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Relationship effectiveness and key a...

Richards, Keith.

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Relationship effectiveness and key account performance: Assessing inter-firm fit between buying and selling organizations.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Relationship effectiveness and key account performance: Assessing inter-firm fit between buying and selling organizations./
Author:	Richards, Keith.
Description:	84 p.
Notes:	Adviser: Eli Jones.
Contained By:	Dissertation Abstracts International68-05A.
Subject:	Business Administration, Marketing. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3267940
ISBN:	9780549065074

Relationship effectiveness and key account performance: Assessing inter-firm fit between buying and selling organizations.
Richards, Keith.

Relationship effectiveness and key account performance: Assessing inter-firm fit between buying and selling organizations. - 84 p.

Adviser: Eli Jones.

Thesis (Ph.D.)--University of Houston, 2007.

Key accounts represent one of a company's most important opportunities for developing successful partnerships. To develop these key accounts companies employ dedicated managers and align resources with the needs of the customer. Based on qualitative interviews conducted during this study, managers indicate that they intuitively know that "fit" between the buying and selling company is of great importance. Managers suggest that assessed "fit" helps determine when to invest and when to withhold investments with key accounts. However, this degree of fit has largely been ignored in academic literature. This study examines these dimensions of fit between the buying and selling firms that lead to improved account performance. A theoretical framework is developed from previous work in relationship marketing, strategic alliances and personal selling to describe the key account managers' evaluations of accounts across three inter-firm fit factors: strategic, operational and personal fit. By shifting the level of analyses from the organizational level to the account level, this study is operationalized at the level of managerial decision making. In addition to the qualitative data that were collected to shape the study, both survey data and company records were gathered from supporting organizations. An account-level structural model was estimated to determine the impact of inter-firm fit on a key account's performance. Evidence was found to support the influence of strategic, operational and personal fit on relationship effectiveness. Further, two of these three types of fit moderate relationships between previously established antecedents of relationship effectiveness. Finally, support is found for the relationship between relationship effectiveness and account performance.

ISBN: 9780549065074Subjects--Topical Terms:

1017573
Business Administration, Marketing.

Relationship effectiveness and key account performance: Assessing inter-firm fit between buying and selling organizations.
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100 1 $a Richards, Keith. $3 1286504
245 1 0 $a Relationship effectiveness and key account performance: Assessing inter-firm fit between buying and selling organizations.
300 $a 84 p.
500 $a Adviser: Eli Jones.
500 $a Source: Dissertation Abstracts International, Volume: 68-05, Section: A, page: 2065.
502 $a Thesis (Ph.D.)--University of Houston, 2007.
520 $a Key accounts represent one of a company's most important opportunities for developing successful partnerships. To develop these key accounts companies employ dedicated managers and align resources with the needs of the customer. Based on qualitative interviews conducted during this study, managers indicate that they intuitively know that "fit" between the buying and selling company is of great importance. Managers suggest that assessed "fit" helps determine when to invest and when to withhold investments with key accounts. However, this degree of fit has largely been ignored in academic literature. This study examines these dimensions of fit between the buying and selling firms that lead to improved account performance. A theoretical framework is developed from previous work in relationship marketing, strategic alliances and personal selling to describe the key account managers' evaluations of accounts across three inter-firm fit factors: strategic, operational and personal fit. By shifting the level of analyses from the organizational level to the account level, this study is operationalized at the level of managerial decision making. In addition to the qualitative data that were collected to shape the study, both survey data and company records were gathered from supporting organizations. An account-level structural model was estimated to determine the impact of inter-firm fit on a key account's performance. Evidence was found to support the influence of strategic, operational and personal fit on relationship effectiveness. Further, two of these three types of fit moderate relationships between previously established antecedents of relationship effectiveness. Finally, support is found for the relationship between relationship effectiveness and account performance.
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3267940