w... ,
uunxr!
33:6 .i
at... a}, In...
. -‘

Jun»? ,

. .‘5‘0.
hwy. .2. :
a} .. mm.
2...}.
. , w...
145.33

,. ,W‘Miaaufl tfiIMfH. U
”wa my. ,. a .
aw,

.9...
as?! 2H...
. ti...

3:,

.NleQ‘av
.tv .RAMW. .2...
... 1.)

. v
.3???
. 5|. r. n
.: ,Q. I I
wind- ...)33 n .e 2
1 .. .
: VS . .
a551,... 41‘»; a 91:15.“.- -
huh-J4“ Juan}... w ..

Mm m...
. . \fisfl.wwmwflfiflfi
sf... .,

:wxmflflpn... .. .fi.

:15:
.

1...... .593:

nummui? .12.

f L . :1.
tiifimmnqz
‘ .1... ‘

...n.;.....¥...
~l‘.l Du.
.35.“. in"?

II... 1-!
MW

iv

‘10
I

 

a... (.51. 14343).»
.liiihici . . \v-s-
.. .16. .Kwuilt.
.‘L..a»1 3...!
3 ‘7 , .. n

#15?! v

v . i!

3.9. .
$3.65.]?! 3 i ‘ fl). 4‘
.9 {a} 1: I . .1! 3
. «H at}: .

‘

| .1il3Y.
. vast: ‘
21.15.»?!

 

.1. H .v .
. -fi.§.&wa,

. Enuwfi... fifimfi Eyiww «a... .mnm.

This is to certify that the
dissertation entitled

A Dynamic Capability Approach to Global Account
Management: Capability, Antecedents, and Consequences

presented by

Linda Hui Shi

has been accepted towards fulfillment
of the requirements for the

Ph D degree in Business Administration

 

 

04 QW- wai’,

 

Major Professor’s Si n ure

'30 Hut-34 .100;
U

 

Date

MSU is an Affirmative Action/Equal Opportunity Institution

..w _— —‘ “-

LIBRARY
Michigan State
University

 

 

 

 

 

PLACE lN RETURN Box to remove this checkout from your record.
TO AVOID FINES return on or before date due.
MAY BE RECALLED with earlier due date if requested.

 

DATE DUE DATE DUE DATE DUE

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2/05 p:/ClRC/Date0ue.indd-p.1

A DYNAMIC CAPABILITY APPROACH TO GLOBAL ACCOUNT
MANAGEMENT: CAPABILITY, ANTECEDENTS AND CONSEQUENCES

By

Linda Hui Shi

A DISSERTATION

Submitted to
Michigan State University
In partial fulfillment of the requirements
for the degree of

DOCTOR OF PHILOSOPHY

Department of Marketing and Supply Chain Management

2005

ABSTRACT
A DYNAMIC CAPABILITY APPROACH TO GLOBAL ACCOUNT
MANAGEMENT: CAPABILITY, ANTECEDENTS AND CONSEQUENCES
By

Linda Hui Shi

Global account management (GAM) refers to specialized personnel or teams
within a global supplier organization that centrally coordinates worldwide selling
activities to serve a global key customer account. On the one hand, global accounts
rationalize purchasing through a limited number of preferred suppliers; on the other
hand, global competition continuously involves sophisticated new rivals. The result is
hypercompetition — a rapidly escalating competitive environment in which
competitive advantages are created and eroded quickly. Suppliers must employ GAM
to remain competitive in the global market.

Three crucial GAM organizational processes were derived using a discovery
oriented approach based on interviews with twenty executives from six Fortune 500
companies, and analysis of forty cases pertaining to the global account management
activities of thirty companies. The resulting theoretical framework was empirically
assessed with cross-industry and cross-country survey data. The theoretical
framework addresses two questions: (1) what organizational processes are critical for
a successful GAM capability? and (2) what conditions facilitate these processes?

Using Dynamic Capability Theory (DCT) and a discovery-oriented approach, this
dissertation develops a Global Account Management (GAM) framework that includes

three GAM organizational processes, their antecedents, and consequences.

This study also makes a contribution by empirically testing the framework.
Rigorous empirical analysis is generally lacking in the GAM and DCT literature. Data
were collected with the help of the Strategic Account Management Association
(SAMA), and structural equations modeling was used to test the conceptual model.
Three findings are presented: (1) GAM capability has six sub-processes: customer
intelligence acquisition, competitor intelligence acquisition, inter-organizational
coordination, inter-functional coordination, cross-country coordination, and
reconfiguration; (2) GAM capability is facilitated by three antecedents of horizontal
support, goal congruency, and market dynamism; (3) GAM capability has significant
positive effects on GAM program performance and GAM contribution to an

organization.

Copyright by
LINDA HUI SH]

2005

TABLE OF CONTENTS

Page
LIST OF TABLES ...................................................................... vii
LIST OF FIGURES .................................................................... viii
Chapter 1. RESEARCH MOTIVATION ...................................................... 1
Introduction .................................................................................. 1
Justification for this Study ................................................................ 3
Purpose of the Study ....................................................................... 6
Chapter 2. LITERATURE REVIEW ......................................................... 8
Related Literature Streams ................................................................ 8
Summary Assessment of Extant Literature ............................................ 19
Chapter 3. THEORETICAL FOUNDATION ............................................. 22
Resource-Based Theory and Organizational Capability ............................ 22
Dynamic Capability Theory ............................................................ 23
Justification for Dynamic Capability Theory ......................................... 29

Chapter 4. QUALITATIVE STUDY OF GAM CAPABILITY: THEORETICAL

FRAMEWORK AND HYPOTHESES ..................................................... 31
Qualitative Research on GAM Capability ............................................. 31
Delineation of GAM Processes ......................................................... 34
Integrated Framework and Hypotheses ................................................ 40

Chapter 5. EMPIRICAL RESEARCH DESIGN ........................................... 61
Research Setting, Sample Frame, and Respondents .................................. 61
Questionnaire and Measures ............................................................. 62
Data Collection ............................................................................. 72

Chapter 6. ANALYSIS AND FINDINGS .................................................... 73
Response Rate and Nonresponse Bias .................................................. 73
Sample Characteristics .................................................................... 75
Data Quality and Reliability of Constructs ............................................. 80
The Second-Order CFA ................................................................... 83
Test of the Structural Path Model ........................................................ 92

Chapter 7. CONCLUSIONS AND DISUSSION .......................................... 99

Discussion .................................................................................. 99
Comparison among Performance Groups ............................................. 102
Implications for Research and Theory in Global Account Management and

Dynamic Capability Theory ............................................................ 109
Managerial Implications ................................................................. 1 18
Conclusion and Future Research ....................................................... 120
APPENDIX 1. Cover Letter ............................................................. 116
LIST OF REFERENCES ................................................................ 119

vi

LIST OF TABLES

.T_a_b;1§ Egg?
2.1 Focal Drivers and Antecedents of GAM .............................................. 18
3.1 Terminologies ............................................................................. 25
4.1 Companies Researched ...................................................................... 35
4.2 Definition of the GAM Processes ...................................................... 53
5.1 Sources of Measures ..................................................................... 68
6.1 Assessment of Nonresponse Bias ...................................................... 76
6.2 Construct Reliability Estimates ............................................................ 81
6.3 Results of the Second-Order CFA by ML .............................................. 86
6.4 Results of the Second-Order CFA by ERLS .......................................... 87
6.5 Factor Correlation from CFA ............................................................... 93
6.6 Standardized Structural Parameters for the Proposed Models ...................... 96
6.7 The Effect of the GAM Processes on GAM Performance Consequences .......... 98
7.1 T-test Results for Performance Group Comparison ................................. 110

vii

LIST OF FIGURES

l?
W
('0

Figure
4.1 A Broad Conceptualization ofGAM Capability.....................................53

4.2 GAM Capability, Facilitators, and Consequences...................................54

5.1 Job Title of SAMA Members ......................................................... 63
5.2 Sales Volume of Member Companies ................................................. 63
5.3 SAMA Membership by Industry ..................................................... 64
5.4 SAMA International Membership by Country ..................................... 64
6.1 Location of Global Account Managers ............................................... 77
6.2 Location of Global Account Customer’s Headquarters ........................... 77
6.3 Industry Composition .................................................................. 78
6.4 2004 Sales Revenue of Participating Companies .................................... 78
6.5 Number of Years in Global Account Management ................................. 79
6.6 Job Titles and Responsibilities ........................................................ 79
6.7 GAM Capability, Antecedents and Consequences ................................. 94

viii

CHAPTER 1
RESEARCH MOTIVATION
INTRODUCTION

Over the past decade there has been a major power shift in favor of global
customers who have gained substantial influence over their suppliers. These
demanding customers increasingly require globally-consistent products and services
regardless of where they operate, and their purchasing is often based on close
relationships with a reduced set of preferred suppliers. As a result, many suppliers are
targeting these key customers by shifting resources from regional and function-based
operations to global account management (GAM) (Homburg et a1. 2000). GAM
programs feature dedicated cross-functional teams, specialized coordinating activities
for specific accounts, and formalized structures and processes (Homburg et a1. 2002).

The growing significance of GAM calls for research on what processes drive the
success of these programs. Attention has been given to program design (e. g.,
Homburg et a1. 2002), inter-organizational account relationship management and
control (Sengupta et al. 1997a), and account intelligence generation and dissemination
within a supplier organization (Arnold et al. 2001b). Nevertheless, there is a need for
coherent theory that can guide GAM practices (Birkinshaw et a1. 2001; Homburg et a1.
2002). The present study addresses this gap by providing a comprehensive theoretical
framework. Intensive interviews within leading supplier companies reveal
fundamental GAM processes based on these suppliers’ best practices. Field research
and case studies also reveal propositions linking the processes that entail GAM
capability with favorable outcomes. The objective is to formulate a framework that

provides testable propositions and directions for future research.

GAM capability is defined here as a complex bundle of skills and accumulated
knowledge, exercised through organizational processes, that enables suppliers to
address rapidly changing global customer needs and environmental changes (Day
1994; Narayanan et al. 2003; Teece et a1. 1997; Venkatraman and Camillus 1984). An
appropriate framework for understanding GAM capability is Dynamic Capability
Theory (DCT). Dynamic capability employs resources to continuously create new
value-creating resource configurations that are not simultaneously being implemented
by competitors, which constantly generates new temporary advantages (Eisenhardt
and Martin 2000). This rationale is particularly relevant to global account
management, because suppliers are continuously striving to engender value-creating
offerings for global accounts in order to generate superior customer value. According
to Teece et a1. (1997), an organizational capability needs to be understood mainly in
terms of organizational processes. Organizational processes play three important roles:
scanning and evaluating market information, coordinating internal and external
activities, and reconfiguring assets and resources as necessary.

The primary purpose of this dissertation is to delineate the main dynamic
processes in GAM and necessary facilitating conditions. The conceptualization of
these processes and antecedents is achieved through a synthesis of literature and
qualitative findings, resulting in a comprehensive theoretical framework featuring a
set of testable hypotheses. The fi'amework was empirically assessed using
cross-industry survey data.

The present dissertation is organized as follows. This chapter discusses the
research motivation. Chapter 2 reviews GAM literature and points out contributions
of this study to GAM literature. Because dynamic capability is important to GAM

success as discussed above, the next chapter integrates the main ideas of dynamic

capability theory (DCT) relevant to GAM and then discusses how this research
advances dynamic capability knowledge. Qualitative research findings provided in
Chapter 4 lead to a theoretical framework encompassing important hypothesized
processes, antecedents, and outcomes. The questionnaire development and the data
collection procedure are described in Chapter 5. Chapter 6 summarizes the CFA
results and the path analysis findings. The conclusions and limitations are discussed in

Chapter 7.

JUSTIFICATION FOR THE STUDY

Global account management (GAM) refers to organizational forms and processes
within a global supplier organization by which specialized personnel or teams
centrally coordinate worldwide selling activities to serve global accounts
(Montgomery and Yip 2000; Montgomery and Yip 1998; Montgomery et al. 2002;
Yip 1995). The GAM literature has given attention to global account management
resource deployment (Homburg et al. 2002; Homburg et al. 2000), global account
inter-organizational coordination (Birkinshaw et al. 2001; Harvey et al. 2002; Harvey
et al. 2003; Sengupta et al. 1997b), global account intelligence generation and
dissemination (Arnold et al. 2001b), external environmental drivers that facilitate use
of GAM (Montgomery and Yip 2000; Montgomery and Yip 1998; Montgomery et al.
2002; Yip and Madsen 1996), and GAM managers’ skill sets (Harvey et al. 2003;
Wilson and Millman 2003; Wilson et al. 2002). Little work has been done on
consolidating these various perspectives by offering an integrated theoretical
framework. This study addresses this gap by providing a theoretical framework that

integrates fi'agmented perspectives in the literature.

An Evaluation of the Literature

Prior GAM research has yielded a limited number of conclusions (Birkinshaw et
a1. 2001). First, GAM requires specialized personnel and multi-functional resources
(Harvey et al. 2002; Homburg et al. 2002; Shapiro and Moriarty 1984; Wilson and
Millman 2003; Wilson et al. 2002). Second, the management of global accounts is
influenced by dyadic conditions pertaining to complementary resources,
interdependency, and collaboration incentives (Arnold et al. 2001a; Birkinshaw et al.
2001; Toulan et al. 2002). Third, GAM is a cross-country task that is influenced by
competitive intensity and market turbulence (Homburg et al. 2002; Montgomery and
Yip 2000; Yip and Madsen 1996). Fourth, it is important for the supplier to detect
customer needs, coordinate value-added activities across organizational and national
boundaries, and constantly change existing configurations to adapt to environmental
changes (Arnold et al. 2001b; Harvey et al. 2002; Montgomery and Yip 1998; Wilson
and Millman 2003).

Notwithstanding these findings, there is a lack of cumulative knowledge and
coherent theoretical frameworks for investigating processes of global account
management processes. First, extant empirical studies have focused on a limited set of
processes. Thus, there is a need for a conceptualization of GAM capability, which not
only integrates important processes mentioned from the literature but also has
managerial significance in practice. There are five core processes in the literature: (1)
customer intelligence acquisition process; (2) inter-functional coordination process;
(3) inter-organizational coordination process; (4) cross-country coordination process;
and (5) reconfiguration process. According to the market orientation framework
proposed by Narver and Slater (1990) and the qualitative interview findings in the

present study, another process of competitor intelligence acquisition process needs to

be added to the proposed framework. However, there is no explicit conceptualization
or empirical test of each process in a global account management context. Very little
is known about specific conceptualizations and mechanisms of these processes. A key
contribution of this study is that it proposes a framework for conceptualizing GAM
capability that incorporates the aforementioned processes.

Second, the sparse research about account management has been lacking
consolidation and thus, coherent theoretical framework is not in place. Specific GAM
issues such as account management internal support, inter-organizational fit for global
account relationship, GAM globalization drivers, and the role of the global account
manager have been studied mostly in isolation. Since these isolated perspectives are
concerned with only one aspect of global account management practice, there is little
consensus in the literature. This dissertation integrates formerly fragmented
perspectives to provide a comprehensive framework. Importantly, this framework is
developed and tested in two steps. A discovery-oriented approach is conducted to
develop, qualitatively test, and revise a preliminary model, followed by a rigorous
empirical test to validate the revised model. The qualitative method (the
discovery-oriented approach) is used to construct the theory and quantitative one is
employed to validate it.

Third, there is a general lack of empirical studies on GAM issues. Much of the
research on this topic has been done at a conceptual level. The limited number of
empirical findings has generally focused on only one dimension of the issue. For
example, Homburg et al. (2002) studied the internal account management program
design and resource allocation. Birkinshaw et a]. (2001) focused on
inter-organizational information processing and dependency issues. External

globalization as a driver of the use of GAM was empirically tested by Montgomery et

a1. (2002). In spite of these efforts in understanding GAM phenomena, an integrative
and empirically tested framework is still not available. Thus, this study not only
consolidates existing perspectives by conceptualizing GAM capability along with its

antecedents and consequences, but also provides empirical validation.

PURPOSE OF THE STUDY

Given these three gaps, the primary purpose of this dissertation is to develop the
comprehensive conceptualization of GAM capability and test it within a nomological
net of antecedents and consequences. More specifically, this dissertation seeks to
make four contributions to the GAM literature: (1) conceptualize GAM capability and
processes through a synthesis of executive interviews, available business cases, and
literature; (2) investigate the mechanisms of GAM capability and performance links;
(3) identify the facilitating conditions for GAM capability; (4) develop a set of
measurements for the key constructs and test the framework in a cross-country,
cross-industry context.

