Background: KAM has received a lot of attention over the last decade, where organizations acknowledge the benefits, and choose to implement KAM programs within their companies. Research shows that the individual in a KAM manager role has a huge impact on the outcomes of KAM, crucially responsible for the relationships with the key accounts. Furthermore, there is a clear link between the selection of the right candidate in order to succeed with KAM, and the personality traits of a KAM manager.    Problem: Limited research has been carried out on the personality traits of KAM managers connected to the FFM, yet scholars indicate that the individual has a large effect on the outcomes of KAM. Also, few researchers study both the buyer´s and the supplier's side within KAM relationships, even though mutual benefits are an essential part of KAM.   Purpose: The purpose of the study is to identify if there is an existing mutual understanding between the buyer and supplier regarding valuable traits of a KAM manager to benefit KAM outcomes.    Method: The study utilizes a qualitative research approach, collecting primary data through six semi-structured interviews. The number of participants was equally distributed between buyers and suppliers, all experienced working with KAM. A thematic analysis was then used to analyze the empirical findings.     Conclusion: Based on the results, a conclusion is drawn that there is no mutual understanding between the buyer and supplier regarding valuable traits of a KAM manager. Aligning with previous research, all participants shared the view concerning the individual's importance in KAM, however having divided opinions about which personality traits would contribute to the valuable outcomes. The buyers emphasized the importance of structure and planning relating to the personality trait conscientiousness to optimize KAM outcomes, while the suppliers rather placed focus on aspects connecting to the personality trait extraversion.

Key Account Management har blivit uppmärksammat i tidigare forskning i många aspekter, men däremot har det lagts mindre fokus på betydelsen av nätverk inom företagssamarbeten.Med bakgrund till detta har denna uppsats ett teoretiskt fokus på hur svenska banker hanterarsina nyckelkunder och vilken betydelse dessa har för det fokala företaget. För att besvaraforskningsfrågan har uppsatsen utgått från en jämförande analys mellan två svenska bankersom arbetar med B2B samarbeten. Med hjälp av kvalitativa djupintervjuer med anställda frånvardera företag har likheter och skillnader kunnat sammanställas. Utifrån detta har slutsatserdragits av att båda bankerna delar många liknande värderingar och tankesätt vad det gäller attbehålla samarbeten. Även fast bankerna har liknande strategier utifrån många synvinklar,skiljer det sig i hur de skapar nya relationella partnerskap. Avslutningsvis är synen på nätverkoch företagets identitet relativt olika mellan de två olika bankerna som studerats.

Syfte – En förstudie på fallföretaget identifierade ett problem som ledde till att syftet och frågeställningarna formulerades. Studien syfte innebär att undersöka hur underhåll av en leverantörsrelation kan påverka ett speditörföretag. För att svara på studiens syfte har det brutits ner i två frågeställningar: Hur arbetar ett speditörföretag med sina leverantörsrelationer? Vilka är möjligheterna till att förbättra en leverantörsrelation? Metod – Studien är genomförd som en fallstudie med enfallsdesign. Empiri är insamlat med intervjuer, dokumentstudier och litteraturstudier. Litteraturstudien utgör grunden för studiens teoretiska ramverk som innehåller teorier inom leverantörssegmentering, interaktionsmodellen, Customer Relationship Management (CRM) och Key Account Management (KAM). Resultat – Studiens resultat innefattar att underhåll av leverantörsrelationer med hjälp av leverantörssegmentering, interaktionsmodellen, Customer Relationship Management (CRM) och Key Account Management (KAM) på ett fördelaktigt sätt bidrar till ett bra underhåll av leverantörsrelationer och förbättringsmöjligheter till tätare relationer. Implikationer – Med hjälp av befintliga teorier inom relationshantering bidrar studien med att underhålla och förbättra leverantörsrelationer. Studien riktar sig emot ett mindre utforskat område för transport- och speditörföretags underhåll och förbättringar av leverantörsrelationer. Begränsningar – Studien är utförd enbart på ett speditörföretag vilket begränsar studiens generaliserbarhet vilket påverkar studiens resultat. Studien har inte tagit hänsyn till kostnader för implementering för förbättringsåtgärder i arbete för bättre relationer samt att leverantörens synvinkel inte är undersökt. / Purpose – A pilot study at the case company identified a problem that lead to the purpose and research questions. The purpose of this study is to investigate how maintenance of a supplier relationship can affect a forwarder company. To answer the study's purpose, it has been broken down into two research questions: How does a freight forwarding company work with its supplier relationships? What are the opportunities to improve a supplier relationship? Method - The study is conducted as a case study with one-case design. Data is collected with interviews, document studies and literature studies. With the literature study, the basis for the study's theoretical framework contains theories in supplier segmentation, the interaction model, Customer Relationship Management (CRM) and Key Account Management (KAM). Results - The study's results include that maintenance of supplier relationships by means of supplier segmentation, the interaction model, Customer Relationship Management (CRM) and Key Account Management (KAM) in a beneficial way contributes to good maintenance of supplier relationships and improvement opportunities for closer relationships. Implications - Using existing relationship management theories, the study helps to maintain and improve supplier relationships. The study targets a less explored area for transport and freight forwarding companies' maintenance and improvements in supplier relationships. Limitations - The study is conducted only at one freight forwarding company which limits the generalizability of the study which affects the study's results. The study has not taken into account the costs of implementation for improvement measures in work for better relationships and that the supplier's point of view has not been examined.

