Marketing Strategy and Competitive Positioning pdf ebook

Figure 14.12 
The case for 
and against 
strategic account 
management
Traditional
buyer–seller
relationship
Strategic
account
management
relationship
The case for strategic account
management
The vulnerabilities in strategic
account management

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DEALING WITH DOMINANT CUSTOMERS
The rationale for SAM is that demands from large customers have caused suppliers to 
respond with dedicated organisational resources to concentrate on these ‘key’ or ‘stra-
tegic’ accounts and to incorporate special value-adding activities (such as joint product 
development, business planning, consulting services) into their offering to the customer 
(Dorsch et al., 1998). Fundamental to the logic of SAM is the suggestion of an inevitable 
concentration effect, whereby a small number of customers provide a disproportionately 
large share of a seller’s sales and profits (the so-called ‘20:80 rule’). Almost as a natural 
consequence, suppliers frequently dedicate most of their resources to the core portfolio of 
buyers who represent the highest stakes and are identified as ‘strategic accounts’ or ‘key 
accounts’ (Pardo, 1997).
SAM is a strategic development that has become increasingly widespread in response to 
a variety of customer and market pressures, which may be summarised as:
● 
escalating levels of competition in most markets and consequently higher selling costs 
for suppliers;
● 
increased customer concentration resulting from merger and acquisition activity, as well 
as competitive attrition in many markets during the recession;
● 
growing customer emphasis on centralised strategic purchasing as a major contributor 
to enhancing the buyer’s cost structure and building competitive success in their end-user 
markets;
● 
active strategies of supplier base reduction by larger buyers to reduce purchasing costs; 
● 
increasing exploitation by large customers of their position of strategic importance to 
their suppliers to gain lower prices and enhanced terms of trade (Capon, 2001).
Importantly, however, SAM is not seen simply as an organisational response that focuses 
on meeting growing demands from dominant customers; it is seen as progression towards 
a form of ‘partnership’ with those customers, characterised by joint decision making and 
problem solving, integrated business processes and collaborative working across buyer–
seller boundaries, described as a process of ‘relational development’ (Millman and Wil-
son, 1989). However, while we have discussed the strengths in effective strategic account 
relationships, decision makers should also recognise the growing evidence that ineffective 
strategic account relationships may create a range of strategic vulnerabilities for sellers.
14.6.3 Vulnerabilities in strategic account relationships
There are a number of potential flaws in the underlying logic for SAM, which may make it 
unattractive for sellers in some situations, and which should be made explicit in strategic 
choices.