Key Account Management (KAM) has been described as a relationship
oriented marketing approach to deal with major customers in
business-to-business (B2) markets. Increasing emphasis on KAM is
one of the most fundamental changes in marketing organizations, yet
is under-researched and not fully understood. The objectives of
this study is to explore the relationships between top management
involvement, use of teams, esprit de corps, access to sales and
marketing resources and KAM effectiveness.
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