companies, active in business markets, have problems managing their
most important or strategic customers. Those important customers
represent typically more than 80% of current and sometimes future
company revenues. Research indicates that in spite of an increased by
300% of the number of account managers between 1992 and 1996, 53%
companies still report the ineffectiveness of relationship building
with strategic customers (Napolitano, 1997). Our research confirms
these findings. We call this the efficient-performance problem.
Account management research is characterized by a discrepancy between
its practical importance and the research interest devoted to the
subject, despite the importance of account management for creating
shareholder value. Current academic research is consequently
under-researched and fragmented. This results in partially
understanding of account management.
Based on existing account
management and relationship marketing research, using the theoretical
foundations of the resource based view and the contingency theory; we
examined the effect of congruence on account management performance.
Three constructs were developed: inter-organization congruence,
intra-organization congruence and account management performance. We
examined as well two contingency effects: market turbulence and
technological turbulence. The research model was tested on 115 Belgian
companies active in business markets.
Results showed a significant and
positive effect between congruence and account management performance.
The utmost important predictor for account management performance was
strategic congruence between customer and supplier. Its importance
increased in an environment with high market turbulence and high
technological turbulence. Surprisingly we found that
intra-organization congruence had no significant effect on account
management performance. Based on these findings we developed the
account management congruence performance (AMCP) model.
demonstrates the major importance of customer selection on account
management performance. Companies can increase their performance if
they select strategic customers based on mutual strategic congruence
criteria. Research shows as well that internal account management
methodologies and systems have only a marginal impact on account
management performance. This research contributes to a further
integration between marketing organization research, relationship
marketing research and strategic management research.
of view or if you want to order the full report,
my dissertation committee were (2002):
Heene, Head management and entrepreneurship department, Supervisor,
Ghent University (B).
Patrick van Kenhove, Head marketing department,
Ghent University (B).
Arnoud De Meyer, Dean Judge Business
School, Cambridge University (UK) - (in 2002, Deputy Dean and Dean of Administration,
Paul Matthyssens, Marketing department, Antwerp University
Harry Commandeur, Dean Erasmus School of
Economics, Erasmus University Rotterdam (NL).
Stefan Stremersch, Erasmus School of
Economics, Erasmus University Rotterdam (NL) & Goizueta Business School, Emory University (USA).
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dinsdag april 21, 2009