Key Account Management in Business-to-Business Markets: An Assessment of Its Economic ValueSpringer Science & Business Media, 2007 M11 6 - 294 pages Key account management as an alternative organizational form of marketing management became increasingly popular in many companies during the last years. In its beginning, key account management was particularly applied in the consumer packaged goods industry with respect to wholesalers as well as large department stores; for some time, key account management has also been applied time by suppliers in industrial markets as well as by companies offering product-related services in order to serve their most important customers. Despite its practical relevance in marketing management, the implementation of key account management as well as its integration within the supplier's organization is hardly realized on an adequate economic evaluation. Similarly, key account management controlling of an already implemented key account management organization is also lacking. These organizational units are, once implemented, neither controlled nor evaluated concerning their economic performance. With respect to these rather surprising findings in marketing management practice the author develops a theory-based decision support model, which seems capable of overcoming the previously described deficits. Based on a comparative analysis, the efficiency of alternative key account management organizations is evaluated using criteria developed from transaction costs economics. This decision model enables companies to evaluate each organizational key account management alternative on the basis of transaction cost economizing effects. In addition, set-up costs which arise due to the implementation of the organizational unit are also included in the cost-benefit calculation. |
Contents
1 | |
Stateoftheart of key account management in academia and science | 12 |
marketingprogram | 21 |
deficits | 63 |
Key account management controlling | 66 |
Analyzing key account management from the perspective | 98 |
the implementation of key account | 135 |
consequence of relationship marketing | 142 |
Determining the economic value of key account management | 166 |
Management implications | 218 |
Conclusion | 250 |
Common terms and phrases
account management controlling account management organization account management program alternative key account aspects assessment asset specificity bilateral governance bounded rationality business relationship company's concerning considerable context contracting controlling tools coordination corporate level customer contribution margin customer lifetime value customer value customer's decision alternative decision model decision-making divisional level economic agents economizing effects efficiency emphasizes environmental complexity environmental dynamics external factors firm Fließ functional level governance mode governance structure implementation decision implementation of key implementing key account increasing institutional integration intraorganizational investments key account management key account management's line key account line organization marketing & sales marketing organization matrix key account matrix organization needs organizational design organizational theory organizational unit perspective Plinke relationship marketing relevant requires Schreyögg 2003 secondary uncertainty Shapiro/Moriarty 1984a Söllner staff key account staff organization strategic supplier supplying company switching costs transaction cost analysis transaction cost economics Williamson 1985b Williamson 1996 Windsperger 1996