销售论文英文文献翻译及参考文献 第8页
Overall, Dawes and Massey found that sales managers reported generally high levels of effectiveness in their relationships with marketing managers. When both parties view their interdependence as high, there is a positive relationship between interdependence and trust. Trust has a positive impact on relationship effectiveness. Although the results of this work are not surprising, what is astonishing is that there has been so little attention to this relationship in the past. If organizations are going to effectively work across functions to manage strategic accounts, for example, then a positive working relationship between marketing and sales seems to be a minimal requirement for success. Coordination within a firm will have to occur to manage relationships outside the boundaries of that firm.
Gosselin and Bauwen (2006) examine account (customer) management from an integrated business process perspective, instead of from simply a sales or marketing management viewpoint. According to these authors, account management originated as a response to pressure from important industrial customers. Organizations used their purchasing power to force suppliers to create coordinated and client-specific sales and service channels for the most important customers. This approach was largely defensive, protecting sales to the largest customers.
Gosselin and Bauwen propose an account classification scheme that characterizes relationships between a seller and its customers based on the seller's competence development
proneness (ability to create value for the customer) and relationship proneness of the customer. In other words, a relationship develops not due to the effort of one party, but because of the ability and motivation of both parties. Further, the authors argue that long-term benefit accrues from strategic accounts (seller and buyer are both prone to develop a relationship), and from transactional accounts (those accounts where neither party is prone to develop a long-term relationship). Interestingly, the discussion of “key accounts” (those accounts where the seller's interest in a relationship is high, but the buyer's is low) is dismissed by the authors as missing the key element of the alignment of proneness to be in a relationship. These types of accounts are often viewed by practitioners as customers having great potential.毕业论文
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http://www.751com.cn/In the view of Gosselin and Bauwen, account management is a proactive stance which contributes to the creation of competitive advantage that increases firm performance and shareholder value. The authors present a model that explains how aligning with the “right” customers can create shareholder value through customer loyalty and create entry barriers for competing sellers, generate economic rents from the relationship that improve margins, and increase cash flow over the life of the relationship. They describe which accounts are the most likely prospects for focus, and the strategies for creating relationships in different relational contexts. Finally, the authors discuss how the strategic choices of “which customers” and “how to manage” affect how internal operations of the selling firm must be organized to succeed. The position put forth in this paper is not really revolutionary, but it should certainly motivate lively discussion about the role and importance of “key accounts.”
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