Why are you really losing sales opportunities? A buyers' perspective on the determinants of key account sales failures

Managing value co-creation/destruction: a longitudinal education capital programme/project case study

“…During the three temporal brackets there were examples of "adaptive capability" (Friend, et al 2014) being used, although the New PM, who was not specifically in a KAMs role, was part of the "machinery" (McDonald & Woodburn, 2000), but still responsible for managing project expectations because the KAM was focused on programme stakeholders, rather than project stakeholders. Albeit subjectively compared to Friend, et al (2014) there was KAM failures.…”

“…During the three temporal brackets there were examples of "adaptive capability" (Friend, et al 2014) being used, although the New PM, who was not specifically in a KAMs role, was part of the "machinery" (McDonald & Woodburn, 2000), but still responsible for managing project expectations because the KAM was focused on programme stakeholders, rather than project stakeholders. Albeit subjectively compared to Friend, et al (2014) there was KAM failures. The New PM was adaptive (understanding, adaptive and responsive in attitude) and good at establishing a project relationship (collaborative, trustworthy and responsive to expectations), but was not adaptive or strong in forming programme relationships and costs did escalate.…”

Absolute versus relative sales failure

“…Monitoring sales failure is essential to maintaining the sales force and safeguarding corporate profitability (Mallin & Mayo, 2006). Notably, however, research shows that performance and failure likely operate independently of one another with a unique compilation of drivers, motivational reward systems, and downstream relational outcomes (Friend, Curasi, Boles, & Bellenger, 2014;Friend & Johnson, 2014). Given this understanding, research needs to continue to advance the field's limited understanding of sales failure by taking a more nuanced look at this phenomenon and its impact on the organization.…”

Criação de valor para o cliente: um estudo exploratório sobre programas de Key Account Management (KAM)

“…A importância da comunicação da proposta de valor é reforçada por um estudo recente que identificou dois principais fatores para o não fechamento de propostas de vendas dos fornecedores com seus clientes-chave: a percepção de benefícios insuficientes do relacionamento e a percepção de custos altos (FRIEND et al, 2014). A percepção de custos altos pelo cliente acontece por diversos motivos: quando os custos (ex.…”

“…A percepção de custos altos pelo cliente acontece por diversos motivos: quando os custos (ex. preço, custos de operação) são vistos como superiores ao da concorrência, a ausência de justificativa dos custos e as implicações de custos negativas a partir do baixo entendimento das expectativas dos clientes (FRIEND et al, 2014). Para mensurar o impacto no crescimento das receitas é preciso definir um baseline, ou seja, Neste cenário, é mais apropriado implementar um modelo sofisticado de Customer Profitability Analysis (CPA) onde a contabilização dos custos associados ao cliente é mais assertiva por meio da técnica de Activity-Based Costing (ABC) que consegue lidar com variações substantivas dos custos das atividades de serviços.…”