Key Account Managers' Role Within the Value Creation Process of Collaborative Relationships

Abstract

Value creation and key account management both attract increasing attention among marketing researchers and practitioners. At the intersection of both research streams, however, little is known about the role that key account managers play for the creation of customer-perceived value. Do key account managers contribute to customer value and if so, what are the basic drivers? Based on a qualitative study among key account managers and a quantitative study among purchasing managers, this paper develops and tests a framework for value creation in key account settings. From a managerial point of view, the paper informs key account managers of activities that effectively improve the overall value proposition. From a theoretical perspective, the study deepens our understanding of value creation in collaborative relationships.

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