The present study uses dynamic capability theory framework as a starting point
and further develops the GAM capability framework employing a discovery-oriented
approach. Global account management practice is a supplier’s response to the
challenges of global competition (Montgomery and Yip 2000). Dynamic capability
theory provides an appropriate framework here because its purpose is to address
rapidly changing environments. According to Teece et al (1997), dynamic capability
is an organization’s ability to learn, integrate, coordinate, and reconfigure internal and
external competences. Thus, GAM capability is hypothesized to play three roles:
intelligence acquisition, coordination, and reconfiguration. GAM capability is

conceptualized as complex bundles of skills and accumulated knowledge that are

exercised through organizational processes that enable suppliers to address rapidly
changing global customer needs and environmental changes (Shi et al. 2005).

The dissertation is organized into six sections. First, the relevant literature
streams are reviewed. Second, the dynamic capability theory as the foundation for the
integrative model is discussed. Third, a discovery-oriented approach is employed to
enrich the generic dynamic capability theory framework and develop a theoretical
framework for GAM capability. According to qualitative research findings, six GAM
sub-processes are delineated. Fourth, the empirical research design and data normality
issues are discussed. F ifih, data analysis results are presented. Finally, contributions

and findings are discussed.

CHAPTER 2
LITERATURE REVIEW
This chapter reviews the literature pertaining to GAM capability and its
antecedents. The evaluation of prior research findings provides a conceptual
background for the theoretical model that is developed in Chapter 4. The first section
reviews the relevant literature streams. Second, a synthesis of extant literature

summarizes the literature gaps and contributions of this dissertation.

RELATED LITERATURE STREAMS

Research relevant to global account management is found in four streams of
literature: Key Account Management (KAM), market orientation, relational exchange,
and global strategy. The major constructs and relationships of each research stream
are followed by a review of their limitations in understanding global account
management phenomena.
Key Account Management (KAM) Literature

According to Conlon et al. (1997), KAM is a supplier’s strategy in response to
the environmental changes and key account’s business needs. It is the vanguard of
professional selling that can be traced back to the 1960’s. Key accounts features a
centralized coordinated purchasing process, large purchases (large purchase potential
or strategic importance for the supplier), and a need for special service.

KAM research can be divided into three focuses: (1) the individual key account
manager, (2) the dyadic key account relationship, and (3) the design of key account

programs (Homburg et al. 2002).

F ocusl mainly deals with the key account manager’s training and skills and its
roots can be traced in the personal selling literature (Homburg et al. 2002). For
example, Weeks and Stevens (1997) find that some key account managers are
dissatisfied with their current training programs. Capon (2001) discusses the key
account manager skill sets - recruitment, selection, training, and retention and stresses
the importance of rewarding key account managers.

FocusZ supports the view that KAM/GAM relationship management is “the new
frontier of the relationship marketing” (Yip and Madsen 1996, p.24). For example,
Sengupta et al. (1997a) report that seller adaptation, customer incentives, and
customer investment may influence customer switching cost, which in turn influences
KAM performance. Lambe and Spekrnan (1997) use exploratory data analysis to
examine the collaborative characteristics of KAM alliances and non-KAM alliances.
They find that KAM alliances seem to possess a greater degree of shared information,
cooperation, and compatible goals than do non-KAM alliances.

Focus3 concerns on KAM program design. Homburg et al. (2002) summarize
four themes of KAM program design: inter-organizational activities such as pricing,
products, distribution, and information sharing (Pardo et a1. 1995);
intra-organizational actors such as senior executives, key account managers, and
support staff (Napolitano 1997; Pardo et al. 1995; Sengupta et al. 1997b);
multi-functional efforts involving marketing, sales resources and non-marketing/sales
resources (Pardo et al. 1995); and the degree of formalization of the KAM program
(Shapiro and Moriarty 1984).

Mtions of KAM Literature for GAM Research
KAM literature differentiates the most important customers (Key Accounts) from

regular accounts. Therefore, it extends personal selling research into the area of

managing the most important customers. However, when these customers have a
global operation, they seek global coordination and integration. KAM literature has
not addressed these emerging global issues. Also, broad based empirical research on
account management is still lacking (Kempeners and Van der Hart 1999; Stevensen
1980). Empirical research methods applied in KAM research have mainly relied on
descriptive statistics (see Homburg et a1. 2002 study as an exception). Since the
beginning of this century, researchers and practitioners have shifted the focus from
KAM research to Global Account Management (GAM) research (Birkinshaw et al.
2001; Wilson et al. 2001).
Market Orientation Literature

Market orientation is grounded in the marketing concept, and has been viewed as
the implementation of the marketing concept. (Kohli and Jaworski 1990; Narver and
Slater 1990). There are four definitions of the market orientation concept. Deriving
the market orientation concept from an information processing perspective, Kohli and
Jaworski (1990, p.6) define market orientation as “an organizationwide generation of
market intelligence pertaining to current and future customer needs, dissemination of
the intelligence across departments, and organization wide responsiveness to it.”
Narver and Slater (N arver and Slater 1990) argue that market orientation consists of
three behavioral components: customer orientation, competitor orientation, and
inter-functional coordination. Deshpandé et a1. (1993, p.27) examine market
orientation from an organizational cultural perspective. They define customer
orientation as “the set of beliefs that put the customer’s interest first, while not
excluding those of other stakeholders such as owners, managers, and employees, in

order to develop a long-term profitable enterprise”. Day (1994) states that market

10

orientation represents superior skills and knowledge in understanding and satisfying
customers.

Scholars have used a capability approach, an information processing approach,
and an organizational change management approach to discuss how an organization
sustains and enhances market orientation. Day (1994) focuses on the role of capability
in creating a market-oriented organization featuring the organization’s market sensing
and customer linking capability. From an information processing perspective, Menon
and Varadarajan (1992) propose that effective use of knowledge is critical to being
more market-oriented and successful in an intensively competitive environment.
Kohli and Jaworski (1990) propose that both top-down initiatives led by senior
management, and initiative percolated bottom-up from the lower/middle levels of
organization are important for market orientation enhancement.

Limitations of Market Orientation for GAM Research

The market orientation literature has examined both intra-organizational and
inter-organizational processes that can create superior value for customers. In doing
so, several constructs have been delineated that are related to those in this study.
However, the market orientation literature is limited in explaining GAM. First, market
orientation constructs treat the customer base as a whole and do not differentiate
between important customers and average customers. Second, although the market
orientation literature addresses many interesting implementation issues and provides
insightful findings, it includes a vast body of concepts and arguments which are only
broadly applicable to the study of GAM. It is still unclear what specific processes are
needed to develop successful GAM capability as well as what antecedents facilitate

this capability.

ll

Relationship Exchange Literature

Drawing on modern contract law relationships, MacNeil (1978; 1980)
emphasizes the importance of inter-personal relationships surrounding a contract.
Interpersonal relationships as a control mechanism are similar to the control exerted
by a socialization clan mechanism (Ouchi 1979). In a clan, members are influenced
by well-accepted norms under a socialization system. Therefore, opportunistic
behaviors are minimized through self-control based on norm values.

Discrete and relational exchanges are different (MacNeil 1978; MacNeil 1980).
Discrete exchange is a purely transactional relationship characterized by limited
communication and investment, while relational exchange occurs over time and is
viewed in term of history and anticipated fiiture. It requires communication and
dedication.

Building upon their arguments, researchers have conceptualized and
operationalized important relational exchange constructs, such as relationship phase
(Dwyer et a1. 1987; Jap and Ganesan 2000); coordination (Buvik and John 2000);
norms (Heide and John 1992); flexibility (Heide 1994); trust (Morgan and Hunt 1994;
Noordewier et al. 1990); and commitment (Anderson and Weitz 1990; Ganesan 1994;
Morgan and Hunt 1994).

Limitations of Relational Exclginge Literature for GAM Rem

The relational exchange literature focuses mainly on inter-organizational issues
between suppliers and customers. This literature stream stresses the external
relationship rather than internal process development. For example, much of this
literature deals with how a powerful manufacturer manages its suppliers or retailers.

However, as power shifts from supplier to customer, GAM research needs to focus on

12

how a supplier satisfies the changing needs of its most important customers
worldwide.
Global Strategy Literature

Global strategy has been posited as a major contributor to corporate performance
(Andrews 1971; Porter 1980; Yip 1995; Zou and Cavusgil 1996; Zou and Cavusgil
2002). According to Zou and Cavusgil (2002), previous literature examines global
strategy mainly from three perspectives: standardization (Hout et al. 1982; Jain 1989;
Samiee and Roth 1992); configuration-coordination (Craig and Douglas 2000; Porter
1986); and integration (Birkinshaw et al. 1995; Roth and Morrison 1990; Yip 1995;
Zou and Cavusgil 1996). They conceptualize global marketing strategy (GMS) as “the
degree to which a firm globalizes its marketing behaviors in various countries through
standardization of the marketing-mix variables, concentration and coordination of
marketing activities, and integration of competitive moves across the markets” (Zou
and Cavusgil 2002, p.42).

The GMS consists of eight dimensions: product standardization, promotion
standardization, standardized channel structure, standardized price, concentration of
marketing activities, coordination of marketing activities, global market participation
and integration of competitive moves (Zou and Cavusgil 2002).

Representing the standardization perspective, Levitt (1983) and Jain (1989)
pervasively argue that the world market is largely homogenized and consumers
demand the same products at low prices. Therefore, the main imperative for a global
corporation is to achieve a global scale of economy and provide consistent customer
service. Hout el al. (1982) express a cautious attitude to the adoption of
standardization. They believe that global strategy requires not just a single tool like

standardization, but also many techniques such as managing interdependencies across

countries, achieving strategic position through first mover-advantage, and exploiting
the advantage of scale economy.

According to the configuration-coordination perspective, a global organization
can achieve competitive advantage through configuration of value-adding activities
across countries and coordination of these activities to obtain comparative advantage
(Craig and Douglas 2000; Porter 1986). Due to the different comparative advantages
existing across countries, the degree of concentration becomes the major decision of
configuration strategy (Craig and Douglas 2000). For example, high technology
products should be manufactured in countries possessing advanced technology, while
labor intensive products are usually manufactured in countries providing cheap labor.

The global integration perspective contends that a firm can attack its rivals by
leveraging strategic resources across country-markets (Bartlett and Ghoshal 1988; Yip
1995). Barlett and Ghoshal (1988) use the term “transnational capability” to describe
the ability to utilize resources at the global level while simultaneously maintaining
local flexibility. Thus, the main thrust of the global integration view is to
cross-subsidize strategic resources and coordinate strategic moves across countries.

Yip (1995) develops a contingency framework arguing that external globalization
drivers force organizations to adopt a global strategy in order to respond to industry
imperatives. According to Yip (1995), a global strategy consists of five dimensions:
global market participation, product standardization, concentration of value-adding
activities, uniform marketing, and integrative competitive moves. He argues the
degree of fit between the global strategy and the external industry globalization

drivers determines a firm’s performance.

Limitations of Global Strategy Literature for GAM Research

The global strategy literature extends strategy research into the international
arena and provides a holistic picture of how the global firm coordinates across
different functions and different countries to accommodate changing global
environmental needs. However, this research uses the firm as a unit of analysis to
address a broad array of strategic issues faced by global organizations, including
production, distribution, sale, and price. It does not resolve the issues specific to
global account management. Thus, it remains unclear which processes enable a firm
to respond to global environmental changes and how a firm can cultivate these
processes.

Global Account Management Literature

Extant research has examined processes with implications for GAM capability.
Arnold et al. (2001b) examined GAM intelligence acquisition process, which is a
process to generate, disseminate, and respond to intelligence about global accounts.
They explain that sufficient understanding about a global account is critical to GAM
success because it increases global account dependency on the supplier by increasing
the cost of switching suppliers (Birkinshaw et al. 2001).

According to Montgomery and Yip (2000), the essence of GAM is an
inter-functional coordination process that results in consistent and centralized global
selling to a key customer. Additional coordination processes — inter-organizational
coordination and cross-country coordination — are processes implicitly discussed by
Harvey et al. (2003, p.564). They define GAM as “a dependency arrangement
between the customer and supplying organizations (or their parts) that are interrelated
through both formal and informal ties at multiple levels across national borders”,

which underscores formal and informal inter-organizational coordination mechanisms

at a global scale. They imply a cross-country coordination process by suggesting that
GAM is “the value-adding quasi-integration of globally dispersed facilities, activities,
and social relationship” (Harvey et al. 2003, p.564).

Another process inter-organizational adaptation process is achieved through
acquiring, exchanging, and reconfiguring technical and social competencies across
national and organizational boundaries (Harvey et al. 2002). Wilson and Millman
(2003) concur and suggest that GAM adaptation is the process of transforming
internal organizational resources to match environmental changes. Thus, adaptation is
in fact a result. Resource transformation or namely reconfiguration process really
enables adaptation to global account needs and environmental changes.

Five core processes emerge from the former global account management studies:
(1) customer intelligence acquisition process; (2) inter-functional coordination
process; (3) inter-organizational coordination process; (4) cross-country coordination
process; and (5) reconfiguration process. In addition to these five processes, the
subsequent qualitative study reveals that competitor intelligence acquisition is another
important process. There is no explicit conceptualization or empirical test of each. A
better understanding of the specific conceptualizations and mechanisms of these
processes is needed. The definition of each will be discussed in Chapter 4.

In addition to these five core themes, researchers have viewed the focal drivers
and antecedents pertaining to GAM through the lens of three perspectives. The three
perspectives are summarized in Table 2.1.

Focusing on intangible GAM resources, the intra-organizational perspective has
its roots in traditional research on Key/National Account Management (KAM fNAM).
This research stream examines the resources necessary for managing accounts, such

as the skill sets of global account managers (Wilson and Millman 2003; Wilson et al.

2002), dedicated cross-functional teams (Homburg et al. 2002; Shapiro and Moriarty
1984), and access to functional support (Homburg et al. 2002; Pardo et al. 1995;
Shapiro and Moriarty 1984; Yip and Madsen 1996).

Using the global account customer and global account supplier dyad as the main
unit of analysis, the inter-organizational perspective draws upon relationship
marketing literature. The coalignment between buyer request and seller offering is
emphasized. Drawing on fit literature in which inter-organizational fit is a static match
between actors (Van de Ven and Drazin 1985), Toulan et al. (2002) expect that a fit
between a global supplier and its global account on a variety of aspects results in
higher GAM performance. Specifically, the symmetry of approaches across two
organizations is associated with enhanced mutual performance (Pardo et al. 1995).
Also, a supplier’s strategic importance to its global account is emphasized because a
global account may involve power over a supplier if the supplier is not important
(Arnold et al. 2001a). Thus a supplier can increase power by providing unique
complementary resources, especially resources that are knowledge-based (Arnold et al.
2001a; Birkinshaw et al. 2001).

The macro environmental perspective focuses on the influence of external
environmental factors on the use of GAM. GAM is considered as an organizational
response to changing customer needs and environmental turbulence (Montgomery and
Yip 2000; Montgomery and Yip 1998; Montgomery et al. 2002; Yip and Madsen

1 996).

Table 2.1

Focal Drivers and Antecedents of CAM

 

 

Pemectives Main Concern:

Micro Internal Supports

Intra-organizational

Perspective (Arnold et al. I Global account manager must possess high
2001a; Harvey et al. 2003; level of global communication and

Wilson and Millman 2003; coordination skills. Multi-layer personnel

Yip and Madsen 1996)

including top executives, middle-level
managers, and low-level operators are
involved in GAM.

Cross-functional coordination is critical. In
some cases, GAM managers have authority
to obtain resources. In other cases, they must
rely on their informal relationships and
influence to seize functional supports.

 

Inter-organizational
Perspective (Arnold et al.
2001a; Birkinshaw et al.
2001; Toulan et al. 2002)

Complementarities and Fit

The symmetry of approaches across two
organizations is associated with enhanced
mutual performance. -

A better fit between a global supplier and its
global customer on a variety of strategic as
well as structural aspects will result in higher
performance of the relationship.

 

 

Macro Environmental
Perspective
(Montgomery and Yip
2000; Montgomery et al.
2002; Yip and Madsen

1 996)

 

Industry Globalization Driver

Supplier use of GAM is driven by increasing
global customer demands for globally
consistent service, uniform price, and
coordination. GAM can flexibly satisfy
global account changing demands.

GAM is a supplier’s response to the
competitive environment. The more intensive
the global competition in supplier industry,
the more likely a supplier will adopt a GAM

program.

 

l8

 

SUMMARY ASSESSMENT OF EXTAN T RESEARCH

The KAM and market orientation literatures are valuable in that they elucidate
major resources and processes for satisfying customer needs. The KAM literature
delineates the main actors, activities, resources, and organizational structures for
managing important customers. However, it mainly deals with domestic customers.
Subsumed in personal selling research, a majority of KAM studies are conceptual and
often employ basic descriptive statistics. Although this research stream provides many
important constructs for GAM study, it has not yet addressed the question of what
processes enable a firm to accommodate a key account’s changing needs.