Thesis (MBA)--University of Stellenbosch, 2011. / ENGLISH ABSTRACT: In the marketing of products and services to the business-to-business environment, companies need to be cognisant of the higher demands of its key accounts. This has lead to the introduction of key account management (KAM) processes to meet these demands. The key account management process, however, can lead to increased expectations from key customers and if not supported by an appropriate KAM strategy, will not necessarily replace the traditional buyer-seller relationship to build long-term relationships that are mutually beneficial for both parties. This research study examines the literature for the key dimensions required to develop a KAM strategy framework which can create a competitive advantage for Ceres Fruit Processors (CFP). The study investigates the current customer management practices at CFP and the perceptions, knowledge and attitudes of management towards KAM. These are analysed using a case study method and qualitative interviews with CFP management. The KAM strategy framework identifies four key elements that are required for the development of a KAM strategy. The strategy development requires companies to analyse (1) the selected customer‟s competitors, (2) customer‟s needs, (3) resource allocation and (4) current solutions in place to manage the strategic customer. This will result in the realisation of an appropriate KAM strategy that is integrated with the company‟s overall business strategy and structure. The research demonstrates that, although CFP has some of the KAM elements in place and the KAM principle is firmly entrenched in its business strategy, the systematic process to conceptualise a KAM strategy is lacking. The research further shows that the management of CFP have a good understanding of the basic elements of KAM. There is, however, a clear perception gap as to what management believe customer expectations are and what customers actually expect. The proposed KAM strategy framework can therefore be applied to conceptualise the implementation of a KAM programme for CFP and provide the mechanism to improve management‟s understanding of strategic customers‟ expectations. / AFRIKAANSE OPSOMMING: In die bemarking van produkte en dienste in die besigheid-tot-besigheid-omgewing is dit noodsaaklik dat maatskappye bewus is van die groter eise van hul strategiese kliënte. Om aan hierdie vereistes te kan voldoen, implementeer maatskappye kern-kliënt-verhoudingsbestuursprosesse. Dit kan egter lei tot verhoogde verwagtinge deur die strategiese kliënte en indien die program nie ondersteun word deur 'n toepaslike kliëntverhoudingsbestuur (KVB) strategie nie, sal die tradisionele koper-verkoper verhouding nie noodwendig ontwikkel in 'n langtermyn strategiese verhouding wat wedersydse voordele vir beide partye inhou nie. Hierdie navorsingstudie ondersoek die literatuur vir die kern-elemente wat benodig word vir die ontwikkeling van 'n KVB strategiese raamwerk wat 'n kompeterende voordeel vir Ceres Fruit Processors (CFP) kan bewerkstellig. Die navorsingstudie ondersoek die huidige kliëntebestuurspraktyke by CFP en die persepsies, kennis en houdings van die bestuur ten opsigte van KVB. Die analise word gedoen deur middel van 'n gevallestudie metode en kwalitatiewe onderhoude met die bestuur van CFP. Die KVB strategiese raamwerk identifiseer vier kern-elemente wat benodig word vir die ontwikkeling van 'n KVB strategie. Vir die ontwikkeling van 'n KVB strategie word vereis dat maatskappye 'n analise uitvoer ten opsigte van (1) kliënte se mededingers, (2) kliëntebehoeftes, (3) die allokasie van hulpbronne en (4) die bestaande oplossings om strategiese kliënte te bestuur. Die analise verskaf dan die nodige inligting vir die realisering van 'n toepaslike KVB strategie wat geïntegreer is met CFP se huidige korporatiewe strategie en struktuur. Die navorsing toon dat, alhoewel daar sekere elemente van 'n KVB by CFP bestaan en die KVB beginsels deel vorm van CFP se korporatiewe strategie, die sistematiese proses ontbreek om 'n KVB strategie te ontwikkel. Die navorsingsverslag dui verder aan dat die bestuur van CFP 'n goeie begrip het van die basiese elemente van 'n KVB proses. Daar bestaan egter 'n gaping in terme van CFP bestuur se persepsies van wat kliënte se verwagtings is en kliënte se werklike verwagtings. Die voorgestelde KVB strategiese raamwerk kan aangewend word om 'n KVB program te implementeer en kan dien as meganisme om bestuur se kennis ten opsigte strategiese kliënte se verwagtings te verbeter.

