Sales coordination and structural complexity: a national‐international comparison

Abstract

Purpose

The existing literature on key account management (KAM) has focused more on sales forces and management levels than on their evolution. The purpose of this paper is to explore how sales activities can be coordinated to accommodate national and international KAM programs.

Design/methodology/approach

The paper is based on a longitudinal study of the industrial conglomerate ABB, 1996‐2008.

Findings

The diversity associated with geography and product complexity creates demands for a more flexible organization that can provide a more complete offering portfolio across national boundaries and still handle the demands of local organizations. In addition to internal organizational contingencies, the key factors and driving forces for the development of KAM programs are the marketing and purchasing strategies that buyer and seller firms perceive and encounter.

Research limitations/implications

The data are limited to one corporation and some of its key customers in different industries. Although the internal and construct validity of the findings are strong, the external validity cannot be assessed precisely.

Originality/value

The 12‐year study brings valuable insights to the development of KAM programs in multinational corporations and addresses coordination issues related to geographical and product complexity.

Citation

Rehme, J., Kowalkowski, C. and Nordigården, D. (2013), "Sales coordination and structural complexity: a national‐international comparison", Journal of Business & Industrial Marketing, Vol. 28 No. 6, pp. 514-522. https://doi.org/10.1108/JBIM-04-2013-0097