Drawing on the marketing concept, the market orientation literature addresses
marketing implementation issues from an information processing, behavioral, and
capability perspective. Kohli and Jaworski (1990) contend that intelligence
acquisition, dissemination, and organizational responsiveness are the key
implementation processes. Drawing from organizational culture perspective, Narver
and Slater (1990) propose three behavioral components: customer orientation,
competitor orientation, and inter-functional coordination. Day (1994, p.38) defines
capabilities as “complex bundles of skills and accumulated knowledge, exercise
through organizational processes, that enable firms to coordinate activities and make
use of their assets.” A market-oriented organization is characterized by customer
sensing and a customer linking capability. However, the market orientation literature
assumes a high level of abstraction. It does not differentiate the most important
customers from regular customers. Furthermore, it has not extended the research into
the international arena. More importantly, a variety of schools provide different

arguments in this research stream. Therefore, it remains unclear which specific

processes can enable a firm to satisfy its global accounts’ changing needs as well as
how the firm can cultivate these processes.

The relational exchange literature draws attention to the need to understand the
dyadic relationship when investigating GAM dynamics. However, this research
stream focuses on the external dyad, neglecting internal resources and processes.

Global strategy research brings marketing research in the international arena. It
describes three major strategies (standardization, configuration and integration
strategies) and five industry globalization drivers (market, cost, government, and
competitive drivers), which together influence a firm’s global performance (Yip 1995;
Zou and Cavusgil 2002). However, this research stream focuses on the firm as a
whole. Relationships with important customers have not been differentiated as a
research subject.

In summary, the previous discussion highlights two important gaps in the
literature. First, there is a general lack of a conceptualization of GAM capability and
its antecedents which integrate theory and practice. Fragmented perspectives exist in
the prior literature, and no study referenced in the literature reviewed here has
explicitly investigated what processes comprise a GAM capability as well as what
conditions facilitate these processes. More importantly, much of the research on GAM
is based on researchers’ conceptualization of what it should be, not what it is in
practice.

Second, there is a lack of a comprehensive framework that is tested within a
nomological net of capability, antecedents, and consequences. Prior research has
mainly examined the relationships between facilitators and consequences. Capability
is a missing link in the literature. This study develops and proposes a theoretical

framework for GAM capability by using a discovery-oriented approach that

20

supplements the literature findings with qualitative interviews and business case
analysis.

Dynamic capability theory (DCT) and a discovery-oriented approach are
appropriate for addressing the aforementioned two gaps because DCT provides a
generic model to address the challenges of rapidly escalating competition and a
discover-oriented approach adds practical meanings into this generic model. First,
dynamic capability theory (DCT) is applied to provide a basic structure of this GAM
study because dynamic capabilities are believed to be able to continuously generate
competitive advantages under fierce competition (Eisenhardt and Martin 2000; Helfat
and Peteraf 2003; Teece et al. 1997). DCT application in this study is explained in
Chapter 3. Second, a discovery-oriented approach is applied to integrate theory and
practice to address the conceptualization concern. A discovery-oriented approach is

delineated in detail in Chapter 4.

21

CHAPTER 3
THE DYNAMIC CAPABILITY APPORACH
TO GLOBAL ACCOUNT MANAGEMENT
This chapter discusses resource-based theory (RBT) and dynamic capability

(DCT) which arouses in response to the challenges to the former theory.

RESOURCE-BASED THEORY AND ORGANIZATIONAL CAPABILITY

The main thrust of resource-based theory (RBT) is that valuable, rare, inimitable,
and nonsubstitutable, resources attain and sustain competitive advantages (Barney
1991). Despite its noticeable significance, RBT has been challenged because of its
inattention to the mechanisms by which resources are obtained and how these
resources contribute to performances (Priem and Butler 2001; Williamson 1999).

In response to this challenge, RBT scholars distinguish between a capability and a
resource. Resource refers to a tradable asset or input that is owned by, controlled by,
and accessible to an organization. In contrast, capability refers to a non-tradable,
complex bundle of knowledge and skill embedded within organizational routines and
processes which employs resources to effect a desired end (Amit and Schoemaker
1993; Day 1994; Dierckx and Cool 1989; Helfat and Peteraf 2003; Winter 1987).
Deeply embedded within organizational routines, a capability is a highly patterned
activity that is frequently exercised and accumulated over time through interactions
with organization resources such as organizational actors and specialized knowledge.
A capability contributes to competitive advantage because it is a valuable, inimitable,
reliable, and immobile intermediary between resources and competitive advantages.

However, RBT has been challenged for its inability to explain how a firm can
remain competitive in rapidly changing environment where competitive advantage is

quickly eroded. Thus, RBT is not an appropriate theory to explain global account

22

management phenomenon because global account management practice is adopted to
address fierce global competition. The involvement of sophisticated global rivals can
quickly imitate and replicate the resource configuration so as to disable the supplier’s
competitive advantage. A dynamic capability approach is employed here to develop

GAM capability model.

DYNAMIC CAPABILITY THEORY

Teece et al. (1997) extended RBT into dynamic capability theory (DCT) in
response to the challenge that sustained competitive advantage seems unlikely in
highly dynamic markets (D'Aveni 1994; Eisenhardt and Martin 2000). The purpose of
dynamic capability theory is to: (1) identify capabilities that can constantly create
competitive advantage, (2) explain how capabilities exploit existing internal and
external resources in response to changing environments, and (3) explain how
capabilities are developed, deployed and protected (Teece et al. 1997).

Dynamic capability theory (DCT) is used to provide the overall theoretical
framework for this research for three reasons. First, dynamic capabilities can
continuously generate temporary competitive advantages that sustain long-term
superiority embedded within fierce competition (Eisenhardt and Martin 2000; Helfat
and Peteraf 2003; Teece et al. 1997). The competition forces the supplier to adopt
global account management practice. Second, DCT explains well what organizational
processes and mechanisms enable a firm to achieve competitive advantage in a highly
turbulent global environment. Third, DCT describes what antecedents cultivate
dynamic capability and how the dynamic capability is developed. Therefore, this
study uses DCT as a starting point and further develops the model applying a

discovery-oriented approach.

23

What is a Dynamic Capability?

Dynamic capabilities are the solution to the challenges of hypercompetition,
which is a condition of rapidly escalating competitive environment where competitive
advantages are rapidly created and eroded (Eisenhardt and Martin 2000; Grant 1996;
Zott 2003). Scholars distinguish between dynamic capability and operational
capability (Grant 1996; Helfat and Peteraf 2003; Nelson and Winter 1982; Winter
1987; Winter 2003). Operational capability is knowledge and skills embedded within
stationary processes and routines that enable organizations to perform explicit
functional tasks such as production, sales, accounting, and human resource
management (Nelson and Winter 1982; Winter 2003). Operational capability is
described as a “how we earn a living now” capability (Winter 2003, p.992). Dynamic
capability, in contrast, refers to skills and knowledge embedded within changing
processes and routines that manipulate resources and operational capabilities to match
market changes (Nelson and Winter 1982; Winter 2003). This results in
accomplishments of tacit and complicated tasks such as innovation, customer/supplier
management, production process modification, and organizational restructuring
(Grant 1996). In particular, dynamic capability encompasses a variety of manipulating
activities such as acquiring, integrating, coordinating, reconfiguring, and releasing
resources (Blyler and Coff 2003; Eisenhardt 1989; Teece et al. 1997). Terminologies

used in this study are summarized in Table 3.1.

24

Table 3.1

 

 

 

 

 

 

 

 

Terminologies

Terminolggy Definition Reference

Resource Asset or input that is owned, controlled, (Amit and Schoemaker
and accessible by an organization. 1993; Helfat and Peteraf

2003)

Capability Non-tradable knowledge and skill (Amit and Schoemaker
embedded within organizational routines 1993; Day 1994; Dierckx
and processes that employ resources to and Cool 1989; Helfat and
affect a desired ends. Peteraf 2003; Winter 1987)

Operational Knowledge and skill embedded in (Helfat and Peteraf 2003;

Capability stationary process that enables a firm to Winter 2003)
perform basic tasks in order to survive
(make a living) in competition.

Dynamic Knowledge and skill embedded within (Grant 1996; Helfat and

Capability changing processes and routines that Peteraf 2003; Winter 2003)
manipulate resources and operational
capabilities to match market changes.

Resource Single or combined resources, activities, (D'Aveni 1994; Eisenhardt

Configuration processes, and routines. It can take a and Martin 2000; Zott
variety of forms such as product/process 2003)
innovation, value-creating strategies. The
purpose of creating new resource
configuration is to attain new competitive
advantage.

GAM Complex bundles of skills and (Shi et a1. 2005, p.94)

Capability accumulated knowledge that are

 

exercised through organizational
processes that enable suppliers to address
rapidly changing global customer needs
and environmental changes.

 

 

25

 

How Can a Dynamic Capability Drive Performances?

In the world of hypercompetition, organizations must seize the initiative by
creating a series of temporary advantages (D'Aveni 1994). Dynamic capability
manipulates resources to continuously create new value-adding resource
configurations that are not simultaneously being implemented by competitors. These
constantly generate new temporary advantages (Eisenhardt and Martin 2000). By
moving from one temporary advantage to the next, a firm can always keep one step
ahead of its competitors, which results in sustained competitive advantage once this
full pattern is considered (Blyler and Coff 2003; Eisenhardt and Martin 2000; Grant
1996; Zott 2003).

This rationale is particularly relevant to global account management because as
hypercompetition is emerging in most industries, suppliers are continuously striving
to engender value-adding offering for global accounts in order to generate superior
customer value. As Day (1990, p.13) states, “Sooner or later all market arenas lose
their luster, as sales grth stagnates, profit margins are squeezed, and competition
intensifies. Management cannot wait until this has happened to take action”. For
suppliers serving global accounts, an important action is adopting a dynamic
capability approach to continuously create customer value through understanding an
account’s business, customizing products or services, and providing various
innovative initiatives for global accounts.

Facilitating Conditions of Dynamic Capabilities

Strategy scholars have employed a social construction perspective, an
organizational learning perspective, and a knowledge-based perspective to look at
how social actors, internal resources, and external enviromnents interact over time to

build capabilities (Chang and Singh 2000; Grant 1996; Helfat and Peteraf 2003; Raff

26

2000; Rosenbloom 2000; Zott 2003). Capability building mechanisms are believed to
be similar for both dynamic capability and operational capability. Attention has been
given to specific topics such as product sequencing (Helfat and Raubitschek 2000),
market entry (Klepper and Simons 2000), merger and acquisitions (Karim and
Mitchell 2000), technical changes (Rosenbloom 2000), managerial cognition (Tripsas
and Gavetti 2000), managerial processes (N arayanan et al. 2003), managerial capital
(Adner and Helfat 2003), and learning and knowledge based integration (Grant 1996;
Zollo and Winter 2002). Very little, however, is known about facilitators of capability
development in an inter-organizational context, particularly in a GAM context.
Identifying capability facilitators relevant to a GAM context is an important
contribution of this dissertation.

A capability involves coordination across organizational subsystems (Teece et al.
1997). Capability development entails multiple-layer activities that include horizontal
(functional divisions) layers (Narayanan et al. 2003). Horizontally, integrating a
variety of specialized knowledge promotes adaptiveness (Ruekert et al. 1985) and
accomplishment of complex tasks (Clark and F uj irnoto 1990). Sometimes access to
other functional resources may be difficult. As Narayanan et al. (N arayanan et al.
2003, p140) note, “capability building entails involvement of various sub-units within
an organization, who may have different degrees of stakes and interests and who may
be operating from a different base of power.”

Inter-organizational collaboration increases the efficiency of capability
development because collaboration offers quick access to a range of complementary
knowledge and resources, which reduces environmental uncertainty, therefore
fostering strategic decision-making (Adner and Helfat 2003; Grant 1996; Liebeskind

et al. 1996). Speed of access to new knowledge provided by collaboration is critical

27

because competitive advantage in hypercompetition ofien depends on seizing
first-mover advantage (Grant 1996).

The external environment is a critical macro factor in capability building because
a capability must be exercised in a repetitive pattern embedded within the
environment (Winter 1987; Winter 2000; Winter 2003). Therefore a fit between
internal competence and the extenial environment must be achieved for an
organization to exploit an idiosyncratic combination of knowledge, assets, and
resources (Amit and Schoemaker 1993; Eisenhardt and Martin 2000; Thompson 1967;
Zollo and Winter 2002). Among various external macro factors, supplier industry
competitive intensity and customer preference turbulence are particularly relevant to
GAM in hypercompetition conditions. Embedded within a highly competitive
environment where customer preferences are changing frequently, a supplier has a
high degree of pressure to develop a dynamic capability in order to address the
environmental challenges.
Contribution to Dynamic Capability Theory Literature

Despite its significance for addressing the challenges of hypercompetition,
dynamic capability literature is fragmented in that some studies focus on the
capability-perfonnance link while other studies address capability evolution and
development. Further, much of DCT—based research is at a conceptual level.
Scholars have employed an anthropological method, a multiple-case approach, and a
single-industry empirical method. However, large scale cross-industry empirical
research is scant in the dynamic capability literature. As mentioned previously,
although a number of important topics have been discussed, no attempt has been made
to apply dynamic capability theory in a global customer management context, a

notable gap.

28

Addressing these shortcomings, this study offers a coherent framework
encompassing dynamic capabilities relevant to GAM, its facilitators, and its
consequences. To test the framework, cross-industry empirical data were collected
from companies that have active global account management programs in place. Thus,

this study extends DCT into the GAM context.

JUSTIFICATION FOR DYNAMIC CAPABILITY THEORY

Dynamic capability theory provides an appropriate framework in understanding
global account management phenomena for two reasons. First, it assists in
understanding how and why an organization can address rapid environmental changes
and remain competitive (Teece et al. 1997). Second, it is a higher-order capability
exercised within multiple organizational processes (Grant 1996; Winter 2003).
Addressing changes and intertwining with multiple organizational processes feature
GAM capability. GAM capability is defined here as complex bundles of skills and
accumulated knowledge that are exercised through organizational processes that
enable suppliers to address rapidly changing global customer needs and
environmental changes. The purpose of developing GAM capability is to
accommodate rapidly changing needs of global account customers. Due to the
complicated nature of GAM practice, it requires the involvement of multiple
functional levels and organizational levels and encompasses a series of processes.
Thus, GAM capability is a type of dynamic capability.

According to Teece et al. (1997), it is a dynamic capability that enables
organizations acquire and learn information, integrate and coordinate internal and
external activities, and reconfigure routines and processes to address changes. Thus, a

dynamic capability needs to be understood mainly in terms of organizational

29

processes of intelligence acquisition, coordination, and reconfiguration. These
processes are influenced and facilitated by conditions within the firm, by conditions
that arise due to the interface with external partners, and by environmental conditions.
However, there is still a lack of understanding about which conditions managers
believe are critical to GAM capability as well as which conditions in practice would
facilitate these processes. Thus, this study employs a discovery-oriented approach in
which literature findings, executive interviews, and business case analysis are
triangulated to generate insights for the generic dynamic capability theory framework.
The present chapter discusses the dynamic capability theory as a main thrust to
understand global account management phenomena. In the next chapter, the
qualitative research method and findings are delineated. An integrated framework is

provided and seven hypotheses are posited.

30

CHAPTER 4
QUALITATIVE STUDY OF GAM CAPABILITY:
THEORETICAL FRAMEWORK AND HYPOTHESES
This chapter introduces a discovery-oriented approach for theory development,
followed by qualitative findings which enrich the generic dynamic capability

framework. The definitions of GAM processes and antecedents are discussed. The

hypotheses are posited.

QUALITATIVE RESEARCH ON GAM CAPABILITY

Research Method

Because global account management is relatively new, theory is still being
developed; therefore, a discovery-oriented approach was employed to enrich the
generic dynamic capability framework. Executive interviews, available business cases,
and insights from the literature are triangulated to integrate theory and practice
(Eisenhardt 1989; Kohli and Jaworski 1990; Menon et al. 1999; Yin 2003). A
discovery-oriented approach to theory development entails deriving a theoretical
framework from the literature, and then assigning real-world analogues for the
constructs of the framework based on findings from executive interviews and case
studies. The discovery-oriented approach is expected to provide a deep understanding
of how GAM capability is linked to performance outcomes, an important yet not
well-understood phenomenon. This approach ensures construct reliability by using
multiple sources of evidence, and external validity via replication across multiple
contexts.

