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Published by: University of California, Berkeley
Published in: "California Management Review", 2001

Abstract

There is a strong current trend toward globalization of the sales function, driven by increasing customer power, initiatives in customer relationship management, and the design of customer centric organizations. This article questions the wisdom of rapid adoption of global account management by vendor companies. Drawing on field and survey research among global account managers, the authors highlight a number of ways in which vendors can fail to reap the benefits of global customer relationships and, instead, suffer falling prices. A number of managerial guidelines are suggested for a strategic approach toward global customer management and an effective implementation of global account management programs.

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Abstract

There is a strong current trend toward globalization of the sales function, driven by increasing customer power, initiatives in customer relationship management, and the design of customer centric organizations. This article questions the wisdom of rapid adoption of global account management by vendor companies. Drawing on field and survey research among global account managers, the authors highlight a number of ways in which vendors can fail to reap the benefits of global customer relationships and, instead, suffer falling prices. A number of managerial guidelines are suggested for a strategic approach toward global customer management and an effective implementation of global account management programs.

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