The discipline of marketing is evolving from a product centric paradigm where all value is invested in the product by the supplier and it is exchanged for a market determined price by means of an arm’s length transaction, to a service centric paradigm where value is co-created by customer and supplier through complex relationships in which the rewards are determined through negotiation. This study recognizes that in practice a supplier will and ought to continue to have some customer relationships that are transactional and others that involve higher levels of value co-creation. A five point continuum of relationships from transactional to strategic alliance is defined. Dyadic data in which customer and supplier are asked to evaluate the same relationship from their respective points of view are analyzed resulting in a portfolio of a supplier’s relationships that include each of the five levels. Three structured equation models are validated: first, the customer’s assessment of the level of relationship as a function of new, behaviorally anchored measures; second, the supplier’s assessment as a function of new, behaviorally anchored measures of investment; third, the differences between customer and supplier assessments as a function of differences in ratings of new, behaviorally anchored measures. Additionally, segmentation of the customer base is identified based on the level of assessment of the current and desired future level of relationship. Servicing processes are defined to enable the supplier to match the right offerings to each level of customer thereby optimizing their investment in their customer portfolio.

The discipline of marketing is evolving from a product centric paradigm where all value is invested in the product by the supplier and it is exchanged for a market determined price by means of an arm’s length transaction, to a service centric paradigm where value is co-created by customer and supplier through complex relationships in which the rewards are determined through negotiation. This study recognizes that in practice a supplier will and ought to continue to have some customer relationships that are transactional and others that involve higher levels of value co-creation. A five point continuum of relationships from transactional to strategic alliance is defined. Dyadic data in which customer and supplier are asked to evaluate the same relationship from their respective points of view are analyzed resulting in a portfolio of a supplier’s relationships that include each of the five levels. Three structured equation models are validated: first, the customer’s assessment of the level of relationship as a function of new, behaviorally anchored measures; second, the supplier’s assessment as a function of new, behaviorally anchored measures of investment; third, the differences between customer and supplier assessments as a function of differences in ratings of new, behaviorally anchored measures. Additionally, segmentation of the customer base is identified based on the level of assessment of the current and desired future level of relationship. Servicing processes are defined to enable the supplier to match the right offerings to each level of customer thereby optimizing their investment in their customer portfolio.

The choice of pricing model for software products is a complex procedure due to the different characteristics compared to physical products. This thesis investigates and compares software pricing models in a B2B setting, and describes how KAM plays a role in executing a pricing model. The research has been conducted as an opportunist case study on Adebro, a technology company in the B2B sector. The thesis have come to the following conclusions, with data from interviews and literature: Perpetual license is, and will continue to be, an attractive pricing model for Adebro. However, a subscription-based usage independent pricing model is also attractive for the future. Implications of switching pricing model would be largest when changing between a perpetual and subscription model, where revenue will have the most visual impact. The most important task for KAM is to communicate the change to current and new customers. KAM and the pricing model must also be structured to support each other to be successful. The thesis contributes to science by providing research on pricing models for manufacturing related software. However, studies concerning the weighting of importance for different pricing parameters would be of interest for the future.

This Master thesis is focused on topic of distribution channels and theirs practical application in distribution of Philips Oral Healthcare products on Czech market. The theoretical part is devoted to the physical structure of distribution channels, the parameters that define them, and the factors influencing their choice. Furthermore, the thesis focuses on the relationships that exist between channel members, a system for management and direction of the common value added. The thesis is further concerned about relationships developed in between two channel members and presents a system for management of such relationships in order to develop them and deliver additional value. Under this approach the thesis further deals with the process of key customers selection and their further integration. In the next section a more detailed presentation of Philips Company is given, followed by description of oral healthcare market competition and distribution of end customers by their habits. Furthermore the thesis describes a practical example of Philips dealing with key customer in oral healthcare category. In order to fulfill the set objectives of the this thesis deep analysis of Philips current distribution channels takes place, followed by described anticipated development and proposed important area to ensure such development.