A discovery-oriented approach develops and enriches a preliminary model by
triangulating literature findings, executive interviews, and case studies (Kohli and

Jaworski 1990; Menon et al. 1999). Using a discovery-oriented approach, this

31

dissertation was conducted in two phases: (1) supplementing literature findings with
qualitative results to develop and enrich a preliminary model of GAM capability; and
(2) implementing a rigorous quantitative test of the enriched model. Thus, this study
employs a qualitative method to develop the theory and a quantitative method to
validate it. This approach of theory development and verification is recommended by
marketing research (Menon et al. 1999).
Executive Interviews

A total of 20 executives in six Fortune 500 companies were interviewed. In order
to avoid potential bias from a single informant, multiple informants were selected in
each company who are responsible for different aspects of global account
management across various countries, preferably the most senior managers in each
case. Many of the initial interviewees were sales/marketing managers at the level of
the director or above, and were responsible for global accounts. The number of
informants per firm was increased by asking initial interviewees to recommend other
senior managers in their company experienced in managing major accounts. Using
this method, up to three executives from each of the six Fortune 500 companies were
interviewed, for a total of twenty executives. Five of the six companies are in
manufacturing while one is a financial services company. Some of the global account
managers are located in the United States, while others are based in their customers’
countries, including China, Canada, and Turkey. Most customers or global accounts
are typically Fortune 500 firms in such industries as high technology, manufacturing,
and banking.

The principal means of data collection were semi-structured interviews. The
interviews began with a brief description of the study, and continued with a series of

questions about GAM practices. Among others, the following issues were explored:

32

(1) What processes are important for a successful GAM relationship?

(2) How is information/knowledge managed in a GAM relationship?

(3) How does a supplier organization coordinate its relationship with a global

account?

(4) How are the worldwide resources of the supplier firm assembled to serve a

global account?

(5) How are changes in a GAM relationship managed?

(6) How does an organization measure the performance of its GAM program

success?

Executive interviews lasted approximately 60 to 90 minutes and were conducted
in English or Chinese. Interview transcriptions are the primary source of data, along
with relevant company documents and archival data. This method contributes to
validity of the constructs in the model because the same qualitative findings were
replicated and confirmed by using multiple data sources (Yin 2003).

Case Studies

The available business cases pertaining to global account management practices
were subsequently analyzed. These cases were obtained from Strategic Account
Management Association, Harvard Business School Working Knowledge, Knowledge
at Wharton, and published books about GAM practices. The most useful insights were
gleaned from the publications from the Strategic Account Management Association
(SAMA) —- the world’s largest professional association of global/strategic account
managers.

Only cases that clearly relate to supplying global accounts were selected for this
study. In addition, resources that did not specify actual company names and practices

were not used. Some 35 publications involving 30 companies were analyzed. Some of

33

the selected business cases were authored by global account managers, while the rest
were contributed by management consultants. Together with the six companies
involved in the interview, a database of 33 unique company cases with relevant
insights on GAM practices was built. The 33 companies in this qualitative research
are diverse in terms of the global customer’s industry as well as supplier size,
nationality, and industry. Finally, additional information about these companies was
secured from their websites, annual reports, and the business press. Table 4.1 provides
a summary of company profiles in the database. Next, I describe the coding scheme

used to categorize the data obtained from the executive interviews and case studies.

DELINEATION OF GAM PROCESSES

All of the information obtained through interviews, available business cases, and
company publications and websites was coded and analyzed. In developing the coding
scheme, the supplier company was used as the main unit of analysis. The coding
scheme was based on the conceptualization of GAM capability as complex bundles of
skills and accumulated knowledge, exercised through organizational processes that
enable suppliers to address rapidly changing global account needs and environmental
changes (N arayanan et al. 2003; Venkatraman and Camillus 1984). As a first step, any
statements that represented clear strategic imperatives undertaken by a specific GAM
program was coded in a spreadsheet. According to Teece et al. (1997) definitions of
intelligence acquisition, coordination, and reconfiguration processes, the statements
were classified under these three categories. The coded information became the

primary data source.

34

Table 4.1
Companies Researched

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Companies Title of Respondent / Research Subject Source
Researched
3M Global Account Manager for IBM storage (Sperry 2000a;
relationship Sperry 2000c)
Storage Systems Business Manager,
serving five very large accounts in the
United States and two foreign
manufacturers, both in Japan.
AF TONIA Vice President of Corporate Accounts (SAMA and
Chemical Inc. Consulting
2002b)
American N/A (SAMA and
Express Consulting
AMEX 2001)
Armstrong US. Global Account Manager - Citibank (SAMA and
World Consulting
Industries 2001)
BC Global Marketing Director, Industrial, BC (Bradford and
Components Components, The Netherlands Schwan 2001)
British IMCP (Integrated Multi-Channel (Abery et al.
Telecom(BT) Programme) Manager 2002)
Cisco Operations Director of Strategic Accounts (Parr 2001)
and Sales Acquisition Integration
Corporate Strategic Account Executive for BellSouth (SAMA and
Express ' Consulting
2002b)
Da La Rue Director of Key Accounts (Sperry 2000bL
Eastman Chairman & CEO (Deavenport
Chemical 1999)
Company
ESAB N/A (Sperry 2000a)
Welding &
Cutting
Products
George N/A (SAMA and
Fischer Consulting
Corporation 2002b)
Guinness UDV strategic accounts manager; (Johnson et al.
United Vice President, Global Strategic Accounts 2001; SAMA
Distillers and and Consulting
Vintners 2001)
North
America

(UDV)

 

 

 

35

 

Table 4.1 (cont’d).

 

 

 

 

 

 

 

 

 

 

 

 

 

Hewlett N/A (Jeannt and
Packard Hennessey
2003; Yip and
Madsen 1996)
Honeywell N/A (Sperry 2000b)
Industrial
Automation
and Control
Lanier Regional vice president of global (Cornell 2002)
Worldwide, accounts;
Inc. Global Account Manager
Marconi Strategic Account Manager for 7-11 (Sperry 2000a)
Commerce
Marriott Alliance Account Director for Siemens (SAMA and
International Alliance Account Director for Deloitte & Consulting
Touche 2002a)
Alliance Account Director for the
Accenture account
MasterCard Vice President of Business Performance Personal
Interview with
the authors in
October 2003;
(SAMA and
Consulting
2001)
Mettler Director of Strategic Accounts (McNaughton
Toledo and Beckett
2001)
Nortel Customer Value, Optical Networks (Cook et al.
Networks Portfolio, Canada 2000)
Customer Service
SBC-Pacific Bell Account Team, Canada
ONDEO Executive Account (Sperry 2001a)
Nalco
Pepsi Global Account Manager Personal
Company Interview with
the authors in
March 2004
Procter & Vice President of Sales, Customer (Graen 1999;
Gamble Business Development, Western Europe Wilson 2003)
Director, Management Information
Systems
Global Account Executive
Satyam Global Account Manager for Caterpillar (Sperry 2003)
Computer
Services Ltd.

 

 

 

36

 

Table 4.1 (cont’d).

 

 

 

 

 

 

 

 

 

 

 

 

SC Johnson Global Account Director Personal
Interview with
the authors in
March 2004;
(SAMA and
Consulting
2001)

Schurter President and CEO (SAMA and

Group Consulting
2002b)

Siemens Vice President, Information and (Macaulay

Communications Global Accounts 2000)

SN Brussels Vice President, Strategic Accounts (Bradford and

Airlines Lagae 2003)

Steelcase, Inc. Global Alliance Director, Personal

Public Relation Manager, Interview with

Supply Chain Director the authors in
March and
April 2004

Visteon Global Account Manager Personal

Corporation Interview with
the authors in
March 2004

Williams Vice President of Alliance Development (Sperry 2001b)

Company Group

Xerox Director of Global Account Field (Jeannt and

Operations Hennessey
2003)

 

In step two, an iterative analysis of the qualitative data and the literature synthesis
further narrowed the three major processes suggested by Teece et a1. (1997) to
become six sub-processes. Although five out of six sub-processes were implicitly
mentioned by account management literature, they were studied based on researchers’
conceptualization of what it should be according to theory, not what it is in practice.
This present study uses a discovery-oriented approach to assign real-world meaning to
these sub-processes. Based on this analysis, three distinct GAM processes and their

sub-processes were delineated:

37

l) GAM Intelligence Acquisition refers to the process of scanning and evaluating the
global account needs and the business environment. It is comprised of two
sub-processes:

i. Customer intelligence acquisition refers to the process of understanding
explicit and latent needs of global accounts.

ii. Competitor intelligence acquisition refers to the process of understanding the
strengths and weakness of current and potential competitors who do or will do

business with the global accounts.

2) GAM Coordination refers to the purposive organization of internal and external
activities and information flow across countries (Buvik and John 2000; Teece et al.
1997). In the global account management context, there are three dimensions of
coordination:

i. Inter-organizational Coordination refers to the process of purposively
organizing joint activities at each level of two organizations;
ii. Inter-functional Coordination refers to the process of collectively utilizing
organizational resources to satisfy global account needs.

iii. Cross-country Coordination refers to the process of cross-subsidizing global
resources and interdependently planning competitive moves to secure or retain
global accounts.

3) GAM Reconfiguration refers to process of changing resources and practices
according to environmental changes and effectuating the necessary adjustments

ahead of competition.

Table 4.2 summarizes the definitions of the six sub-processes.

38

The aforementioned three main processes are consistent with the dynamic
capability framework which suggests that creation of competitive advantage in a
rapidly changing environment largely relies on developing internal organizational
processes (Teece et al. 1997). Faced with an intensely competitive and changing
global market, the supplier has to continuously create customer value through
understanding of a global customer’s business, customizing products or services, and
providing various innovative services.

The field interviews and the business cases yield information reasonably
consistent with the literature. In the following section, the qualitative findings are
integrated with the extant literature in order to provide a detailed description of each
of the processes that comprise a GAM capability.

Intelligence Acquisition. Global account managers agreed on the importance of
intelligence acquisition. Managing global accounts requires the integration of new and
complex knowledge such as planning and interacting with customers, local-country
best practices, and so on. Global account management is not only a selling strategy,
but also an enterprise-wide strategy that defines future business for both the supplier
and the customer (Arnold et al. 2001b). Executive comments suggest the need for a
proactive approach to understanding customers’ explicit and latent needs, such as
creating new demand rather than just waiting for requests.

Coordination. Most interviewees accentuated the importance of coordinating
company-wide efforts to serve global account customers. Their comments are
consistent with the statement by Harvey et al. (2003) that global account management
involves formal and informal ties at multiple levels across national borders. Two
points are worth highlighting. First, coordination involves managers at multiple levels

from both the supplier and customer organizations. Their titles range from top

39

executives to selling/buying representatives. Second, coordination activities take place
in all the markets where the customers do business. This is then a deliberate supplier
effort to cross-subsidize global resources and interdependently plan competitive
moves across countries.

Reconfiguration. As global environments change constantly, a supplier must be
able to continuously modify existing configurations in order to adapt to new business
situations (Teece et al. 1997). This capability can be called GAM reconfiguration,
because it taps the domain that the supplier should adjust strategic resources as
necessary. The idea that suppliers should constantly change their product offerings,
services, processes, and even channel structures to adapt to changing customer needs
was frequently mentioned by executives. In the 2003 Annual Survey of SAMA, there
was a significant increase in the percentage of global account managers suggesting
that “(GAM programs are) in need of restructuring or currently being restructured”
(from 14.3 percent to 19.4 percent). In the literature, Homburg et a1. (2002) found that
the appropriate organizational configuration can generate favorable outcomes for
strategic account management.

In conclusion, three main processes that comprise a GAM capability —
intelligence acquisition, coordination, and reconfiguration — are evident in this
integration of the literature and the qualitative findings. The next section discusses the
expected performance consequences of GAM capability, and formulates hypotheses

relating GAM capability to performance outcomes.
INTEGRATED FRAMEWORK AND HYPOTHESES

The proposed integrative framework linking GAM processes to performance

consequences is shown in Figure 4.2. Essentially, the framework posits that GAM

40

processes generate favorable outcomes in terms of GAM program performance and
GAM contribution to the organization. The field perspectives and the available
business cases suggest that a useful distinction exists between GAM program
performance and GAM contribution to the organization (Homburg et al. 2002).
GAM Capability

As discussed earlier, three categories of organizational processes exemplify GAM
capability. Effective global account management can enable a supplier’s offerings and
resources to fit the idiosyncratic needs of its global customer (Arnold et al. 2001b;
Harvey et a1. 2003; Homburg et al. 2002; Montgomery and Yip 2000; Montgomery et
a1. 2002). When a supplier’s strategic resource deployments are aligned with customer
needs, positive GAM performance is expected to be generated (Cavusgil and Zou
1994; Venkatraman and Prescott 1990). All GAM processes are considered to have a
positive influence on GAM performance.

GAM Intelligence Acquisition refers to the process of scanning and evaluating
the global account needs and the business environment. It is comprised of two
sub-processes — customer intelligence acquisition and competitor intelligence
acquisition. See Table 4.2 for their definitions.

Customer Intelligence Acquisition. In the majority of companies covered by the
current study, executives explicitly mentioned the important role of GAM intelligence
in creating customer value. For example, since 1988, Procter & Gamble pioneered a
successful GAM relationship with Wal-Mart. According to Jeff Schomburger, Vice
President of Customer Business Development, Western Europe:

“Our customer will shape our future, so we had better know what our
role is and how we’re going to add value. P&G must understand its

customers’ strategies, comprehend P&G’s role in supporting those

41

strategic objectives, determine how its assets and core competencies
dovetail with the assets and core competencies of the customer, and
link its products and services so that they are recognized on the

customer’s financial scorecard” (Wilson 2003, p.2).

It is essential to understand and analyze a global account’s explicit and latent
needs, its business, and its preferences. Intelligence can be generated by formal and
informal means, including customer surveys, interviews, analysis of sales reports,
meetings with customers and trade partners (such as distributors), open houses at
supplier sites, and collection and analysis of primary and secondary data (Kohli and
Jaworski 1990).

The SN Brussels Airline’s GAM program exemplifies how a team can employ
various approaches to gather intelligence. In order to survive and grow in the highly
turbulent airline industry, SN Brussels decided at the start of 2003 to invest in a GAM
program, which was a radical sales innovation for the company. The global account
team conducted customer interviews and collected sales data pertaining to corporate
customers. It was found that the largest 50 accounts generated 10 percent of SN
Brussels sales, and the smallest 250 accounts comprised only 7 percent of sales.
Francois Lagae, Vice President of Strategic Accounts SN Brussels, states:

“From the customer interviews that were conducted, we saw clear
differences between corporate accounts. There were significant
differences in their value sensitivities, use of travel agents, attitude
towards company-wide contracts and the organization of their travel
internally. This was a significant aid to us in prioritizing which
accounts were most suited to strategic management. We were

effectively a new start-up airline. We were handling all accounts in the

42

same way without acknowledging the differences in size or
requirements, and very little focus had been possible from both sides of
the relationship. But the sales analysis and customer visits showed us
which accounts to focus on in the future” (Bradford and Lagae 2003,
p.2).

A decision was made that SN should target large multinationals with global or
European headquarters in Brussels and persuade travel managers in those companies
to shift airline travel to SN. After establishing the account, global account managers
visited customer sites to acquire insights about customer needs. Afier the new
program was launched, sales at contracted rates to the global accounts were
significantly higher in the first quarter of 2003 than in the previous quarters. In the
second quarter of 2003, SN reported a small profit, better than most traditional
airlines (Bradford and Lagae 2003).

An important theme that surfaced in most executive interviews is that global
account managers and cross-functional global account teams are key players in
collecting and interpreting useful customer information. According to Earnest W.
Deavenport, Jr. (1999, p.15), Chairman & CEO, Eastman Chemical Company: “The
mission of the GAM is not so much to sell products and services as much as it is to
manage relationships... As GAMs, they need to know everything about key customers
in every side of business that customer has.” In the field interviews, a chief global
account manager from a Fortune 500 manufacturing company stated:

“My goal is to understand the business of each one of my customers...
how I can offer value to bring better business results to them? My
team has to understand the business of each customer, different lines of

business with each account. We have to manage these businesses,

43

therefore they can understand our different product offerings that we

have and how we can bring value to them.”

Intelligence acquisition is a broad concept that involves not only an
understanding of the customer but also proactive approaches to solving customer
issues and identifying new business opportunities. For example, a vice president from
a Fortune 500 financial services company commented: “We manage our customers
proactively rather than reactively. We take initiatives to bring up opportunities.” Such
efforts increase customer value, customer satisfaction, and the business with a global
account. The story of 3M’s IBM global account team is another example. The
cross-functional team at 3M reduced IBM storage loss by about 10 percent with new
materials that make IBM disk drives less vulnerable to contamination. Before the real
issue was identified, 3M’s global account manager interviewed IBM managers at
multiple locations around the world. Then a 3M technology group spent two years
creating the new materials (Sperry 2000c).

In summary, GAM customer intelligence acquisition is valuable because it
enables a supplier to investigate a customer’s latent and expressed needs as well as
anticipate changes in the relationship. The supplier can analyze business situations,
identify new product development opportunities, and create the appropriate mindset to
respond to these opportunities (Teece et al. 1997). As a result, an alignment with a
customer can be achieved. Empirical findings support the view that intelligence
acquisition has a positive effect on a supplier’s market performance (Grewal and
Tansuhaj 2001; Homburg and Pflesser 2000 ; Jaworski and Kohli 1993).

