| There is recognition that market environment is shifting from “traditional” short-term, transactional exchanges to long-term, relational exchanges. The shift drives more supplier firms to adopt Key Account Management(KAM) programs, but practice of how to successfully implement them is rather limited.My goal in this study is to use case study and literature review methodologies to analyze the issue of poor performance or ineffectiveness of KAM the case company C Company faced and the core reason to the issue-the ineffective implementation of KAM program. I accordingly adopt 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 leadership style, staff and CRM information system.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 supply chain management companies to effectively manage and implement KAM program. |
