2012;Bolton et al 2003;Keiningham et al 2003;Vosgerau et al 2008;Eid et al 2006;Johnson et al 2001), 6-7 studies addressed the network (Gummesson and Polese, 2009;Covelio and Brodie, 2001;Covelio et al 2002;Wilkinson, 2006;Jones et al 2013;Moliner-Velazquez et al 2014), and 6 addressed buyer-seller relationship (Barry et al 2008;Homburg and Garbe, 1999;Edvardsson et al 2008;Viio and Gronroos, 2014;Edvardsson et al 2014;Lambert and Enz, 2012). The remaining studies are related with relationship quality (Palmatier, 2008;Boles et al 2000;…”

Section: Thematic Characteristicsmentioning

confidence: 99%

Services Marketing Within Business-to-Business Context: A Content Analysis of 1996 – 2014 Period

Biyik¹

2017

EJBM

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The aim of the study is to conduct a content analysis of services marketing within business-tobusiness context that were published between years 1996-2014. A qualitative approach was used and content analysis was conducted on 71 articles from 24 journals in this study. Firstly, thematic investigation was conducted, and then coding process was completed. According to the results of content analysis, top research topics are determined based on services marketing and business-to-business context. The findings of the study also showed the least studied topics and shed light on new research areas to the researchers in the field of services marketing and business-to-business.

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Environmental factors influencing the management of key accounts in an Arab Middle Eastern context

Cited by 37 publications

References 62 publications

Strategic account management as a value co-creation selling model in the pharmaceutical industry

Strategic account management as a value co-creation selling model in the pharmaceutical industry

Understanding customer relationship management (CRM) adoption in an Arab Middle Eastern context

Services Marketing Within Business-to-Business Context: A Content Analysis of 1996 – 2014 Period

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