隨著中國大陸及東南亞照明燈具產業設備的擴增，和廉價勞力成本的威脅以及受到整體大環境的不利因素，台灣燈具照明業者持續面臨著強敵環伺的處境，無疑對燈具出口貿易更是雪上加霜。但隨著近幾年來環保意識提昇及保護環境愛地球的觀念趨勢下，各國紛紛倡導綠能生活、節能減碳，更是為本研究個案公司創造新的轉型契機。 本研究個案公司藉此一波「綠能生活」趨勢轉折點，重新尋求企業定位並調整公司營運方向，利用顧客對燈具照明需求從傳統白熾燈轉變為LED照明和結合智能科技概念，並藉此導入核心顧客關係管理之經營理念，讓行銷聚焦於”挖掘需求,解決痛點,主動積極、細緻貼心”的顧客服務，塑造堅強之顧問式銷售團隊，深入暸解金字塔最上層之20%核心顧客需求並提供解決方案，增進顧客價值最大化，讓雙方合作形成牢不可破之「夥伴與合作式的核心顧客管理」，孕育雙方命運共同體的革命情感，創造雙方共同價值及雙贏策略。 有鑑於此，本研究個案公司利用個案公司中小企業特性，在資源有限的前提 下，推廣核心顧客關係管理的過程。首先，運用Barrett(1986)提出80/20 法則定律的行銷手法，搭配Malcolm McDonald和Beth Rogers(2006)將核心客戶管理分為六個階段，接著運用HouLun和TangXiaowo(2007)指出顧客價值具有雙重屬性，即顧客感知價值和顧客資產價值。個案公司不只是提供產品創造業績的顧客資產價值，而是再升級為顧客感知價值，”挖掘需求,解決痛點,主動積極、細緻貼心”超越客戶需求的顧客服務，將核心客戶關係管理的理論與實際行銷互相配合，創造個案公司與核心客戶的雙贏。 / With upgrading lighting industry of the mainland China and Southeast Asia, the threat of cheap labor costs and the overall environment of the negative factors, Taiwan's lighting industry continues to face the situation of a powerful enemy around, the lighting export performance is getting worse without doubt. However, with the environmental protection awareness in recent years to enhance and protect the environment of the Earth of trend concept in the world, countries have advocated green energy, energy saving and carbon reduction. Meantime, it brings new opportunities of transformation for the case study company. In this case study, the company turned to the trend of "green energy" which can re-locate and adjust the operating direction of company. The company transformed the lighting trend from traditional incandescent lamp to LED lighting integrated intelligent technology concept become core customer management business. The marketing focused on "find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. To build a strong consultative sales team, to understand deeply of the top 20% of the pyramid core customers’needs,to provide solutions to enhance customer value maximization, so that the corporation of the two parties can make an unbreakable "partnership and cooperative key account management" to create mutual values and win-win strategy. In view of this, the study of the case of small and medium enterprises using the characteristics of SMEs in the premise of limited resources, First of all, the promotion of core customer relationship management process, this paper divides key account management into six stages by using Barrett's (1986) marketing approach of 80/20 rule and Malcolm McDonald and Beth Rogers (2006), then using HouLun and Tang Xiaowo (2007) to point out that customer value has dual Attributes, named customer perceived value and customer asset value. Case-based company is not only to provide customers with product creation performance value of assets, but also upgrade customer perceived value. More than customers’expectation to "Find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. Key account relationship management theory and the practical marketing of the interaction between the case in the company and the core customers to create win-win situation.

Cross selling is the practice of selling additional products to an existing customer. It has the potential to boost revenues and can be beneficial for both the company and the customer. For many multi-divisional companies with product or service oriented organizational structures the attempt to realize the benefits of cross selling generates incentive problems. In this thesis, three problems spread over three business levels are identified. Firstly, management needs to (financially) motivate business units in fostering their cross selling efforts. Secondly, in order to make cross selling happen, business units need to cooperate and to exchange product-related information. Finally, in order to increase their short-term benefits business units might act opportunistically by selling products or services of other business units without paying attention to adding value for their customers. These incentive problems are theoretically examined by applying principal-agent theory and the theory of repeated games. Our findings suggest that an optimized incentive structure is required to make both the business units and the management better off. The thesis also analyses the circumstances and necessary prerequisites under which cross selling initiatives are beneficial for all involved parties. Apart from that cross selling sometimes may turn out to be non-beneficial. In addition to the elaborations above, risks and hazards of cross selling are presented in detail and applied for the extension of the underlying model. Bottom line, the work underlines that cross selling is to be realized holistically to ensure durable success. (author's abstract)