Key account management in fragmented business market value chains: conceptual insights and exploratory findings from an electronics component supplier

Abstract

Key account management (KAM) aims to develop successful and mutually beneficial business relationships with a company’s most important customers. Considering the increasing fragmentation of value chains in business markets as well as new academic insights on value and value creation, the purpose of this study is to examine their effects on KAM and particularly who a company’s most important customers really are.

This conceptual paper aims to add to the customer value-oriented evolution of KAM. The exploratory insights gained from the case study of a supplier in the electronics industry are mainly used to illustrate the impact of multistage business markets on KAM.

Based on a case study of an electronics component supplier and by applying a multistage marketing (MSM) as well as a customer-perceived value perspective, the authors demonstrate conceptually and empirically that the KAM perspective needs to be extended along the business market value chain for the proper selection and management of key accounts. The findings also underscore the importance of aligning goal structures across both external and internal KAM processes – on the corporate and organizational unit level.

The paper contribution to the KAM research field in two ways: it broadens KAM’s approach along the business market value chain by applying MSM as well as it proposes a value-oriented conceptualization of intra- and inter-organizational alignment by integrating the newest insights on customer value and value creation.

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