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dc.contributor.authorAshill, Nicholas
dc.contributor.authorNaumann, Earl
dc.contributor.authorSirdeshmukh, Deepak
dc.contributor.authorWilliams, Paul
dc.date.accessioned2013-06-12T11:22:40Z
dc.date.available2013-06-12T11:22:40Z
dc.date.issued2013-06-12
dc.identifier.urihttp://hdl.handle.net/11073/5884
dc.description.abstractThis paper examines the strategic drivers of effective key account management (KAM) and their integration into the relationship lifecycle. Previous KAM initiatives have tended to be focused on the sellers' perspective, resulting in bias, resistance and subsequent failure of many KAM systems. We contribute to previous research by first, identifying a set of processes relevant to the strategic co-creation of relationship value and the role of KAM in this process. These processes include the relational co-creation of value, collaborative inter-firm communication, and joint problem solving. Secondly, we consider the moderating implications of KAM relationship lifecycle phases on the influence of these key processes. Recent research has established that relationship development transitions across phases of exploration, build-up, and maturity with variations in underlying relational dynamics across the phases. KAM systems thus need to factor in the relationship cycle when directing resources towards their key accounts.en_US
dc.language.isoen_USen_US
dc.publisherAmerican University of Sharjahen_US
dc.relation.ispartofseriesSchool of Business Administration Working Paper Seriesen_US
dc.subjectKey account managementen_US
dc.subjectCo-creationen_US
dc.subjectRelationship lifecycleen_US
dc.titleKey Account Management and the Relationship Lifecycle: Towards a Framework for Collaborationen_US
dc.typeWorking Paperen_US


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