Revitalizing Your National Account Marketing Program

James S. Boles · Bruce K. Pilling · George W. Goodwyn

34 citations0/0 files storedJournal of Business and Industrial Marketing

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Marketing and Advertising Strategies Customer Service Quality and Loyalty Consumer Market Behavior and Pricing

Abstract

The decision to establish or retain a national account marketing program is one faced by many firms whose product or service is sold through a business‐to‐business salesforce. Unfortunately, it is often difficult to determine whether the benefits obtained from establishing and/or maintaining a national account program outweigh the costs. This audit provides a structured approach to help firms decide if a NAM program is right for their particular company. Although, because of differences between firms, it is difficult to establish absolute decision rules, the audit can help a company decide whether to establish/maintain a national account marketing program.

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References

1985Winning and Keeping Industrial Customers : The Dynamics of Customer Relationships 1986Why major account selling works 1981Payoffs from national account management 1979The adoption of national account marketing by industrial firms 1980National account management

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1999Designing account management organizations 1996What national account decision makers would tell salespeople about building relationships 1997National Account Management: Large Account Selling or Buyer-Supplier Alliance?2009Proactive and reactive: drivers for key account management programmes 2013Managing and developing key supplier relationships: An introduction to the special issue, discussion and implications 2017Mind the gap: A process model for diagnosing barriers to key account management implementation 2007A service effort allocation model for assessing customer lifetime value in service marketing

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