Author Description

Key Account Management (KAM) has been described as a relationship oriented marketing approach to deal with major customers in business-to-business (B2) markets. Increasing emphasis on KAM is one of the most fundamental changes in marketing organizations, yet is under-researched and not fully understood. The objectives of this study is to explore the relationships between top management involvement, use of teams, esprit de corps, access to sales and marketing resources and KAM effectiveness.