A stage model for transitioning to KAM

Iain Andrew Davies · Lynette J. Ryals

45 citations0/0 files storedJournal of Marketing Management

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Customer Service Quality and Loyalty Marketing and Advertising Strategies Corporate Governance and Management

Abstract

This paper investigates the under-researched area of key account management (KAM) implementation through a systematic review of the literature, syndications with a panel of industry exemplars, and a survey investigating how organisations implement KAM. Through this we identify a stage model that identifies not only how companies currently transition to KAM in practice, but also suggests how they could improve their chances of success in transitioning to KAM. We demonstrate the fundamental elements of a KAM programme and the extent to which companies feel KAM has met their pre-implementation expectations.

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References

1995Relationship marketing: Bringing quality, customer service and marketing together 2002Profit priorities from activity based costing 2000Key Customers: How to manage them profitably 1984Organizing the national account force 1980National account management

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2013Attitudes and behaviours of key account managers: Are they really any different to senior sales professionals?2022Key account management in B2B marketing: A systematic literature review and research agenda 2014Implementing key account management: Intraorganizational practices and associated dilemmas 2017Mind the gap: A process model for diagnosing barriers to key account management implementation

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