GAM Competitor Intelligence Acquisition. The interview showed that GAM units

collected competitor information from various channels such as participating in

44

industrial goods trade shows or exhibitions, coordinating with channel members or
end customer to detect competitive moves, buying secondary data from a third party
(e.g. A.C. Nelson), and doing internal competitive analysis to analyze present
competition and predict fliture competition.

It is posited that GAM competitor intelligence acquisition can help achieve
superior GAM performance because it allows a supplier to keep pace with or stay
ahead of competitors. In hypercompetition, in order to retain a global account, an
organization must pay attention not only to the account, but also gather intelligence
about current and potential competitors, because any competitive advantage can be
nullified by a competitor’s imitation and substitution. Sometimes, the competitive
substitution can be radical (Dierckx and Cool 1989; Peteraf and Bergen 2003). Thus,
a supplier must keep a balanced mix of GAM customer intelligence acquisition and
GAM competitor intelligence acquisition to unceasingly create new value for global
accounts (Day and Wensley 1988). A supplier must be able to quickly detect
competitive threats and launch new initiatives before current competitive advantage in
winning global account becomes obsolete. As a result, suppliers engaging in GAM
competitor intelligence acquisition are more likely to continuously create temporary
competitive advantage.

GAM Coordination refers to the purposive organization of internal and external
activities and information flow across countries (Buvik and John 2000; Teece et a1.
1997). In the global account management context, there are three dimensions of
coordination: inter-organizational coordination, inter-functional coordination, and
cross-country coordination. See Table 4.2 for their definitions.

GAM Inter-organizational Coordination. Senior executives play an important role

in coordinating global account relationships. As the exploratory study progressed, it

45

became clear that global account management entails a multi-layered relationship

involving top executives and sales/purchasing representatives from both the supplier

and the buyer. As the vice president of a Fortune 500 manufacturing company that

serves high-technology multinational customers explained:
“Top executives from both my company and our customer support us
[the unit is separate from the main company and is responsible for its
own profit/loss] . .. Because of my position, I can access all levels of
managers and resources in the organization to ensure we can
implement our promise. The customers have a single point of
contact... My team members sit in customers’ sites. They help
customers manage conference rooms and document centers. We do all
labor-intensive things for our customers.”

The relationship may include multiple channels. The managing director of the

Major Business Division at British Telecom (BT), recounts its multi-channel project:
“We realized we had to move away from a predominantly face-to-face
sales channel for large customers and into a range of integrated
channels. We had to give these customers a choice in how they do
business with us, not restrict them to one point of contact, and at the
same time we had to create cost advantages that would give us the
ability to compete harder and more aggressively in the marketplace”
(Abery et al. 2002, p. 15).

In addition to formal coordination, several account executives mentioned
informal aspects, which blends enthusiasm and spirit to the relationship. Deavenport

(1999, p.15) remarks:

46

“We have social events such as golf outings and ski outings, and
GAMs are encouraged to invite the key account people they deal with.
We even encourage the GAMs to bring in some of the senior managers
from key customers. These events are a good way to build
relationships, and a lot of business is transacted at these events. When I
sit down with our GAMs to see what new business opportunities are
out there, we realize how much new business started as a discussion
with a customer at the ski lift” (Deavenport 1999, p. 1 5).

GAM Inter-functional Coordination. In fact, any individual within the global
supplier organization has the potential to contribute to creation of customer value
through formal or informal manner. The interviews revealed that cross-functional
global account team members bring not only unique knowledge, but also social
networks that utilize resources from individuals who are not in the GAM team.
Formal inter-organizational activities include meetings, trainings, business
presentations, periodicals and newsletters, reports, and measurements.

Success for global account management entails exploitation of cross-fiinctional
resources, particularly knowledge-based ones. The account management and team
selling literatures have pointed out that the role of account management is to
coordinate resources in order to satisfy key customers. (Montgomery and Yip 2000;
Montgomery and Yip 1998; Moon and Armstrong 1994; Moon and Gupta 1997;
Shapiro and Moriarty 1984). Inter-functional activities toward the same objective
increase openness in communication and therefore foster utilization of individual
knowledge to achieve the objective (Zaltman et al. 1973). Thus, the more efficient key
suppliers can coordinate functional resources, the more likely they can detect and

accommodate global account needs faster than the rest of field. Recent work

47

supports that organizations encouraging and maintaining cross-functional information
flow outperform those not doing so (Damanpour 1991; Han et al. 1998; Henderson
and Cockbum 1994; J aworski and Kohli 1993; Kohli and Jaworski 1990). In summary,
GAM inter-functional coordination can be expected to enhance GAM program
performance.

GAM Cross-country Coordination. Cross-country coordination can break down
hierarchical global interests and local benefits, and link all organizational units in
collective accomplishment of global account management tasks. Many leading
suppliers, such as HP, Cisco, and Xerox, have set up global account management
branches at customers’ headquarters to ensure timely and consistent services
worldwide. Although these branches are often relatively independent from the parent
organization, they maintain close contacts with senior management and relevant
global resources to ensure that, once a new initiative is approved, global account
managers have sufficient support to implement what they promise to their customers.

A global supplier coordinates business with its global account in every market
where the customer participates (Shi et al. 2004). This is articulated by a global
account vice president from Siemens:

“A never-ending challenge for the supplier is delivering consistency in
all the countries in which the customer has business. The first step is
determining how well the supplier is geographically aligned with the
customer. Do they have the necessary presence, resources, expertise,
etc., to deliver where the customer is located? This can be as
complicated as aligning all of the Coca-Cola companies’ 200- plus
country locations... or as easy as it is for a company with one or trim

sites in major European capitals. Even when the supplier has a

48

presence in a country, are they—or do they need to be—nearby? For
instance, if the customer is a major oil company, it may mean
fulfillment not just in the US and Europe, but in the jungles of
Venezuela, the high desert of Kazakhstan, or on an offshore platform

in Vietna” (Macaulay 2000, p. 21-22).

Several executives interviewed identified cross-country coordination practices
needed to ensure organization-wide support for GAM activities. For example, Cisco
has a Gateway Global Account Manager (GGAM), whose role is to ensure that every
global account has sufficient local support from Cisco. In fact, GGAM is a manager
located at the headquarters, who is independent of the global account managers,
located in the subsidiaries, and who provides resources for them as well. In locations
where local support is insufficient for a global account, the GGAM takes the lead in
delivering comprehensive coverage. Where the local team is strong, the GGAM
serves as backup and coordinator to make sure the global account plan is implemented
consistently.

Both inter-organizational and cross-country GAM coordination should positively
influence a supplier’s GAM program performance because they allow the supplier to
manage selling activities at each level of the organization and across different national
markets so that the needs of global accounts are best served. As a result, global
accounts would be more willing to reward the supplier with loyalty and increased
orders. The positive link between vertical coordination and performance has been
widely investigated and empirically supported (Buvik and John 2000; Heide 1994;
Heide and John 1990; Mohr and Spekrnan 1994). The central thrust of GAM

cross-country coordination process is to leverage the supplier’s worldwide strategic

49

resources to achieve coordination and flexibility simultaneously (Bartlett and Ghoshal
1988). In order to serve the needs of a global account on a worldwide basis, a
multinational supplier must be able to “cross-subsidize” its operations in some
markets with resources generated in others, and respond to competitive attacks in one
market by counterattacking in others (Zou and Cavusgil 2002, p.42).

GAM Reconfiguration refers to the process of changing resources and practices
according to environmental changes and effecting the necessary adjustments ahead of
competition (Teece et al. 1997). A successful GAM relationship involves quick
responses to new intelligence. A review of the business cases suggests that a
supplier’s GAM program must maintain a viable fit with the customer’s ever
changing needs in order to sustain long-term competitive advantage. In other words, it
is important for the GAM program to remain flexible and dynamic in order to take
timely action. A major role of the global account manager in Xerox is to identify
unique ways to reconfigure existing product offerings and deepen relational bonding.
The Xerox-BMW global account relationship demonstrates Xerox ’s ability to
transform its product according to BMW’s requests in a timely fashion.

“BMW wanted to make vehicle owner manuals personalized and less
expensive to produce. Most vehicle owner’s manuals included at least
four languages of material and instructions for all the possible options.
The traditional owner’s manual was about an inch-and-a-half thick.
This practice wasted paper, was becoming more expensive to print, and
had high associated storage costs. Xerox worked with BMW, for
almost one year, to create a personalized point-on-demand owner’s
manual solution, with which BMW was able to provide a new manual

with the buyer’s name in the buyers’ preferred language, and with

50

instructions that addressed only the specific options purchased. The
new manual is 80 per cent thinner than the previous one, thus
eliminating storage and shipping cost” (Jean-Pierre and Hennessey

2003, p.18-4).

Marriott’s relationship with Accenture is another good example of GAM
reconfiguration. In 2002, Accenture became a public company and confronted cost
reduction issues, especially for travel and entertainment expenses. To retain this
account, Marriott needed to adjust its traditional offering. The GAM team offered a
new “corporate apartment” program within a relatively short time, providing a cozy
home for Accenture employees who were relocating. As a result, Marriott increased
its business with Accenture (SAMA and Consulting 2002a).

Reconfiguration should positively affect the supplier’s GAM program
performance. It is vital to be flexible because the global account’s needs in multiple
national markets vary and may change rapidly. Bartlett and Ghoshal (1988) argue that
a proper global organizational structure is needed for an Multinational Company to
exploit its transnational capability. Therefore, when a global customer shifts its
product preferences, service requirements, market participation, and so on, the global
supplier must be able to alter its organizational structure and processes, and re-deploy
its strategic resources accordingly. Failure to do so may result in loss of the account.
GAM Capability as a Second-Order Factor

From the above discussion, it appears that the three major processes of
intelligence acquisition, coordination, and reconfiguration suggest a comprehensive
conceptualization of GAM capability. First, each process focuses on a different aspect

of an organization’s dynamic capability development. All processes share the same

51

goal of enhancing an organization’s ability to accommodate changes in the global
market. The three processes, as a whole, present GAM capability and each process
focuses on a distinct dimension. Specifically, the intelligence acquisition process
emphasizes an organization’s activities to collect information about its customers and
competitors. The coordination process focuses on how an organization should
purposively organize its activities across functions, organizations, and markets.
Finally, the reconfiguration process stresses an organization’s ability to redeploy its
strategic resources and processes to accommodate a rapidly changing global market.

Second, there are complementary rationale explaining why each process
contributes to GAM capability and these rationale are not mutually exclusive. More
specifically, the three processes can be developed simultaneously. Together, they
suggest the core of GAM capability.

According to the qualitative findings, literature review, and the rationale
advanced in this chapter, GAM capability is defined as complex bundles of skills and
accumulated knowledge that are exercised through organizational processes that
enable suppliers to address rapidly changing global customer needs and
environmental changes (Day 1994; Narayanan et al. 2003; Teece et al. 1997). It is a
second-order factor of six sub-processes that are derived from intelligence acquisition,
coordination, and reconfiguration (refer to Figure 4.1). These GAM capability
sub-processes capture diverse perspectives to develop GAM capability. The definition

of each is delineated in Table 4.2.

52

Figure 4.1 A Broad Conceptualization of GAM Capability

Customer intelligence
Acquisition

Competitor Intelligence

A_

/ GAM Capability

      

Cross-Country
Coordination
\V

  
 

Inter-functional

lnter-organizatonal
Coordination

Coordination

Table 4.2 Definition of the GAM Sub-Processes

 

 

GAM Sub-Process Definition
Customer Intelligence The process of understanding explicit and latent needs of
Acquisition global accounts

 

Competitor Intelligence
Acquisition

The process of understanding the strengths and weakness of
current and potential competitors who do or will do business
with the global accounts

 

Inter-organizational

The process of purposively organizing joint activities at

 

 

 

 

Coordination each level of the two organizations

Inter-functional The process of collectively utilizing organizational

Coordination resources to satisfyglobal account needs

Cross-country The process of cross-subsidizing global resources and

Coordination interdependently planning competitive moves to secure or
retain global accounts

Reconfiguration The process of changing resources and practices according

 

to environmental changes and effecting the necessary
adjustments ahead of competition

 

53

Reconfiguration \

 

Aagouiwmm “oz .2. .3. “a Ede—mama L .momofieobwa 05 E Eton»: can moanim b2: $320508 £8

8358a on 823 388m .weo. u <mm2m ”8." 95 an: E 5:8 as ”Suede 53 E vengeance ”a."
52: E 38.895: ”3. H 5?: E 32:0: SQVQ Sm H 8030b mo moohwov Jmfio: .I. 0833-20 ”moumsfim 352 3.0ch

    

EflEnFaD .3122

      
   

.5333.“qu
9 actsfluueou 2.4.0

36:85 02:39:00

   

3:385 $20

woeoawacU 300

  

 

  
   

ooaeficeuon—
Ecumen— 33:0

EoEo>_o>E EEonto:

895:3...an 6:: 85—5982 $233.5 520 be charm

54

The Consequences of GAM Capability
GAM Program Performance refers to the extent to which a GAM program

achieves superior market outcomes for the supplier. Market outcomes include

customer satisfaction, customer value, desired growth, new product introductions, and

customer retention (Homburg et al. 2002, p. 57). In field interviews, most executives

state that their GAM programs bring value to their customers and significantly

increase customer satisfaction. One GAM executive put it this way:
“Customer value is often perceived by cost saving. We are often times
talking to them about business opportunities that have to do with cost
reduction. We currently have two business initiatives. [One is] global
printing that can drive the cost out of their office by putting
governance plans in many plants. The second initiative is to understand
some of their workflow, particularly in their manufacturing sites. We
believe we can drive out cost and improve time to market by looking at
the customer’s business. We believe it is a tremendous cost saving

opportunity [for the customer].”

GAM Contribution to Organization refers to the degree to which the GAM
program enhances the supplier’s overall competitive advantage, strategic position,
global market share, sales growth, and profitability. In interviews, it is evident that the
leading organizations’ GAM programs play an important role in enhancing the whole
organization’s competitiveness. As noted by the CEO of Strategic Account
Management Association (SAMA), “global account management has become the
whole organization’s emphasis which is beyond the marketing or sales responsibility
because managing and growing the key global customers is critical for the suppliers’

success” (Napolitano et al. 2004).

55

Global account management programs are often financially independent units,
responsible for their own profits and losses. When asked if business with their global
accounts is satisfactory, the executives agreed that such accounts substantially
contribute to global sales and overall profitability.

All six sub-processes of GAM capability share the same goal of enhancing a
supplier’s market performance. Each process emphasizes one aspect of GAM
capability. According to dynamic capability theory, GAM capability should have a
positive effect on the supplier’s GAM program performance and organizational
performance, suggesting three hypotheses:

Hypothesis 1: The supplier 3 GAM capability has a positive influence on its GAM
program performance.

Hypothesis 2: The supplier 3‘ GAM capability has a positive influence on its GAM
contribution to organization.

Hypothesis 3 .' The supplier 3' GAM program performance has a positive influence

on its GAM contribution to organization.
Antecedents to GAM Capability

Dynamic capability theory maintains that the development of a dynamic
capability depends on a set of factors such as micro intra-organizational and
inter-organizational conditions, and macro environmental factors (Helfat 2000; Helfat
and Raubitschek 2000; Langlois and Steinmueller 2000; Narayanan et al. 2003;
Rosenbloom 2000; Tripsas and Gavetti 2000; Winter 2000). These antecedents have
been further suggested and substantiated in the qualitative research phase using a
discovery-oriented approach.

The intra-organizational facilitating condition includes mainly GAM horizontal
supports. Account manager skills and cross-functional efforts are probably the most

frequently studied topics in account management and personal selling literature

56

(Homburg et al. 2002). The positive influence of broad functional supports on the
development of a dynamic capability has been acknowledged in the strategic
management literature (Adner and Helfat 2003; Blyler and Coff 2003; Grant 1996;
Henderson and Cockbum 1994; Narayanan et al. 2003).

GAM Horizontal Involvement refers to the extent to which multiple functional
levels are involved in managing global accounts (Homburg et al. 2002). In the on-site
interview, the global account manager from a Fortune 500 company showed an
organizational chart that delineates the human resource network for managing the
global account customers. It is evident that multiple functional levels across national
markets are directly involved to provide globally consistent service and products to
the key customers.

In some cases, global account managers have authority to obtain resources. In
other cases, they must rely on their informal relationships and influence to seize
functional supports. A recent shift from traditional divisional structures toward more
customer-focused organizational structures enables account managers to become more
influential marketing/sales coordinators and increases dispersion of marketing/sales
activities into various organizational units (Homburg et al. 2000). As a result, in a
customer-focused organization, a GAM unit can access more functional resources.

