A Study On Key Account Management(KAM) Of F Company

With the global trend of economic integration, and the Chinese wine market is growing, more and more European manufacturers to set up offices in China. This shift encourage more enterprises to adopt the key customer relationship management(KAM) relationship marketing strategies to improve performance, but practice of how to successfully implement them under cross-cultural is rather limited.This paper uses case study and literature review methodologies to analyze the issue of poor performance or ineffectiveness of KAM the case company- European Agricultural Manufacturer F Company faced and the core reason to the issue-the ineffective implementation of KAM program. Therefore, the author use the Mc Kinsey 7S model as a lens to empirically analyze the core reason to the issue of ineffective implementation of KAM program in three organizational dimensions including key account management style of leadership, team skills and customer relationship management information systems.Based on the analysis I present three sets of recommendations for the case company to address the issues, accompanied by a conceptual model and a checklist. I hope my findings could provide managerial implications and practical value for other European Agricultural Manufacturers companies to effectively manage and implement KAM program under cross-cultural.