From key account management to strategic partnerships: critical success factors for co-creation of value

Thesis


Veasey, C. 2019. From key account management to strategic partnerships: critical success factors for co-creation of value. Thesis https://doi.org/10.48773/923wz
AuthorsVeasey, C.
Qualification namePhD
Abstract

Background and rationale for this study: This study investigates Key Account Management (KAM) from a Marketing and Business to Business perspective. A review of literature finds that in recent years marketing scholars have proposed that KAM is developing from its traditional roots in sales management to a greater focus on relational aspects; for example, including elements of Customer Relationship Management (CRM) and Service Dominant Logic (SDL). However, whilst the principles of CRM and SDL are well grounded within the marketing literature there is little empirical evidence to show practical application within KAM, which this study will seek to address.

Aim: To establish the Critical Success Factors (CSFs) for KAM and the personal characteristics of Key Account Managers (KAMs) in order to develop a new model to inform and guide practitioners and academics.

Methodology: The study aligns with a pragmatic research philosophy, where mixed methods are applied. The primary research includes a survey (n=71) and semi-structured interviews (n=15). Respondents were primarily KAMs from a variety of business sectors. The decision to follow pragmatism supported the use of mixed methods as well as modes of analysis and a continuous cycle of abductive reasoning while being guided by the research aim and objectives and the desire to produce socially meaningful knowledge. Pragmatism offers a strong emphasis on research questions, communication, and shared meaning making and seeks to achieve a balance between subjectivity and objectivity in research findings.

Findings: This research captured a shifting contemporary KAM approach where KAM is seen as a facilitator of on-going processes of voluntary exchange through collaborative, value creating relationships, leading to the development of strategic partnerships. The study finds that amongst KAMs whilst there is strong recognition of CSFs in KAM, CRM, and SDL, there are inconsistent and weak applications in practice. The study explores the reasons for this and proposes that more work is needed to better interpret and translate the language and rhetoric and theoretical principles.

Contribution: A new model for KAM is proposed showing the CSFs for implementation and a shift of emphasis from KAM to Key Account Relationships (KAR). The model covers the CSFs in CRM, and SDL, and provides guidance for issues in business processes, leadership roles, role clarity, remuneration and performance measurement, knowledge management, and skills, competencies and experience.

KeywordsKAM, Key Account Management, Sales, Buyers, Procurement, Sales Management, Service Dominant Logic, SDL, Co-creation, Co-creation of Value, Strategic Partnerships, Key Account Relationships, Business to Business, B2B, Customer Relationships, Customer Relationship Management, CRM, Critical Success Factors, CSFs, Key Account Managers, KAMs, Pragmatic Research, Mixed Methods, Personal Characteristics, Social Styles, Pragmatism, Collaborative, Business Processes, Leadership Roles, Role Conflict, Role Ambiguity, Role Clarity, Remuneration, Performance Measurement, Knowledge Management, Key Performance Indicators, KPIs, Appreciative Inquiry, AI
Year2019
PublisherUniversity of Derby
Digital Object Identifier (DOI)https://doi.org/10.48773/923wz
Web address (URL)hdl:10545/624205
File
File Access Level
Open
File
File Access Level
Open
Output statusUnpublished
Publication process dates
Deposited08 Oct 2019, 13:03
Publication dates27 Sep 2019
ContributorsLawson, Alison (Advisor) and Longbottom, David (Advisor)
Permalink -

https://repository.derby.ac.uk/item/923wz/from-key-account-management-to-strategic-partnerships-critical-success-factors-for-co-creation-of-value

Download files


File
license.txt
File access level: Open

PHD Thesis 07-10-19 CMV UDORA.pdf
File access level: Open

  • 123
    total views
  • 99
    total downloads
  • 2
    views this month
  • 6
    downloads this month

Export as

Related outputs

Digital Asset Marketing: Traceability as a competitive advantage in a low carbon economy
Hirst, A., Veasey, C. and Daniel, J. 2023. Digital Asset Marketing: Traceability as a competitive advantage in a low carbon economy. AM2023. From Revolution to Revolutions, University of Birmingham, UK, 3-6 July 2023, Academy of Marketing. University of Birmingham .
Cross-cultural perspectives on mental health shame among male workers
Kotera, Y., Jackson, J., Aledeh, M., Edwards, A., Veasey, C., Barnes, K., Komorowska, M. A., Adam, H. and Kirkman, A. 2023. Cross-cultural perspectives on mental health shame among male workers. Journal of Men's Health. 19 (3), pp. 65-71. https://doi.org/10.22514/jomh.2023.018
Construction and Factorial Validation of a Short Version of the Attitudes Towards Mental Health Problems Scale (SATMHPS)
Kotera, Y., Taylor, E. C., Wilkes, J., Veasey, C., Maybury, S., Jackson, J., Lieu, J. and Asano, K. 2022. Construction and Factorial Validation of a Short Version of the Attitudes Towards Mental Health Problems Scale (SATMHPS). Mental Health Religion & Culture. pp. 1-10. https://doi.org/10.1080/13674676.2022.2114441
Managing strategic accounts with empowerment and management support for co-creation of value
Veasey, C., Lawson, A. and Kotera, Y. 2021. Managing strategic accounts with empowerment and management support for co-creation of value. British Academy of Management.
An empathetic approach: Using appreciative inquiry to gain balanced insights
Veasey, C., Lawson, A. and Hancock, C. 2021. An empathetic approach: Using appreciative inquiry to gain balanced insights. Academy of Marketing.
Japanese Martial Arts for Wellbeing During COVID-19
Veasey, C., Foster Phillips, C. and Kotera, Y. 2021. Japanese Martial Arts for Wellbeing During COVID-19. International Journal of Spa and Wellness. 5 (2), pp. 1-13. https://doi.org/10.1080/24721735.2021.1976987
From KAM to KARMA: The evolution of Key Account Management for co-creation of value
Veasey, C. and Lawson, A, 2020. From KAM to KARMA: The evolution of Key Account Management for co-creation of value. British Academy of Management.
Identifying critical success factors in Key Account Management, along with characteristics of Key Account Managers, in order to develop a new model and approach to implementation
Veasey, C. 2016. Identifying critical success factors in Key Account Management, along with characteristics of Key Account Managers, in order to develop a new model and approach to implementation. British Academy of Management.