The impact of customer-initiated influence tactics in global account relationships
Опубликовано на портале: 25-12-20032002
|Тематические разделы:||Менеджмент, Маркетинг|
As a firm's ability to operate within a global context increases, the need to serve sophisticated and demanding markets all over the world becomes a strategic imperative. The development and implementation of Global Account Management (GAM) programs and processes is a response to this emerging imperative. While suppliers are struggling with managing their key customer accounts (Homburg, Workman, and Jensen 2002), customers are rationalizing their supply base and operating more closely with a limited number of suppliers. Firms that centralize their procurement activities expect similar integration from their suppliers. Today, major global customers demand customized product/service offerings, demands justified by the scale of business placed with the vendor globally. Although suppliers fear the downward pressure on price exerted from global customers buying from a single global price list, Montgomery, Yip, and Villalonga (1999) assert that uniform lower prices are not the key demand of customers in global account management programs. The changing dynamics of the global marketplace and the changing criteria for competitive success necessitate firms becoming effective competitors, as well as effective cooperators. Trust, commitment and cooperation in customer-supplier relationships is necessary due to increasing global demands. Despite a growing interest in global account management, it is still under-researched and only partially understood (Millman 1996). Thus far, the strongest driver of a company to implement GAM is believed to be global customers (Montgomery, Yip, and Villalonga 1999; Yip and Madsen 1996).