Research on both the account management and dynamic capability point out the
importance of obtaining functional resources for capability development (Harvey et al.
2003; Helfat 2000; Homburg et al. 2002; Miller 2003; Shapiro and Moriarty 1984;
Wilson and Milhnan 2003). Functional specialized knowledge and skills must be
collectively utilized to build a capability. The success of inter-organizational
coordination and adaptation as well as cross-country integration of resources to serve

a global account depends on the internal success of attaining functional support,

57

because a GAM unit cannot implement its initiatives without support from the whole
organization (Harvey et al. 2003; Homburg et al. 2002; Moon and Gupta 1997). An
integrated functional knowledge base can enhance information processing, which in
turn, fosters capabilities to understand global account needs, defeat competitors, an
quickly reconfigure resources to better secure global account customers. Therefore,
the following hypothesis can be formulated:

Hypothesis 4: The supplier Is GAM horizontal involvement has a positive

influence on GAM capability.

The inter-organizational facilitating condition includes mainly goal congruency.
According to Toulan et al. (2002), a fit between two organizations’ goals leads to
favorable results in a global account management relationship.

Goal Congruency refers to the extent to which suppliers perceive their goals are
consistent with those of global accounts (Arnold et al. 2001a; Jap 1999; John and
Reve 1982). When being asked if consistent strategic goal between two organizations
is important for the global account management relationships, all interviewees
acknowledged its importance. A global account manager serving high technology
industry stated that congruent strategic goal is an important criterion for his company
in selecting global account customer. When dealing with customers from high
technology industry which often want to commoditize products and service, his
company used to refuse to set up GAM program for one customer because the
congruent goal was not present.

Arnold et al. (2001a) found that goal congruency is a determinant of success of a
GAM program, because organizations will invest to develop and maintain capabilities
only when dyads are strategically important. Without goal congruency, global

accounts may exploit power to ask for an unreasonably low price. As goals become

58

increasingly aligned, a supplier’s willingness to coordinate and reconfigure its
functional resources and local subsidiaries’ resources in order to serve a global
account will increase, because goal congruency ensures that customers will not pursue
activities advantageous to their own selfish goals at the expense of suppliers. In
addition, aligned organizational goals can enhance inter-organizational information
exchange. Recent work in dynamic capability supports the idea that information
exchange between two organizations promotes efficiency in developing dynamic
capabilities, because suppliers can acquire more valuable information and can quickly
integrate or adjust existing knowledge based on new information (Blyler and Coff
2003; Eisenhardt and Martin 2000; Grant 1996; Hanssen-Bauer and Snow 1996;
Henderson and Cockbum 1994). In summary, congruent strategic goals set a platform
and a basic incentive for the supplier to seek a high degree of coordination,
orientation, integration, and reconfiguration. Therefore,

Hypothesis 5: The supplier Is GAM goal congruency has a positive influence on

GAM capability.

The last set of facilitating conditions is the environmental conditions. It includes
competitive intensity and market dynamism. The essence of hypercompetition is the
increasing intensity of global competition and the rate of customer preference changes
(D'Aveni 1994). Competitive intensity and market dynamism set up macro conditions
that are critical to the development of a dynamic capability (Eisenhardt and Martin
2000; Helfat 2000; Helfat and Raubitschek 2000; Rosenbloom 2000). An organization
reacts to the external environment by protecting itself from external turbulence and
coping with competition (Andrews 1971; Thompson 1967). A turbulent environment
forces suppliers to detect potential threats and opportunities for exploiting

idiosyncratic capability. In the executive interviews and case analysis, competitive

59

intensity and market dynamism are two most visible constructs.

Competitive Intensity is expected to positively influence GAM capability.
Montgomery and Yip (2000; 1999; 2002) argue that global competition facilitates the
use of a GAM program. When competition is high, there is a strong incentive for a
supplier to make necessary investments in understanding global accounts, integrate
global resources, and reconfigure existing knowledge so as to serve global accounts
effectively. In summary, under fierce competition, a supplier has greater pressure to
establish acquisition, coordination, and reconfiguration processes (Jaworski and Kohli
1993; Zou and Cavusgil 2002). Therefore:

Hypothesis 6: Competitive intensity has a positive influence on GAM capability.

Market Dynamism refers to the rate of change in the composition of a customer’s
preferences (Jaworski and Kohli 1993, p.57). It is posited to positively influence
development of GAM capability. Although suppliers that possess GAM capability
should be in the best position to succeed under all environments, suppliers operating
in highly turbulent markets are more anxious and more likely to develop GAM
capability because there are obvious needs for these suppliers to continuously create
new resource configurations. Rapidly evolving global markets drive global suppliers
to use a GAM program so that suppliers can better coordinate selling activities,
integrate cross-border resources, and transform managerial and technical processes to
create superior customer value (Montgomery and Yip 2000; Montgomery and Yip
1998; Montgomery et al. 2002; Yip 1995; Yip and Madsen 1996). In summary, market
dynamism facilitates a supplier’s development of acquisition, coordination, and
reconfiguration processes. Therefore:

Hypothesis 7: Market dynamism has a positive influence on GAM capability.

60

CHAPTER 5
SURVEY RESEARCH DESIGN

The research phase one — qualitative research method and findings are delineated
in the last chapter. This chapter explains the research phase two — survey methodology
and procedures. The first section discusses the research setting, sample frame, and
respondents. The second section presents details concerning questionnaire and scale

development. The data collection procedure is described in the third section.

RESEARCH SETTING, SAMPLE FRAME, AND RESPONDENTS

The research setting for the study is a cross-sectional survey. Cross sectional
survey is valuable because it can be tailored readily to test the proposed theory
(Churchill 1979; Kerlinger 1974). However, it is difficult for a survey to obtain a
representative sample and acceptable internal validity.

This project was funded or administered by the Institute for the Study of Business
Markets (ISBM) at Pennsylvania State University, the Teradata Center for Customer
Relationship Management at Duke University, the Strategic Account Management
Association (SAMA), and the Center for International Business Education and
Research at Michigan State University (MSU-CIBER). It was jointly implemented by
SAMA and MSU-CIBER. The sampling frame is SAMA members who are involved
in global account management practices, because SAMA is the world’s largest
professional association serving strategic / global account managers. With SAMA’s
help, 1093 SAMA members who are involved in global account practices received the
survey.

The demographic information for SAMA members is reported in Figure 5.1,

Figure 5.2, Figure 5.3, and Figure 5.4. Figure 5.1 reports the job function of SAMA

61

members. The majority of the members (40 percent) are titled Vice President or
Director for Strategic Accounts. The second most common title is Strategic/Global
Account Managers (35 percent). Approximately 47 percent of member companies
have sales revenues ranging from $1 billion to $4.9 billion. The sales revenue
information of member companies is reported in Figure 5.2. Approximately 25
percent of SAMA member companies have sales revenues ranging from $5 billion to
$15 billion. Figure 5.3 reports information of membership by industry. About 55
percent of companies are from the manufacturing industry, which dominates SAMA.
Another 22 percent of members are from the service industry. Figure 5.4 reports
international membership by country. A majority of members are from the United

States (86 percent), followed by Germany and United Kingdom (3.5 percent).

QUESTIONNAIRE AND MEASURES

A structured questionnaire was developed in several stages. First, the relevant
literature on globalization, strategy, marketing, and management was searched and
eight developed constructs were adopted. One remaining construct together with some
scale items is original to this study.

Second, the literature revealed potentially useful items of measurement. These
items were revised into Likert-type statements answered on a seven-point scale
ranging from “strongly disagree” (1) to “strongly agree” (7). The purpose is to adopt

these items to the specific GAM context.

62

Demographic Information for Members of
Strategic Account Management Association (SAMA)

Figure 5.1 Job Title of SAMA Members

i W TCTonEthiE TVA ngl”__ i’ i T—' A. .— 7
/Training
Executive

8%

Other Sales
Executives
17%

 
   
  

Director/V P
40%

if i DirectorNP;

I Global/Strategic Account

l

I

3

Global '

/Strategic Manager . i

Account El Other Sales Executives !
Manager _ . _

3 5% D Consulting/Training I

Executive

 

 

. l
‘ t
l < $250 million 1
. 10v
1 , , . ° $250 million -
‘ > 15 billion - -
I 90/ $500 million
[ ° . 4%
I n i
l $5 billion - $500 million - l
1 $15 bllllon $1 billion 1
25% 5% l
<72?) mam‘m‘

 

L bluff" El$1 billion - $5 billion
47 A’ l I $5 billion — $l5 billion

1
I $250 million - $500 million I
l
l
l > 15 billion 1

l
i l 31 billion' 55 D$500 million-$1 billion
1
l
l

 

63

Services
22%

Other
1 0%

  

\
k |
Wholesale
5%
Manufactur
ing
55%

Figure 5.3 SAMA Membership by Industry

Consulting
IT raining
Executive

8%

Tadfififl —T

I Consulting/T raining
Executive

Cl Wholesale

El Manufacturing

I Services

 

 

Figure 5.4 SAMA International Membership by Country

 

Germany
26%

  

F
rance Netherlands
1 0%
5%
,- Belgium
’ 6%
‘ Switzerland
7%

United Kingdom
25%

T-T
l

i 13 France

I Netherlands
El Belgium

El Switzerland

Germany
lflhL_

United States 86%
International 14%

 

Source: (Strategic Account Management Association 2005)

Third, recent survey questionnaires used by the Strategic Account Management
Association (SAMA) were reviewed. A few classification scales and GAM Program
performance scales were adapted. GAM Program Performance was measured by the
question “How successful has your organization been in achieving the following
objectives since the establishment of your relationship with this global account
customer?” and five items (1) growing sales to the global account customer
worldwide; (2) cross-selling additional products and services to the global account
customer; (3) developing new business with the global account customer; (4)
increasing profit from the business with the global account customer; (5) increasing
responsiveness to the global account’s specific needs. All five items were measured
by a seven-point bipolar scale ranging from “not at all successful” to “highly
successful.”

Fourth, the CEO, the Education Director, and the Research director from SAMA,
all of whom are very familiar with global account management managerial practices,
carefully evaluated the questionnaire and provided comments. Five academicians
familiar with global account management, global strategy, and marketing research
were asked to review the questionnaire. All were asked to evaluate whether the
statements were meaningful, understandable, and valid. Based on their feedback,
some statements were deleted, others were revised, and a small number of new items
were added.

Fourth, the revised list was sent back to the same SAMA leaders and
academicians to see whether they were satisfied with the revision. A few minor
changes were made, and the Likert-type statements were put in an online survey

format.

65

Thus, some scales used to measure the proposed constructs were adapted from
previous literature while others were newly developed for this research. Except for the
classification questions and the scale items measuring global standardization activities,
GAM program performance, functional coordination activities, inter-organizational
coordination activities, and environmental turbulence, all items used the seven-point
Likert-type scale to register responses. Global standardization was measured by a
seven-point bipolar scale ranging from “not at all standardized” (1) to “highly
standardized” (7) with respect to five marketing mix activities. A similar scale,
ranging from “not at all coordinated” (l) to “highly coordinated” (7), was used to
measure inter-organizational and inter-functional coordination of marketing activities.
Environmental turbulence was measured by a bipolar scale ranging from “never
change” (1) to “change very frequently” (7).

The finalized questionnaire was put online. The cover page indicated the focus of
research as a global account management program across two continents, and the
sponsoring parties as the Strategic Account Management Association (SAMA), the
Center for International Business Education and Research at Michigan State
University (MSU-CIBER), the Institute for the Study of Business Markets (ISBM) at
Penn State University, and the Teradata Center for Customer Relationship
Management at Duke University. The cover page also provided the reasons for this
dissertation and fundamental definitions of global account management program. The
respondents were asked to refer to the most familiar global account customer with
which their organizations conduct business on at least two continents. Respondents
were limited to practitioners involved with global account management practices.
Organizations were limited to those with a single point of contact, a team, or a special

program in place to serve this global account customer. Refer to Appendix 1 for the

66

cover letter.

The questionnaire contains eight major sections of variables. In the first section,
respondents indicated their degree of agreement or disagreement with statements
concerning horizontal functional support. In the second section, respondents indicated
how their organization conducts customer and competitor intelligence acquisition
activities. In the third section, respondents evaluated the cross-country activities and
standardization activities to serve the global account customer. In the fourth section,
the respondents assessed the global account management program performance and
the program’s contribution to the entire organization. In the fifth section, respondents
evaluated the degree of inter-organizational coordination activities using five
seven-point bipolar scales. In the sixth section, respondents indicated their degree of
agreement or disagreement with statements regarding goal congruency. In the
seventh section, respondents evaluated the statements regarding the external
environment of their organization. In the eight section, respondents completed nine

classification questions.

67

Table 5.1 Sources of Measures

 

 

 

 

 

Construct Label Original Source
Scale
GAM]: Customer Intelligence Acquisition Customer Adapted
(seven-point Likert scale) Knowledge from Li and
GAMI-I. We regularly use multiple methods (e. g., Process Calantone
sales calls, focus groups, and surveys) to gather (Seven-point (1998)
information about the global account’s products, Likert-type
services, and strategies. scale ranging
GAM] -2. We frequently collect information about from
the global account’s operations that are relevant to “strongly
our business (e.g., purchasing, marketing, research disagree” to
& development). “strongly
GAMI-3. We continuously review the likely effects agree”)
of changes in business environment (e.g.,
regulation) that may affect our global account
management practices.
GAMZ: Competitor Intelligence Acquisition Competitor Adapted
(seven-point Likert scale) Knowledge from Li and
GAMZ-I. We continuously acquire information Process Calantone
about our competitors. (Seven-point (1998)
GAM2-2. We regularly collect information about Likert-type
our competitors’ products, services, and strategies. scale ranging
GAM2-3. Our top management constantly discusses from
our competitors’ strengths and weaknesses. “strongly
disagree” to
“strongly
agree”)
GAM3: Inter-organizational Coordination Scope of Adapted
(seven-point bipolar scale) Relationship from
GAM3-I. Senior Executive with Birkinshaw
GAM3-2. Global Account Manager Customer et al. (2001)

GAM3-3. Local Account Manager
GAM3-4. Operational-level employees, such as
field sales, accountants, technicians, etc.

 

(Seven-point
scale ranging
from “no
relationship at
all” to “very
strong
relationship”)

 

 

68

 

 

 

 

 

GAM4: Inter—Functional Coordination Coordination Adapted
(seven-point bipolar scale) of Marketing from Zou
GAM4-I. Product-related activities (e.g., product Activities and
adaptation, new product development, technology Cavusgil
exchange) (Seven-point (2002)
GAM4-2. Service-related activities (e.g., training, scale ranging

advice, troubleshooting, guarantees) from “not

GAM4-3. Price-related activities (e. g., special coordinated at

pricing terms, pricing policy, offering of financing) all” to “highly

GAM4-4. Supply chain activities (e.g., inventory coordinated”)
management, transportation, order processing)

GAMS: Cross-country Coordination Integration Adapted
(seven-point Likert scale) of from Zou
GAM5-1. Our global account support staff located Competitive and
across countries work together to serve the global Moves Cavusgil
account customer. (Seven-point (2002)
GAM5-2. We often subsidize our competitive Likert scale

campaigns in a country using resources generated ranging from

from other countries to serve the global account “strongly

customer. disagree” to

GAM5-3. Overall, our headquarters interact with “strongly

local country subsidiaries regularly to better agree”)

manage the global account.

GAM6: Reconfiguration (seven-point Likert New (Teece et al.

scale)

GAM6-1 . We can redeploy the strategic resources
serving the global account customer in global
markets faster than our competitors can.

GAM6-2. We can realign our organizational
processes with respect to the global account’s
changing needs ahead of competition.

GAM6-3. We can modify our products or services
to accommodate the global account’s needs ahead
of competition.

GAM6-4. We can adopt best practices in the
industry ahead of competition.

GAM6-5. We can reconfigure our systems (e.g.,
information systems, financial systems) as needed
to adapt to changes in the global environment
ahead of competition.

