From key account management to strategic partnerships: critical success factors for co-creation of value
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.Citation
Veasey, C. M. (2019). 'From key acccount management to strategic partnerships: critical success factors for co-creation of value'. Unpublished PhD Thesis. University of DerbyPublisher
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A decision support system for evaluating local authority housing maintenance strategies in the United KingdomPurpose The lack of smart resources management and servicescape strategies within the social housing sector in the late 1970s influenced the rise of successive Governments to consider the restructuring of the traditional ‘cumbersome’ Local Authority based structures and approaches toward more ‘enterprise focussed’ management organisations (Sharp & Jones 2012). This change in central Government policy encouraged Local Authorities to assign through outsourcing their housing stock (including associated asset management services) as part of a Large Scale Voluntary Transfer (LSVT) via a process of compulsory competitive tendering to Housing Associations and / or set up Housing Trusts to increase the accountability, efficiency, and effectiveness of social housing and healthcare provision in the local community. 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The research also demonstrates the potential value of the BSC approach to the management tool capable of generating a competitive edge in line with government policy which is currently directed towards encouraging RSLs to adopt a commercial business approach to their operations. The research also demonstrates that the adoption of a decision support system in the form of BSC has the potential to provide useful assistance to RSLs intending to move away from the traditional public sector approaches to management (a more private sector orientated) approach to their operations. The research also shows that asset managers experience little difficulty in understanding the principles behind the BSC approach and its application. In addition, the cascading effect of BSC in housing maintenance strategy means that the strategy can be converted into measurable actions at the operational levels thereby providing a direct link between strategy and its implementation. 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As a result of this research, the BSC model has demonstrated its usefulness and its appropriateness to housing maintenance decision making within the current economic conditions and changed regulatory regime. The BSC model is simple in nature but nonetheless sufficiently flexible to allow factors to be added or omitted to accommodate the requirements and structures of individual RSLs. Academic implications To date, most housing asset management have concentrated on the technical and cost aspects of maintenance management aimed at the micro level and have attached little attention to the needs of strategic management or the potential significance of the customer. These earlier researches have limited application to the needs of strategy management particularly under the current conditions which social housing providers are now required to operate (Sharp & Jones 2012). 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KEYWORDS Social Housing, Registered Social Landlords, Social Housing Providers, Customer Service Delivery, Asset Managers, Customer, Tenants, Repertory Grid
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