What comprises a successful key account manager? Differences in the drivers of sales performance between key account managers and regular salespeople

Abstract

Although drivers of the performance of key account management programs have been of great interest to research and practice, research on drivers of sales performance at the individual level of key account managers is scarce. Based on survey data and objective performance data of 1205 key account managers and 5818 salespeople, this study identifies drivers of key account manager's sales performance and differences between the drivers of key account manager's and regular salespeople's sales performance. Most importantly, key account manager's project management skills, use of internal experts, creation and communication of customer value, and their need for achievement reflect positive drivers of sales performance whereas key account manager's use of digital tools diminishes their sales performance. Furthermore, the use of internal experts reflects a more important determinant of sales performance for key account managers than for regular salespeople, whereas project management skills are more strongly related to regular salespeople's sales performance than to key account manager's sales performance. This study provides important implications for the recruitment and training of key account managers.

Cite this work

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

Stored only when both papers are in the corpus — 19 citations exist upstream.

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