Midlands State University Library
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Developing a strategic framework of key account performance ctreated by Eli Jones Keith A Richards, Diane Halstead and Frank Q Fu.

By: Contributor(s): Material type: TextTextSeries: Journal of Strategic Marketing ; Volume 17, number 3 and 4,Abingdon Taylor and Francis 2009Content type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
Subject(s): Online resources: Summary: Strategic management of key accounts has become an important component of many companies' sales efforts. This research introduces a strategic framework of key account performance that integrates theory from relationship marketing, key account management, and customer equity. Using the three drivers of customer equity – value equity, brand equity, and relationship equity – the framework captures both the relational outcomes (relationship commitment and trust) and financial performance outcomes (profitability and share of spend) of strategic decisions made in key account programs. Implications and future research are then discussed.
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Holdings
Item type Current library Call number Vol info Status Notes Date due Barcode
Journal Article Journal Article Main Library - Special Collections HF5415.13 JOU (Browse shelf(Opens below)) Vol.17, No.3 and 4, pages 221-235 Not for loan For in-house use only

Strategic management of key accounts has become an important component of many companies' sales efforts. This research introduces a strategic framework of key account performance that integrates theory from relationship marketing, key account management, and customer equity. Using the three drivers of customer equity – value equity, brand equity, and relationship equity – the framework captures both the relational outcomes (relationship commitment and trust) and financial performance outcomes (profitability and share of spend) of strategic decisions made in key account programs. Implications and future research are then discussed.

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