 

 

1997)

 

69

 

 

 

 

 

 

HI: Horizontal Involvement (seven-point Likert New (Narayanan
scale) et al. 2003)
H11. Resources from multiple functional areas,
business units, and country markets are dedicated
to serve the global account customer.
H12. Multiple functional area, business units, and
local subsidiaries are always ready to respond to
opportunities or problems that may arise in the
global account relationship.
H13. Our global account manager/team regularly
receives support from key personnel across
multiple functional areas, business units, and
country markets in our organization.
GC: Goal Congruency (seven-point Likert scale) Goal Adapted
GCI. Both organizations have compatible goals. Congruency from Jap
GC2. Both organizations have compatible (Seven-point (1999)
approaches to business operations. Likert-type
GC3. Both organizations support each other’s scale ranging
objectives. from

“strongly

disagree” to

“strongly

agree”)
CI: Competitive Intensity (seven-point Likert Competitive Adapted
scale) Intensity from
C1]. Competition in our industry is cutthroat. (Seven-point Jaworski
C12. There are many “promotion wars” in our Likert-type and Kohli
industry. scale ranging (1993)
C13. Anything that one competitor can offer, others from
can match readily. “strongly
C14. Price competition is a hallmark of our disagree” to
industry. “strongly

agree”)
MD: Market Dynamism (seven-point bipolar Environment (Adapted
scale) al from
MD]. Production (or service) technique / process Uncertainty Germain et
changes (seven-point al. (1994)

MDZ. Customers’ needs
MD3. Products/services
MD4. Competitors’ strategies and actions

 

bipolar scale
ranging from
“never
change” to
“change very
frequently”)

 

 

70

 

 

PP: GAM Program Performance (seven-point
bipolar scale)

PPI. Growing sales to the global account customer
worldwide

PP2. Cross-selling additional products and services
to the global account customer

PP3. Developing new business with the global

Efficiency
and Sales
Growth
Seven-point
bipolar scale
ranging from
“not at all” to

Adapted
from
Birkinshaw
et al. (2001)

 

 

account customer “to a great
extent”
OP: Contribution to Organizational New

Performance (seven-point Likert scale)
Working with this global account has:

0P1. ...substantially enhanced our strategic
position in the global market.

0P2. ...contributed substantially to our
organization’s global market share.

0P3. ...contributed substantially to our
organization’s overall sales growth in the global
market.

0P4. ...contributed substantially to our
organization’s overall profitability in the global
market.

 

 

 

71

 

DATA COLLECTION

Data collection involved two phases. In the initial phase, the Strategic Account
Management Association (SAMA) sent a cover letter and the link to the online
questionnaire to the 1093 SAMA members who are involved in global account
practices. They are the CEOs, presidents, vice-presidents (VPs), directors, and global
account managers. The cover letter stated the purpose and contribution of this
dissertation, the sponsors, and the criteria of appropriate respondents. At the end of
the survey, a summary report was promised if the respondents provided their email
addresses or mailing addresses. See Appendix 1 for the cover letter.

Three weeks after the initial mailing, 102 questionnaires had been completed. The
second phase started three weeks after the initial mailing. The same cover letter and
the link to the online questionnaire were sent to the same 1093 executives who were
contacted in the first mailing. In an additional note of the second mailing email, the
SAMA CEO restated the importance of this study and urged the global account
managers to take some time filling out the survey. TWO weeks later, another 63
questionnaires had been completed. Overall, a total of 165 questionnaires were
completed.

This chapter summarizes the survey measurement design, sample frame, and data
collection procedure. A two-stage data analysis approach is discussed in the next

chapter.

72

CHAPTER 6
ANALYSIS AND FINDINGS

In this chapter, nonresponse bias, reliability, and internal validity for the survey
research are assessed. First, potential nonresponse bias is evaluated by comparing the
tenure of supplier’s global account management program, the percentage of sales
revenues on account of global account customers, the number of global account
customers under the respondent, and the sales revenues of respondents to the first
mailing with those to the second mailing. Second, the reliability of the constructs
pertaining to internal support and inter-organizational fit, environmental conditions,
GAM processes, and performance is evaluated. Third, according to reliability and
validity results, the measurement model is refined.

A two-stage data analysis approach is employed. First, a second-order
confirmatory analysis (CFA) tests the convergent and discriminant validity of the
GAM processes, as well as the measurements of all factors included in the structural
model. The six GAM sub-processes, the first order dimensions of GAM capability, are
loaded on GAM capability, which is the second order factor. Second, a complete
latent variable model evaluates the structural model and related research hypotheses
(Bentler 1995).

RESPONSE RATE AND NONRESPON SE BIAS

A total sample of 1093 global account managers yields 232 responses of which
165 were completed. Thus, the response rate is 21.2 percent (232/1093) and the
overall effective response rate is 15.1 percent (165/1093). The incomplete responses
were discarded from further consideration.

According to Armstrong and Overton (1977), there are three methods of

estimating nonresponse bias: comparisons with known values for the population,

73

subjective estimates, and extrapolation (i.e., the comparison between first mailing
responses and second mailing responses). Since subjective estimates are not available,
the methods of comparisons with known values for the population and extrapolation
are used here to evaluate nonresponse bias.

The variables used to evaluate nonresponse bias between the two mailings (i.e.,
extrapolation) are tenure of global account management program, percentage of sales
revenue from global account customer(s), number of global account customers under
the global account manager, and annual sales revenue of supplier. Based on
comparisons with known values for the population method, sales revenues of the all
respondents’ organizations were compared with that of SAMA’s membership
organizations. Although other variables can be used for nonresponse bias comparison,
these four variables are widely used and readily available in the present dataset.

Table 6.1 reports the results of the t-test comparisons to evaluate the nonresponse
bias here. The tenure of global account program of organizations responding to the
first mailing was smaller than those responding to the second. However, the difference
was not significantly different (t = -.66, p > .51). With respect to percentage of sales
revenue from global account customer, the organizations responding to the first
mailing were also smaller than those responding to the second. The difference was not
significantly different (t = -1.59, p > .11). Based on the number of customers under
the global account manager, the organizations responding to the first mailing were
smaller than those responding to the second. The difference was not significantly
different (t = -.77, p > .44). The average annual sales of organizations responding to
the first mailing was smaller than that of companies responding to the second,
although the difference was not statistically significant (t = -.29, p>.78). Based on the

comparison with known values for the population method, organizations responding

74

to surveys are not significantly different from SAMA membership population in terms

of sales revenue (t = -.35, p > .73).

SAMPLE CHARACTERISTICS

Figure 6.1 illustrates that some 65 percent of responding global account managers
are located in North America, followed by 26 percent from Western Europe. Among
participants, 63 percent of the global account customers served by these managers are
located in North America and 30 percent of customers are from Western Europe
(Figure 6.2).

Figure 6.3 shows the industry composition of the sample of the participating
companies, 38 percent are from service industries, 31 percent are from consumer
packaging, and 24 percent are B2B manufacturing companies. With respect to sales
revenue, of the companies represented in the survey, approximately 31 percent
generated over $10 billion in revenue in 2004, while about 27 percent generated
between $1 billion and $10 billion (refer to Figure 6.4).

A profile of survey respondents is presented in Figure 6.5 and Figure 6.6. About
40 percent of participating companies have been operating a formal GAM program
for 6 to 10 years and 26 percent of them have three to five years experience. Nearly
eight percent of respondents are Chief Executive Officers or Principals, 30 percent are
senior executives at President or Vice President level, and 26 percent are

sales/marketing directors.

75

Table 6.1 Assessment of Nonresponse Biases

 

 

 

 

 

 

 

 

 

 

 

 

Characteristics Category Mean t-Value Sig.
Level
Tenure of Supplier’s Respondents from the 9.59 -0.66 0.51
Global Account l8t mailing
Management Program Respondents from the 10.29
2"d mailing
Percentage of Sale Respondents from the 11.62 -1 .59 0.11
Revenues 1m mailing
from the Global Respondents from the 16.47
Account Customer 2“d mailing
Number of Accounts Respondents from the 4.21 -0.77 0.44
1"t mailing
Respondents from the 6.28
2"d mailing
Annual Sales Respondents from the 3.8 -.29 0.78
1"t mailing
Respondents from the 4.6
2"d mailing
Annual Sales Responding 4.1 -.35 .73
Organizations
SAMA Membership 5.2
Organizations

 

 

 

 

 

76

 

Figure 6.1 Location of Global Account Managers

 

 

 

  

 

 

 

 

 

 

 

5 North America - Ti 65% l
'5 .
g Western Europe 26%
3 Northern Europe . , '
'fl INumber of Companies i l
a. 22. ,_._ _ La.
'60 Asia
e
(3 Australia ‘

0 20 40 60 80 100 120

Number of Companies
n=1 56

 

 

 

Figure 6.2 Location of Global Account Customer’s Headquarters

 

North American

Western Europe

Northern Europe

 

Asia

Geographical Location

Australia

South America

 

Number of Companies
n=154

 

 

 

Note: Northern Europe includes Finland, Sweden, and Switzerland. Western Europe
includes the United Kingdom, France, Germany, and Netherlands. Asia includes
China, Japan, and Korea.

Figure 6.3 Industry Composition

 

 

Services

 

Consumer Goods
Manufacturing
BZB Manufacturing
Other
0 10 20 30 40 50 60 70
Number of Companies
n=1 62

 

Figure 6.4 2004 Sales Revenue of Participating Companies

 

 

I> $10 billion

I85 billion - $10 billion
031 billion - $5 billion
E13500 million - $1 billion

I $250 million - $500 million
I< $250 million

< $250 million
19%

   
 
 

> $10 billion
31%

$250 million -
$500 million
9%

 

5 billion - $10
billion
6%

$500 million - $1
billion
1w
° 51 billion - $5

billion
21%

Number of Companies
n=1 S9

 

78

 

 

Figure 6.5 Number of Years in Global Account Management

       

 

l
i more than 20 Less Than Three ‘
i years ‘1‘ Years
1 5% ,
i s 7%
l 16 to 20 years
‘ 9% ‘
i 11 to 15 years 3 to 5 Years ‘
. A, 26L» ........ or
i I 1 E1 Less Than Three Years
i ll 3 to 5 Years
1 El 6 to 10 years 1
i 11111 to 15 years
i 6t 10 Il6t020years

0 am
i 40%,6 Maizolyeiajfl

Number of Companies
n=159

 

Figure 6.6 Job Titles and Responsibilities

,7 7 ,i 7* i‘f_fiwi1

 

CEO, Principal f—Pnncipal 1‘
8% i l
l

  

 

 

‘ Global Account Senior I Senior Executive
i Manager Executive' I President,Vice President
f 36% PresidentNice El Executive Roles Director 1
Presrdent ‘. l
CI Global Account Manager l ‘

0
30A: L '1

Executive \
Roles:

Director
26%

Number of Companies '
n =125 ‘

79

DATA QUALITY AND RELIABILITY OF CONSTRUCTS

Reliability and item-to-total correlations are reported in Table 6.2. Multiple items
are employed to evaluate each construct in the proposed model. The correlations of
interest are significant. Due to cross-loading, three items were dropped. A coefficient
alpha was then calculated for each construct.

With respect to the four antecedents, the coefficient alphas range from .73 to .86,
which indicates adequate reliability. The six sub-processes of GAM capability (i.e.,
customer intelligence acquisition, competitor intelligence acquisition,
inter-organizational coordination, inter-functional coordination, cross-county
coordination, and reconfiguration) also have adequate reliabilities ranging from .72
to .89. The two performance constructs are reliable, as indicated by the coefficient

alphas of .86 and .93, respectively.

80

Table 6.2 Construct Reliability Estimates

 

Construct Label

Item-Total
Correlation

Coeff.
Alpha

 

GAM]: Customer Intelligence Acquisition (seven-point
Likert scale)

GAMI—I. We regularly use multiple methods (e.g., sales
calls, focus groups, and surveys) to gather information
about the global account’s products, services, and
strategies.

GAMI-Z. We frequently collect information about the
global account’s operations that are relevant to our
business (e.g., purchasing, marketing, research &
development).

GAM1-3. We continuously review the likely effects of
changes in business environment (e. g., regulation) that may
affect our global account management practices.

.72

.82

.68

.86

 

GAMZ: Competitor Intelligence Acquisition
(seven-point Likert scale)

GAMZ-I. We continuously acquire information about our
competitors.

GAM2-2. We regularly collect information about our
competitors’ products, services, and strategies.

GAM2-3. Our top management constantly discusses our
competitors’ strengths and weaknesses.

.81

.87

.68

.89

 

GAM3: Inter-organizational Coordination (seven-point
bipolar scale)

GAM3-1. Senior Executive

GAM3-2. Global Account Manager

GAM3-3. Local Account Manager

GAM3-4. Operational-level employees, such as field sales,
accountants, technicians, etc.

.40
.71
.68
.61

.78

 

 

GAM4: Inter-Functional Coordination (seven-point
bipolar scale)

GAM4-1. Product-related activities (e.g., product
adaptation, new product development, technology
exchange)

GAM4-2. Service-related activities (e. g., training, advice,
troubleshooting, guarantees)

GAM4-3. Price-related activities (e.g., special pricing
terms, pricing policy, offering of financing)

GAM4-4. Supply chain activities (e.g., inventory
management, transportation, order processing)

 

.74

.77

.70

.70

 

.87

 

81

 

 

GAMS: Cross-country Coordination (seven-point Likert
scale)

GAM5-1 . Our global account support staff located across
countries work together to serve the global account
customer.

GAM5-2. We often subsidize our competitive campaigns in
a country using resources generated from other countries to
serve the global account customer.

GAM5-3. Overall, our headquarters interact with local
country subsidiaries regularly to better manage the global
account.

.62

.45

.58

.72

 

GAM6: Reconfiguration (seven-point Likert scale)
GAM6-1. We can redeploy the strategic resources serving
the global account customer in global markets faster than
our competitors can.

GAM6-2. We can realign our organizational processes with
respect to the global account’s changing needs ahead of
competition.

GAM6-3. We can modify our products or services to
accommodate the global account’s needs ahead of
competition.

GAM6-4. We can adopt best practices in the industry ahead
of competition.

GAM6-5. We can reconfigure our systems (e. g.,
information systems, financial systems) as needed to adapt
to changes in the global environment ahead of commtition.

.69

.82

.67

.75

.65

.88

 

III: Horizontal Involvement (seven-point Likert scale)
H11. Resources from multiple functional areas, business
units, and country markets are dedicated to serve the global
account customer.

H12. Multiple functional area, business units, and local
subsidiaries are always ready to respond to opportunities or
problems that may arise in the global account relationship.
H13. Our global account manager/team regularly receives
support from key personnel across multiple functional
areas, business units, and country markets in our
organization.

.56

.77

.79

.84

 

GC: Goal Congruency (seven-point Likert scale)

GCI. Both organizations have compatible goals.

GC2. Both organizations have compatible approaches to
business operations.

GC3. Both organizations support each other’s objectives.

.71
.73

.75

.86

 

 

CI: Competitive Intensity (seven-point Likert scale)
C11. Competition in our industry is cutthroat.

C12. There are many “promotion wars” in our industry.
C13. Anything that one competitor can offer, others can
match readily.

C14. Price competition is a hallmark of our industry.

 

.47
.52
.53

.59

 

.73

 

82

 

 

 

 

 

MD: Market Dynamism (seven-point bipolar scale) .85
MD]. Production (or service) technique / process changes .66

MDZ. Customers’ needs .68

MD3. Products/services .75

MD4. Competitors’ strategies and actions .69

PP: GAM Program Performance (seven-point bipolar .86
scale)

PPI. Growing sales to the global account customer .70

worldwide

PP2. Cross-selling additional products and services to the .72

global account customer '

PP3. Developing new business with the global account .80

customer

OP: Contribution to Organizational Performance .93
(seven-point Likert scale)

Working with this global account has:

0P1. ...substantially enhanced our strategic position in the .75

global market.

0P2. ...contributed substantially to our organization’s .87

global market share.

0P3. ...contributed substantially to our organization’s .91

overall sales growth in the global market.

0P4. ...contributed substantially to our organization’s .82

overall profitability in the global market.

 

 

 

THE SECOND-ORDER CFA

A second-order CFA test was carried out to assess the measurement model of

GAM capability, its four antecedents, and two performance constructs.

Justification for the Reflective Second-Order CFA

According to Jarvis et al. (2003), there are four mics for determining whether a

construct is reflective or formative. First, a reflective model has the direction of

causality from construct to items, while a formative model has the reversed direction

from items to construct. Second, the indicators of a reflective model share the same

domain. In contrast, the indicators of a formative model do not necessarily share the

same domain. Third, there is a significant covariation among the indicators of a

reflective model. With respect to a formative scale, it is not necessary for its indicators

to be covaried. Finally, the indicators of a reflective scale should be within a

83

 

nomological net of antecedents and consequences, while those of a formative scale
are not expected to share the same antecedents and consequences.

First, GAM capability is a reflective second-order factor because the six
first-order factors — the six sub-processes are manifestations of the GAM capability.
In other words, the director of causality is from GAM capability to its six
sub-processes. GAM capability is defined as complex bundles of skills and
knowledge exercised within organizational processes. Thus, this capability would
drive the outcomes of the GAM specific processes.

Second, the six sub-processes are conceptualized based on the qualitative
research results and grounded on dynamic capability theory framework. They share
the same domain of GAM capability. This domain will not be altered whichever
sub-process is dropped.

Third, a close examination of the correlations among six sub-processes reveals
that they are significantly covaried. It confirms the argument that GAM capability is a
reflective second-order factor, as the formative model does not require a covariation
among the first-order constructs.

