Search results

The purpose of this teaching case study is to analyze, conceptualize and redesign sales approaches with the example of a German wire company selling in the US market.

This is a case‐based research paper that describes in detail successful sales channel redesign in a business‐to‐business context.

The case study shows the significant advantages of systematic research and optimization of sales channels. The potentials of the wire group in the USA were not utilized because only rough estimates of the US market existed. The new concept bears many advantages: important customers and important regions are covered by their own salesforce.

There is a scarcity of published work in the case‐based research area. This work provides an understanding of sales channel redesign for business and industrial markets in the USA.

The findings of the case have tangible implications for those business companies whose sales channels operate in huge markets with limited resources.

The case adds value in sales channel management and supports companies in systematic sales channel redesign in business and industrial markets. Students will benefit from the systematic development of practical solutions in sales management.

The purpose of the paper is to identify the elements of professional key account management programs, to understand the success factors and to create an integrated framework.

The article is based on an analysis of the existing literature as well as on several qualitative research projects. Existing content from around 30 years of KAM research and practice was reviewed. A total of 18 companies were analyzed using case study methods and action research approaches. A total of 27 interviews with practitioners and 18 workshops were conducted to conceptualize the integrated KAM framework.

Key account management is more complex than the existing literature suggests and companies believe. A professional KAM framework addresses two different target groups: key account managers (and teams) and the company's management (or someone the responsibility of the entire program is delegated to). Both groups have to pay attention to five dimensions of KAM (named strategy, solution, people, management, screening) and several aspects that are different for each group.

A full overview about all the necessary elements of a professional KAM program can be used to assess a company's ways of working with strategic customers and to conceptualize or optimize an entire KAM program.

The presented framework is the first that integrates the different views of the two most important target groups of KAM. It offers a unique overview of all important elements.

This paper aims to extend the theory relating to knowledge sharing barriers and enablers in the public sector information and communication technology (ICT) project context.

A case study method was used whereby project managers from each of the seven departments of the Victorian Public Sector in Australia were interviewed about their knowledge sharing practice. A semi-structured interview instrument based on Riege’s (2005) barrier framework was used to explore the barriers to knowledge sharing that they experienced as part of their work.

The study found that many of Riege’s (2005) barriers did not apply in the public sector ICT project environment, demonstrating that context matters. In addition, five enablers were identified, resulting in a new model of enablers and barriers to knowledge sharing in public sector ICT projects.

This study focuses on a single case, the Victorian Public Sector, and consequently the results are not generalisable. Future research should explore the applicability of the model in other public sector ICT project contexts.

The study highlights the relationship between knowledge sharing and the project manager and the role it plays in project delivery. The model presented provides a starting point for public sector practitioners to develop their knowledge sharing practice, potentially enhancing project outcomes in the process.

This study examines barriers to knowledge sharing in an under-researched context, that of the public sector ICT project environment. It builds on current theory and provides insights for practitioners in the public sector.