International Key Account Management in Manufacturing Companies: An Exploratory Approach of Situative Differentiation

Zupancic, Dirk; Müllner, Markus

doi:10.1080/15470620802325807

Cited by 16 publications

(6 citation statements)

References 12 publications

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“…Eventually, 112 finished questionnaires were returned from the 600 companies that represent an 18.70% response rate. Previous studies show various rate like 23.3% in study done in US and Germany (Homburg et al 2002), 18.6% in North America and Western Europe (Shi et al 2010), 16.5% in Germany (Wengler et al 2006), 23.3% in US and Germany (Workman et al 2003), 20.8% in Europe and North America (Zupancic and Müllner 2008). Therefore, the response rate for the present study is comparable to those of previous studies.…”

Section: Sources and Data Collectionsupporting

confidence: 87%

Supplier capacity and key account management performance: a stochastic frontier analysis

Ahmmed¹,

Baten²,

Hossain³

et al. 2018

cuadernosgestion

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Section: Sources and Data Collectionsupporting

confidence: 87%

Supplier capacity and key account management performance: a stochastic frontier analysis

Ahmmed¹,

Baten²,

Hossain³

et al. 2018

cuadernosgestion

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Section: Introductionmentioning

confidence: 99%

“…Large firms in the supply chain are frequently linked by multiple business relationships, across different geographical and product markets, forming a potentially complex web of connections between the two firms (Homburg et al 2002;Zupancic and M€ ullner 2008;Trautmann et al 2009). Despite many firms' efforts to centralize their purchasing and marketing/sales activities, these buyer-supplier relationships are still often managed on the business unit level (Wengler et al 2006;Hartmann et al 2008), making the exchanges on individual markets organizationally distinct but interconnected (Martin and Eisenhardt 2010).…”

Section: Introductionmentioning

confidence: 99%

Multimarket Contact and the Use of Power in Buyer–Supplier Relationships

Reimann

Shen

Kaufmann

2017

J of Business Logistics

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Buyers and suppliers often have multiple business relationships with each other across different geographical and product markets, forming a potentially complex web of connections. What happens between the firms in one geographical or product market may influence their interactions in others. Prior research in strategic management has found that similar multimarket contact in horizontal relationships between competitors has important consequences for the firms’ use of market power. However, the consequences of multimarket contact in vertical buyer–supplier relationships remain unexplored. Building on resource‐advantage theory, this study proposes that multimarket contact between buyers and suppliers is linked to their respective propensity to use three types of mediated power in their relationships (i.e., reward, coercion, and legal legitimate) and that the effects of multimarket contact differ between buyers and suppliers. A vignette study with 143 purchasing managers and 137 business‐to‐business sales managers tests the developed hypotheses. The findings show that a higher level of multimarket contact encourages suppliers to use legal legitimate power to a greater extent and encourages buyers to use reward power to a greater extent but legal legitimate power to a lesser extent.

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“…By analyzing the business environment and different value perspectives, a supplier can manage its portfolio, plan its business and define the value to be provided to the customer (Guenzi and Storbacka, 2015; Storbacka, 2012). The definition of this value should be proactive (Blocker et al , 2011; Flint et al , 2011) and consider both the customer and the supplier (Ivens and Pardo, 2008), as well as international specificities (Ellis and Iwasaki, 2018; Neto et al , 2015; Zupancic and Mullner, 2008). Paying attention to the different types of buyer–supplier alignment kinds is also mandatory (and may attract TMs’ attention).…”

Section: Key Account Managementmentioning

confidence: 99%

Top managers’ role in key account management

Pereira

Tzempelikos

Trento³

et al. 2019

JBIM

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Purpose The purpose of this paper is to explore top managers’ role in key account management. Design/methodology/approach The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets. Findings Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizational structure/conditions by inducing internal and external questioning. They also contact key customers’ top managers to check on the changes required or to persuade them to change requirements, accept a higher price or redirect an unattractive order to competitors. They approve revisions on the key customers list, discuss with the key account manager how to redirect an unattractive opportunity to competitors and try to improve gains even in attractive orders. Research limitations/implications Additional research beyond the provided exploratory study is needed to generalize the results. The findings contribute to improving the understanding of how TMs get involved in key account management, buyer–supplier relationship improvement and increasing company profitability. They also unveil top managers’ role in internal culture creation and team engagement. Originality/value When managing their KAs, TMs seem to be sceptical, curious and pragmatic with their subordinates, as well as with the customers or competitors.

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International Key Account Management in Manufacturing Companies: An Exploratory Approach of Situative Differentiation

Cited by 16 publications

References 12 publications

Supplier capacity and key account management performance: a stochastic frontier analysis

Supplier capacity and key account management performance: a stochastic frontier analysis

Multimarket Contact and the Use of Power in Buyer–Supplier Relationships

Top managers’ role in key account management

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