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Global key account management and systems selling

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  • Millman, Tony F.

Abstract

Adoption of global key account management systems typically represents a response by selling companies to two inter-related structural changes in their business environment: first, the growing internationalisation of their industry and unprecedented levels of foreign competition; and second, the urgent need to retain customers of strategic importance (i.e. key accounts) against a background of centralised purchasing and supply base rationalisation. Global key account management is central to the ongoing, and often acrimonious debate captured in the slogan, "Think Global, Act Local", suggesting serious implications for organisation structure, co-ordination/control and relationship management. Yet global key account management is under-researched and its efficacy, therefore, only partially understood. Such matters have long preoccupied executives in multi-national companies operating in industries where "systems selling" is a way of life and where practice is ahead of both theoretical development and empirical research.

Suggested Citation

  • Millman, Tony F., 1996. "Global key account management and systems selling," International Business Review, Elsevier, vol. 5(6), pages 631-645, December.
    • Handle: RePEc:eee:iburev:v:5:y:1996:i:6:p:631-645
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    References listed on IDEAS

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    1. Cardozo, Richard & Shipp, Shannon, 1987. "New selling methods are changing industrial sales management," Business Horizons, Elsevier, vol. 30(5), pages 23-28.
    2. Dunn, Dan T. & Thomas, Claude A. & Lubawski, James L., 1981. "Pitfalls of consultative selling," Business Horizons, Elsevier, vol. 24(5), pages 59-65.
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    Cited by:

    1. Sandesh, Sadasivan Pillai & .S, Sreejesh & Paul, Justin, 2023. "Key account management in B2B marketing: A systematic literature review and research agenda," Journal of Business Research, Elsevier, vol. 156(C).
    2. Alajoutsijärvi, Kimmo & Mainela, Tuija & Salminen, Risto & Ulkuniemi, Pauliina, 2012. "Perceived customer involvement and organizational design in project business," Scandinavian Journal of Management, Elsevier, vol. 28(1), pages 77-89.
    3. Hui Shi, Linda & Zou, Shaoming & Cavusgil, S. Tamer, 2004. "A conceptual framework of global account management capabilities and firm performance," International Business Review, Elsevier, vol. 13(5), pages 539-553, October.
    4. Kevin Wilson & Dan Weilbaker, 2004. "Global Account Management: A Literature Based Conceptual Model," American Journal of Business, Emerald Group Publishing, vol. 19(1), pages 15-22.
    5. Murphy, William H. & Li, Ning, 2015. "Key account management in China: Insights from a Chinese supplier," Journal of Business Research, Elsevier, vol. 68(6), pages 1234-1241.
    6. Dahlgren, J. & Söderlund, J., 2001. "Managing inter-firm industrial projects -- on pacing and matching hierarchies," International Business Review, Elsevier, vol. 10(3), pages 305-322, June.

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