The hidden risks in strategic account management strategy

Nigel F. Piercy · Nikala Lane

52 citations0/0 files storedJournal of Business Strategy

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Customer Service Quality and Loyalty Quality and Supply Management Corporate Governance and Management

Abstract

Purpose – To provide a critical perspective on the robustness of strategic account management (sometimes called key account management) strategies as an approach to managing relationships with large and very large customers.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 52 citations exist upstream.

References

1999Processual issues in key account management: underpinning the customer‐facing organisation 1994Strategic Sales Management: A Boardroom Issue

Cited by

2009Proactive and reactive: drivers for key account management programmes 2010The role of non-governmental organizations in global health diplomacy: negotiating the Framework Convention on Tobacco Control 2020A meta-analytical review of factors affecting the strategic thinking of an organization 2013Attitudes and behaviours of key account managers: Are they really any different to senior sales professionals?2016Firm-internal key account management networks: Framework, case study, avenues for future research 2022Key account management in B2B marketing: A systematic literature review and research agenda 2017Key account management as a firm capability 2013Approaching Key Account Management from a long-term perspective

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.