A network perspective of account manager performance

Abstract

Purpose The paper seeks to provide a conceptual model of the account management process that isolates the social connections of more versus less effective account managers. Design/methodology/approach The sales performance research tradition is reviewed and a social network perspective is offered to explore the web of internal working relationships that account managers activate to acquire customer and competitor information and create solutions for customers. Findings Available evidence suggests that network size, network range, and network diversity are among the relational properties that may influence account manager performance. By building a strong network of relationships both within the firm as well as within the customer organization, high‐performing account managers, compared with their peers, are better able to diagnose customer requirements, mobilize internal experts, and choreograph the activities that are required to out‐maneuver rivals and create the desired customer solution. Practical implications The information‐acquisition practices of high‐performing account managers provide a template for improving customer relationship management (CRM) systems and processes. Originality/value The paper demonstrates the value of a social network perspective in advancing knowledge of account manager performance.

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