Which resources and capabilities underpin strategic key account management?

• Published in: Industrial marketing management Vol. 75; pp. 160 - 172
• Main Authors: Guesalaga, Rodrigo, Gabrielsson, Mika, Rogers, Beth, Ryals, Lynette, Marcos Cuevas, Javier
• Format: Journal Article
• Language: English
• Published: Elsevier Inc 01-11-2018
• Subjects: Key account management; Resource-based theory; Strategic account management; Key account management; Resource-based theory; Strategic account management
• ISSN: 0019-8501; 1873-2062
• DOI: 10.1016/j.indmarman.2018.05.006

Key account management (KAM) supports the profitability and financial sustainability of firms in business-to-business markets. It also attracts considerable academic research. However, KAM research remains largely atheoretical and lacking in conceptual foundations. This paper argues for an organizational-level, resource-based view of KAM. Using a systematic approach, the authors review the KAM literature to identify the critical resources and capabilities that underpin strategic KAM. The analysis synthesizes and integrates previous research on KAM applying a resource-based lens to reveal that strategic KAM comprises complex portfolios of resources and capabilities that constitute a source of competitive advantage. The authors discuss the theoretical and practical implications of this unique view of KAM and identify directions for further research.