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K Rottenberger‐Murtha
‘A NAM by any other name
H.J de Roos
Essenties van (key) account management
J.A Kriekaard
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Organizing and managing national accounts
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Mark Peck (1997)
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K Rottenberger‐Murtha
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An interaction approach
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Managing Business Relationships
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J.S Boles, B.K. Pilling, G.W Goodwyn
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The strategic salesforce: work load, compensation, and technology all affect key account management
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John Barrett (1986)
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J.M.G Floor, J.G Schraders
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T.R Wotruba
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Benson Shapiro, R. Moriarty (1982)
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James Boles, Bruce Pilling, G. Goodwyn (1994)
Revitalizing Your National Account Marketing ProgramJournal of Business & Industrial Marketing, 9
Benson Shapiro, R. Moriarty (1984)
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C.J Lambe, R.E Spekman
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Organizational structures of account management systems are one of the most interesting and controversial parts of account management systems, because of the variety of organizational options that are available. The main focus is on the organization of account management systems and particularly on the decisions that have to be made in the design of the system. Fifteen so-called decision topics, each representing a major decision in the process of designing an account management system, are selected. The decisions are mainly based on the matching of the working paper "Organizing the account force" of Shapiro and Moriarty with case study field research. In a table, a cross-reference has been made of the cases and the 15 decision topics selected. Furthermore, a model is presented that can be used as a guide for companies that are planning to implement an account management system or want to improve their account management system further.
Journal of Business and Industrial Marketing – Emerald Publishing
Published: Oct 1, 1999
Keywords: Key accounts; Business‐to‐business marketing; Organizational structure; Decision making
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