Organizational factors enhancing customer knowledge utilization in the management of key account relationships

Salojärvi, Hanna; Sainio, Liisa‐Maija; Tarkiainen, Anssi

doi:10.1016/j.indmarman.2010.04.005

Cited by 77 publications

(67 citation statements)

References 60 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Consistent with themes espoused in a market orientation (Kohli & Jaworski, 1990), Salojärvi, Sainio, and Tarkiainen (2010) find that developing customer knowledge enables organizations to respond to KA needs. Guenzi et al (2007) further find that organizations' encouraging a relational strategy leads to greater customer-oriented selling, adaptive selling, and team selling.…”

Section: Kam Literature China and Propositionssupporting

confidence: 56%

Government, company, and dyadic factors affecting key account management performance in China: Propositions to provoke research

Murphy

2015

Industrial Marketing Management

View full text Add to dashboard Cite

Section: Kam Literature China and Propositionssupporting

confidence: 56%

Government, company, and dyadic factors affecting key account management performance in China: Propositions to provoke research

Murphy

2015

Industrial Marketing Management

View full text Add to dashboard Cite

“…From the viewpoint that customer knowledge lays the foundations for customer value creation and that customer knowledge utilization reflects the firm's capability to utilize existing knowledge about and from customers in order to enhance its customer relationships (Salojärvi et al, 2010), one can argue that:…”

Section: Review Of Literature and Hypothesis Developmentmentioning

confidence: 99%

The causal relationships between aspects of customer capital

Chan

Wang²

2012

Industrial Management &Amp; Data Systems

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to propose and test a unified framework of the causal relationships among six aspects of customer capital: customer targeting, ability to identify customers' needs, customer service capability, construction and management of a customer information system, market intensity, and customer loyalty. Design/methodology/approach -A financial holding company in an emerging market, with successful customer relationship management, is selected as the case study object. The authors interviewed the management and distributed questionnaires to positions equivalent to or higher than the junior sales manager within two divisions of the corporate banking group. A total of 80 questionnaires were distributed, with a valid return rate of 73.75 per cent. The total number of subjects is 59 and the partial least squares method was adopted to examine the causal relationships between the different aspects of customer capital. Findings -The results support the authors' predictions on the causal relationships among the aspects of customer capital. The base aspect, customer targeting, significantly influences the ability to identify customers' needs and construction and management of a customer information system. These two aspects directly affect customer service capability, which further improves customer loyalty and market intensity. The authors also identify several indicators within each aspect to assist management in exploring areas for improvement. Practical implications -The evidence implies that a business should manage and control the leading aspects of customer capital, as this will help to improve and develop lag indicators. Based on the proposed cause-effect model, relevant capital elements can be identified which effectively enhance business-to-business (B2B) customer relationship management. Originality/value -The paper investigates the issue of customer relationship management from an integrated perspective. A causal relationship model of customer capital is developed and evidence provided on how different aspects of customer capital are linked to each other.

show abstract

“…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.…”

Section: Introductionmentioning

confidence: 99%

“…Salojärvi, Sainio, & Tarkiainen, 2010;Rollins, Bellenger, & Johnston, 2012b;Joshi & Sharma, 2004). However, customer knowledge is complex to manage, dynamic in nature, and quickly goes out of date (Rollins et al, 2012b).…”

Section: Introductionmentioning

confidence: 99%

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

Chari

Tarkiainen

Salojärvi

2016

Journal of Business Research

Self Cite

View full text Add to dashboard Cite

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.

show abstract

Organizational factors enhancing customer knowledge utilization in the management of key account relationships

Cited by 77 publications

References 60 publications

Government, company, and dyadic factors affecting key account management performance in China: Propositions to provoke research

Government, company, and dyadic factors affecting key account management performance in China: Propositions to provoke research

The causal relationships between aspects of customer capital

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

Contact Info

Product

Resources

About