مشارکت مشتری تامین کننده: برداشت از یک برنامه موفق مدیریت حساب های کلیدی

Key account management (KAM) is regarded as one of the significant marketing trends over the last few years. This study investigated the perceptions of suppliers and key account customers regarding the success factors of customer–supplier partnerships. The results are reported from a survey of 92 suppliers and 98 key account customers. Analysis of the results indicates that suppliers and their key account customers have similar perceptions of the key success factors in the customer–supplier partnership. Finally, recommendations for the development or improvement of a KAM program are presented.

Many companies have moved away from transactional-orientated marketing strategies towards relational-orientated marketing strategies. Suppliers have recognized that improved customer–supplier relationships increase key account customer retention and loyalty, allowing them to compete more effectively. This shift towards relationship marketing brought with it a new management philosophy, namely key account management (KAM). KAM is one of the more significant marketing trends of the past several decades [1]. It is a strategy used by selling organizations to serve high-potential, multi-location accounts with complex needs requiring individual attention through a carefully established relationship. A key account is a client or customer that is pivotal to a compound success in a market. The objective of this study is to investigate the perceptions of suppliers and their key account customers regarding the success factors of customer–supplier partnerships. Focusing on best practices and benchmarking against successful partnerships may help management improve the effectiveness of their partnerships.

This study identified that there are similar perceptions of the key success factors in customer–supplier partnerships, and it is only the degree and ranking of the success factors that differ. Key account managers play the most important role in the supplier–customer partnership. They form the vital link between the supply company and the key account customer. There are six fundamental success factors that could assist management in the creation of enhanced and sustainable relationships. They are the suitability of the key account manager, knowledge and understanding of the key account customer's business, commitment to the partnership, delivering value, importance of trust and the proper implementation and understanding of the KAM concept. There were two potential limitations to this research. Firstly, KAM is a new concept in managerial circles and many of the key aspects relating to the subject may not yet be fully understood. Secondly, KAM programs in most South African companies are relatively new when compared to traditional sales management. Key account databases, technology and relationships may as yet not have been implemented. Suggested areas for future research are as follows. An in-depth investigation focusing solely on key account customer's needs, requirements and perceptions in business partnerships will give management a better understanding of the key account customer's role in partnerships. A comparative study of KAM programs in the US and Europe and other countries can improve the understanding of KAM concepts.