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Article
Publication date: 3 June 2019

Giancarlo Pereira, Nektarios Tzempelikos, Luiz Reni Trento, Carlos Renato Trento, Miriam Borchardt and Claudia Viviane Viegas

The purpose of this paper is to explore top managers’ role in key account management.

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Abstract

Purpose

The purpose of this paper is to explore top managers’ role in key account management.

Design/methodology/approach

The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets.

Findings

Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizational structure/conditions by inducing internal and external questioning. They also contact key customers’ top managers to check on the changes required or to persuade them to change requirements, accept a higher price or redirect an unattractive order to competitors. They approve revisions on the key customers list, discuss with the key account manager how to redirect an unattractive opportunity to competitors and try to improve gains even in attractive orders.

Research limitations/implications

Additional research beyond the provided exploratory study is needed to generalize the results. The findings contribute to improving the understanding of how TMs get involved in key account management, buyer–supplier relationship improvement and increasing company profitability. They also unveil top managers’ role in internal culture creation and team engagement.

Originality/value

When managing their KAs, TMs seem to be sceptical, curious and pragmatic with their subordinates, as well as with the customers or competitors.

Details

Journal of Business & Industrial Marketing, vol. 34 no. 5
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 3 May 2016

Carlos Renato Trento, Timóteo Stüker, Giancarlo Medeiros Pereira, Miriam Borchardt and Cláudia V. Viegas

The purpose of this paper is to investigate opportunities to move benchmarking studies toward a strategic level. The authors benchmarked how service prices are defined based on…

1691

Abstract

Purpose

The purpose of this paper is to investigate opportunities to move benchmarking studies toward a strategic level. The authors benchmarked how service prices are defined based on the value added for the customer.

Design/methodology/approach

A multi-case research investigated how manufacturers can increase their service revenues; how corporate reputation can be analyzed to enhance financial and market performance; how customer satisfaction and price acceptance are related; and how benchmark studies can move to a more strategic level based on a conjoint analysis of value and price.

Findings

Price’s benchmarking studies must combine the customers’ value demands; the customer expectations associated to each value demand; the competitor prices; and the revenue alternatives that a supplier can explore (e.g. sale of new goods, services for new goods, services for non-new goods, and repair parts). The combination of these elements reveals several opportunities for revenue generation. This combination may also help to explain the existence of different prices for similar goods and services. The authors referred to this as a flexible pricing policy. Flexible pricing may help manufacturers maximize revenues, and win and maintain customers.

Research limitations/implications

The following research questions are suggested for future studies: What other elements should be considered in strategic benchmarking studies? What other elements can influence a flexible pricing policy for goods, spare parts, and services? In what contexts can a flexible pricing policy be applied? How should flexible pricing practices be benchmarked?

Practical implications

A strategic benchmarking study must first identify the customers’ value demands. It is then necessary to analyze customer expectations associated to each value demand. As shown, customers may have different expectations for the same product or service. Similar expectations must be grouped together in order to allow a well-structured benchmark.

Originality/value

The authors’ findings suggest interesting points to be observed by the manufacturers who supply integrated solutions with a long life cycle.

Details

Benchmarking: An International Journal, vol. 23 no. 4
Type: Research Article
ISSN: 1463-5771

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Book part
Publication date: 22 August 2006

José Renato de Campos Araújo, Odair da Cruz Paiva and Carlos L. Rodriguez

When examining anecdotal evidence of migration processes, from historical and geographical perspectives, stories of individual immigrants that became successful entrepreneurs in…

Abstract

When examining anecdotal evidence of migration processes, from historical and geographical perspectives, stories of individual immigrants that became successful entrepreneurs in the host country are commonplace. These narratives help individualize and romanticize the usually crude statistics of the increasingly common population movements across political borders. They also serve a number of purposes within the ethnic community, most of them associated with the creation and nurturing of the group's social capital. This critical ethnic resource has been consistently shown to provide significant benefits to immigrant communities, particularly in environments with higher levels of perceived risk (e.g., Portes, 1998; Martes & Rodriguez, 2004).

Details

Developmental Entrepreneurship: Adversity, Risk, and Isolation
Type: Book
ISBN: 978-1-84950-452-2

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Article
Publication date: 1 January 1953

M. ROBERT‐HENRI BAUTIER

Avant‐propos sous les auspices de l'Institut international de Coopération intellectuelle, paraissait en 1934 le t. I, consacré à l'Europe, du Guide international des Archives. Le…

112

Abstract

Avant‐propos sous les auspices de l'Institut international de Coopération intellectuelle, paraissait en 1934 le t. I, consacré à l'Europe, du Guide international des Archives. Le questionnaire envoyé à tous les États européens comportait sous les points 4 et 6 les questions suivantes: ‘Existe‐t‐il un guide général pour les diverses catégories d'Archives ou des guides particuliers pour l'une ou l'autre d'entre elles?’ et ‘Existe‐t‐il des catalogues imprimés, des publications tant officielles que privées, susceptibles de constituer un instrument complet de référence pour tout ou partie importante des fonds d'archives?’ Les réponses des divers pays à ces questions, malgré leur caractère très inégal, ont fait du Guide international un bon instrument d'information générale sur les Archives. Malheureusement les circonstances ont empêché la publication du volume consacré aux États non européens, tandis que le temps qui s'écoulait tendait à rendre périmés les renseignements fournis sur les Archives européennes.

Details

Journal of Documentation, vol. 9 no. 1
Type: Research Article
ISSN: 0022-0418

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