TY - JOUR
T1 - The role of core selling teams in supplier–buyer relationships
AU - Arnett, Dennis B.
AU - Macy, Barry A.
AU - Wilcox, James B.
N1 - Copyright:
Copyright 2017 Elsevier B.V., All rights reserved.
PY - 2005
Y1 - 2005
N2 - Key account management (KAM), which involves targeting the largest and most important customers and providing them with special treatment in the areas of marketing, administration, and service, is becoming an important component of many organizations’ marketing strategies. Research suggests that KAM enables the development of close relationships between suppliers and buyers, which, in turn, results in better performance for both organizations. This study examines the influence that core selling teams, a specific KAM strategy, have on supplier–buyer relationships. A model is developed using insights from research on sales and sales management, relationship marketing, and competitive advantage, which explains the influence that core selling teams have on supplier–buyer relationships. The model is tested using data from three sources: (1) self-report data obtained from members of 30 core selling teams of a global consumer products company and their direct (and indirect) managers; (2) data gathered, via personal interviews, from each of the core selling team’s key customers; and (3) objective sales data supplied by the global consumer products company involved in the study.
AB - Key account management (KAM), which involves targeting the largest and most important customers and providing them with special treatment in the areas of marketing, administration, and service, is becoming an important component of many organizations’ marketing strategies. Research suggests that KAM enables the development of close relationships between suppliers and buyers, which, in turn, results in better performance for both organizations. This study examines the influence that core selling teams, a specific KAM strategy, have on supplier–buyer relationships. A model is developed using insights from research on sales and sales management, relationship marketing, and competitive advantage, which explains the influence that core selling teams have on supplier–buyer relationships. The model is tested using data from three sources: (1) self-report data obtained from members of 30 core selling teams of a global consumer products company and their direct (and indirect) managers; (2) data gathered, via personal interviews, from each of the core selling team’s key customers; and (3) objective sales data supplied by the global consumer products company involved in the study.
UR - http://www.scopus.com/inward/record.url?scp=21244497604&partnerID=8YFLogxK
U2 - 10.1080/08853134.2005.10749045
DO - 10.1080/08853134.2005.10749045
M3 - Article
AN - SCOPUS:21244497604
VL - 25
SP - 27
EP - 42
JO - Journal of Personal Selling and Sales Management
JF - Journal of Personal Selling and Sales Management
SN - 0885-3134
IS - 1
ER -