Finally, all six sub-processes reflect the same domain of GAM capability and
have the same antecedents and consequences in the proposed model. The significant
correlations among the six sub-processes, the four antecedents, and two performance
outcomes confirm this argument.

The Second-Order CFA Test

Three steps were conducted. First the skewness, kurtosis, and process converged
value were examined. Second, the elliptical reweighted least square (ERLS)
procedure was chosen to evaluate the model fit. Third, convergent validity and

discriminant validity were assessed for each construct.

84

First, the measurement model was evaluated by examining outlier and process
converged value (Baggozi and Yi 1988). A careful review of univariate and
multivariate statistics reveals that there is no outlier. Most of the sample kurtosis are
below 1.00. Among all items, only 2 have kurtosis more than 1.00. They are GAM5-2
(Kurtosis = -1.07), and GAM3-2 (Kurtosis = 1.61). As 2.00 is a cut off point beyond
which nonnormality of distribution becomes a concern, the kurtosis of the items
provides no indication that the variables used in this research are distributed
nonnorrnally. Similarly, the skewness of the majority of items is less than 1.00. Two
items have skewness of more than 1.00. They are GAM3-2 (Skewness = -1.38), and
GAM3-3 (Skewness = -1.11). As the lower boundary of concern for skewness is 5.00,
the skewness of the items provides no indication of nonnormality either. The
preceding tests are univariate. Univariate normality is a necessary but not sufficient
condition for multinorrnality. To detect multinormality, the mardia’s coefficient is
recommended. The mardia’s coefficient for the present dataset is 9.68 higher than the
cut-off point of 1.96. Thus, a nonnormality problem might be present here, which
threatens the validity of the maximum likelihood (ML). According to Bollen (1989),
when nonnormality is a concern, an alternative procedure that allows for
nonnormality, such as weighted least square and elliptical estimator, can be employed.

Second, the ERLS procedure was chosen here to fit the second-order CFA model,
because the ERLS procedure allows for nonnormality by making minimum
assumptions about the distribution of the variables (Bentler 1995; Bollen 1989). In
EQS, ERLS procedure starts from the converged values obtained from ML, while ML
estimate starts from a default value or a value input by researchers. Thus, the ERLS
procedure outperforms the ML for nonnormal data and performs equivalent to the ML

for normal data (Bentler 1995; Bollen 1989).

85

The fit indices and chi-square results supplied by these two approaches were
compared. The ML and the ERLS results are reported in Table 6.3 and Table 6.4,
respectively. A close examination reveals that the ERLS procedure suggests a better
fit than the ML here. Both EQS outputs report that there is no special problem
encountered during the optimization process and the estimation process converged.
The ERLS chi-square is 1127.93 (degrees of freedom = 833, chi-square/degrees of
freedom = 1.35). Other fit indices were examined. Bentler-Bonett nonnorrned fit
index, Bentler-Bonett normed fit index, Comparative fit index, Bollen fit index, and
RMSEA are .97, .92, .98, .98, and.046, respectively. The measurement model includes
the second-order factor—GAM capability. Therefore, the second-order CFA model

fits the data adequately.

Table 6.3 Results of the Second-Order CFA by ML

 

Model Fit Statistics

Chi-square statistic of the model 1363.16
(Degrees of freedom) 833
Bentler-Bonett normed fit index .75
Bentler-Bonett nonnorrned fit index .87
Comparative fit index .88
Bollen fit index .88
RMSEA .062

 

 

 

 

86

Table 6.4 Results of the Second-Order CFA by ERLS

 

Factor Item

Stand.
Load.

t.
Value

AVE

 

Global Account Management (GAM) Capability
(Second-Order Factor)

 

GAM]: Customer Intelligence Acquisition
(seven-point Likert scale)

GAM] -1. We regularly use multiple methods (e. g.,
sales calls, focus groups, and surveys) to gather
information about the global account’s products,
services, and strategies.

GAMI—Z. We frequently collect information about
the global account’s operations that are relevant to
our business (e.g., purchasing, marketing, research &
development).

GAM1-3. We continuously review the likely effects
of changes in business environment (e.g., regulation)
that may affect our global account management
practices.

.80

.93

.76

12.13

10.06

.69

 

GAMZ: Competitor Intelligence Acquisition
(seven-point Likert scale)

GAMZ—I. We continuously acquire information
about our competitors.

GAMZ-Z. We regularly collect information about our
competitors’ products, services, and strategies.
GAM2-3. Our top management constantly discusses
our competitors’ strengths and weaknesses.

.88

1.00

.70

16.40

10.50

.75

 

GAM3: Inter-organizational Coordination
(seven-point bipolar scale)

GAM3-1. Senior Executive

GAM3-2. Global Account Manager

GAM3-3. Local Account Manager

GAM3-4. Operational-level employees, such as field
sales, accountants, technicians, etc.

.48
.76
.82
.78

5.56
5.69
5.59

.53

 

 

GAM4: Inter-Functional Coordination
(seven-point bipolar scale)

GAM4-1. Product-related activities (e. g., product
adaptation, new product development, technology
exchange)

GAM4-2. Service-related activities (e.g., training,
advice, troubleshooting, guarantees)

GAM4-3. Price-related activities (e.g., special
pricing terms, pricing policy, offering of financing)
GAM4-4. Supply chain activities (e. g., inventory
management, transportation, order processing)

 

.82

.87

.72

.75

 

11.85

9.49

9.90

 

.63

 

87

 

 

Factor Item

Stand.
Load.

Value

AVE

 

GAMS: Cross-country Coordination (seven-point
Likert scale)

GAMS-I. Our global account support staff located
across countries work together to serve the global
account customer.

GAM5—2. We often subsidize our competitive
campaigns in a country using resources generated
from other countries to serve the global account
customer.

GAM5-3. Overall, our headquarters interact with
local country subsidiaries regularly to better manage
the global account.

.82

.51

.75

5.98

8.95

.50

 

GAM6: Reconfiguration (seven—point Likert scale)
GAM6—1. We can redeploy the strategic resources
serving the global account customer in global
markets faster than our competitors can.

GAM6-2. We can realign our organizational
processes with respect to the global account’s
changing needs ahead of competition.

GAM6-3. We can modify our products or services to
accommodate the global account’s needs ahead of
competition.

GAM6-4. We can adopt best practices in the industry
ahead of competition.

GAM6—5. We can reconfigure our systems (e.g.,
information systems, financial systems) as needed to
adapt to changes in the global environment ahead of
competition.

.77

.88

.72

.81

.71

11.27

9.06

10.26

8.87

.61

 

HI: Horizontal Involvement (seven-point Likert
scale)

H11. Resources from multiple functional areas,
business units, and country markets are dedicated to
serve the global account customer.

H12. Multiple functional area, business units, and
local subsidiaries are always ready to respond to
opportunities or problems that may arise in the
global account relationship.

H13. Our global account manager/team regularly
receives support from key personnel across multiple
functional areas, business units, and country markets
in our organization.

.60

.89

.95

7.76

13.27

14.42

.68

 

 

GC: Goal Congruency (seven-point Likert scale)
GCI. Both organizations have compatible goals.
GC2. Both organizations have compatible
approaches to business operations.

GC3. Both organizations support each other ’3
objectives.

 

.80
.82

.83

 

10.92
11.44

11.56

 

.67

 

88

 

 

 

 

 

 

 

 

 

 

 

Factor Item Stand. t- AVE
Load. Value

CI: Competitive Intensity (seven-point Likert .41

scale) .56 6.31

CI]. Competition in our industry is cutthroat. .64 7.37

C12. There are many “promotion wars” in our

industry. .63 7.28

C13. Anything that one competitor can offer, others

can match readily. .73 8.47

C14. Price competition is a hallmark of our industry.

MI): Market Dynamism (seven-point bipolar scale) .60

MD]. Production (or service) technique / process .72 9.55

changes

MD2. Customers’ needs .75 10.00

MD3. Products/services .84 11.65

MD4. Competitors’ strategies and actions .78 10.55

PP: GAM Program Performance (seven-point .69

bipolar scale)

PP]. Growing sales to the global account customer .79 11.10

worldwide

PP2. Cross-selling additional products and services .78 10.80

to the global account customer

PP3. Developing new business with the global .91 13.47

account customer

OP: Contribution to Organizational Performance .78

(seven-point Likert scale)

Working with this global account has:

0P1. ...substantially enhanced our strategic position .78 11.16

in the global market.

0P2. ...contributed substantially to our .92 14.38

organization’s global market share.

0P3. ...contributed substantially to our .95 15.26

organization’s overall sales growth in the global

market.

0P4. ...contributed substantially to our .86 12.84

organization’s overall profitability in the global

market.

Second-Order GAM Scale

GAM] : Customer Intelligence Acquisition .78 -

GAMZ: Competitor Intelligence Acquisition .46 4.84

GAM3: Inter-organizational Coordination .80 4.83

GAM4: Inter-Functional Coordination .69 6.36

GAM5: Cross-country Coordination .86 7.28

GAM6: Reconfiguration .71 6.38

 

89

 

 

 

Model Fit Statistics

Chi-square statistic of the model 1127.93
(Degrees of freedom) 833
Bentler-Bonett normed fit index .92
Bentler-Bonett nonnorrned fit index .97
Comparative fit index .98
Bollen fit index .98
RMSEA .046

 

 

 

Note: Average variance extracted (AVE), which is the proportion of variance in the
construct that is not due to measurement error (F omell and Larcker 1981). AVE is
computed as 212/ [213 + 2 var (8)].

90

Third, convergent validity and discriminant validity were tested. The convergent
validity was assessed by evaluating factor loadings and residuals. The measurement
parameters are shown in Table 6.4, and all the coefficients linking the indicators with
their latent constructs were significant (t-values ranged from 6.31 to 16.40). In
addition, the loadings of the six first-order GAM processes on the GAM capability are
also positive and significant (see Table 6.4). Thus, the factors in the CFA model,
including first order GAM process constructs and the other constructs of interest,
present satisfactory convergent validity (Anderson 1987; Anderson and Gerbing
1988)

Two types of analysis were conducted to evaluate discriminant validity. The
factor correlations were constrained (one at a time) to be equal to 1.0. In each case
this produced a significant increase in chi-square, indicating that the constructs are
distinct. Table 6.4 shows that the average variance extracted (AVE) for each construct
was above the 50 percent cut-off suggested by F ornell and Larcker (1981), except for
the construct of competitive intensity (AVE=.41). However, Table 6.5 shows that the
correlation between competitive intensity and other constructs are low as well. Among
its six correlations ranging from .08 to .27, four correlations are nonsignificant.

Thus, AVE for competitive intensity is higher than the each square correlation
between this construct and the other construct, which indicates discriminant validity.
As suggested by Fomell and Larcker (1981), the AVE, which shows the amount of the
variance that is captured by the construct in relation to the amount of variance due to
measurement error, was also used as a test of discriminant validity. The AVE can be
compared to the shared variance between any two constructs (the squared correlation
between the constructs), in that the AVE should be higher for each construct than the

squared correlation between that construct and any other construct. This test holds

91

for all constructs, and thus there is evidence of discriminate validity between the
constructs.

Table 6.5 reports the item loadings, t-values, and AVE. The inter-correlations are
reported in Table 6.6. According to all the aforementioned analysis, a conclusion can
be made that all factors in the measurement model possess both convergent and

discriminant validity and the second-order CFA model fits the data adequately.

TEST OF THE STURCTURAL PATH MODEL
The complete latent variable model, including GAM capability, its antecedents,
and consequences, as well as their measurements, was tested using the EQS program.
The ERLS procedure was applied to fit the complete latent variable after the
measurement model has been purified. Figure 6.7 shows the path parameter estimates
and fit indices.

The chi-square is 1167.31 (degrees of freedom = 847). Other fit indices were also
examined. The Bentler-Bonett normed fit index is .91, the non-normed fit index is .97,
the comparative fit index (CF I) is .97, the bollen fit index (IF I) is .97, and the
RMSEA is .048. In addition, the standardized residuals are small, and all parameter
estimates are in the expected direction. All the aforementioned fit indices, small
residuals, and theoretically consistent parameter estimates suggest the complete latent

variable model fits the data well.

92

down—oboe Hgowamwco: 8:8me .md G

.8855ch 05 E cocoa“: 0.5 8:37“. 3

.mcoufloboo 8w mos—m.» antenna 3

 

 

”832
84.3 88v 2&9 Ga: E3 858
mm. 8. mm. ow. 8. fl. £325 :20 s
$3.: 83¢ ES amt 5.3
_ 8. mm. .2. 8. a. S. 838.580 8 553555 .e
and :3 see 5.3
w NM. .300. No. Om. 00:55—thqu Eahwchn— EU .m
Ed 5.: mad
_ R. .2. 2. cm. 5:535 .252 .4
GS an:
_ Ewe. 22. >323:— o>_E2_EeU .m
63¢
fl hm. .35....”an =30 .N
M aflOEO>—O>:— 3255.5: .H
e m u m N _

 

«£0 2: =5... macaw—2.89.85 .8.an m6 2%?

93

  

EfiEap—zn— .8122

  

   
   

cozeficwwuo
o. :otsfibcoo E<O

   

36:35 ozzuoafiou

       

5:536 2.3

 

accoscwcou :80

 

   
   

cocoa—cote;
Eflwoam $20

 

EoEoZo>E FEST—o:

 

89:038an 65 85688.3. $533.5 =25
N... 2:5

94

The full model was tested. It consisted of the structural model and the multiple
measures of each construct. Figure 6.7 shows that the hypothesized relationship
between GAM capability and other factors are positive and significant, which is
consistent with the proposed theory. Table 6.6 shows the structural parameters and fit
indices for the proposed model.

Hypothesis 1 stated that GAM capability will have a positive effect on GAM
program performance, and this was supported (.66, t=5.67). Hypothesis 2 predicted
that GAM capability would have a positive effect on GAM contribution to
organization, and this was also supported (.23, t=2.06). Hypothesis 3 stated that GAM
program performance would have a strong influence on GAM contribution to
organization, and this was also supported (.48, t=4.20).

A close examination of the antecedents of GAM capability revealed that the
intra-organizational factor, horizontal involvement, would be positively related to
GAM capability (.62, t=5.27) and the inter-organizational condition, goal congruency,
would also be positively related to GAM capability (.53, t=5.51). Thus, both
Hypothesis 4 (horizontal involvement -) GAM capability; .62, t=5.27) and
Hypothesis 5 (Goal congruency -) GAM capability; .53, t=5.51) were supported.

In addition, GAM capability is influenced positively by two environmental
conditions, competitive intensity and market dynamism. Hypotheses 6 stated that
competitive intensity would have a positive effect on GAM capability, and this was
not supported (.05, F65). Hypothesis 7 stated that market dynamism would have a

positive effect on GAM capability, and this was supported (.17, t=2.39).

95

Table 6.6

Standardized Structural Parameters for the Proposed Model

 

 

 

Completely
Parameter Standardized t-value
Coefficient
H1: GAM Capability —) GAM Program .66 5.67
Performance
H2: GAM Capability —-) GAM .23 2.06
Contribution to Organization
H3: GAM Program Performance —) .48 4.20
GAM Contribution to Organization
H4: Horizontal Involvement —9 GAM .62 5.27
Capability
H5: Goal Congruency —+ GAM .53 5.51
Capability
H6: Competitive Intensity —> GAM .05 .65
Capability
H7: Market Dynamism -) GAM .17 2.39
Capability
Chi-Square 1167.31/ 847 d.f.
NFI .91
NNFI .97
CF] .97

RMSEA .048

96

Common Method Bias

Since self-reporting scale is used for the present study, common method bias can
confound the empirical testing results because the variance might be on account of the
measurement method instead of the construct (Podsakoff and Organ 1986). Harman’s
one factor test is employed here to detect this potential issue (McFarlin and Sweeney
1992; Sanchez and Brock 1996). If common method bias poses a serious problem to the
data analysis, all variables would load on one single factor (Podsakoff and Organ 1986).
Thus, a worse fit of the single factor model would suggests that common method bias
does not seriously inflate the empirical findings (McFarlin and Sweeney 1992; Sanchez
and Brock 1996). The single factor CFA test shows worse chi-square result and fit
indices, which suggests that the single factor model does not fit the data adequately and
common method bias may not be a serious issue here.

Effects of the Processes on GAM Performance Outcomes

To assess how each GAM process influences GAM performance consequences,
The loadings of each process on GAM capability (shown in Table 6.4) were used to
multiply the path parameters from GAM capability with two performance outcomes
(shown in Figure 6.7) to calculate the total effect size of each process on two
performance outcomes. Table 6.7 reports the total effect size for each process.

Table 6.7 suggests the following findings. A supplier’s GAM program performance
and GAM contribution to organization are significantly influenced, in the order of
cross-country coordination, inter-organizational coordination, customer intelligence
acquisition, reconfiguration, inter-functional coordination, and competitor intelligence
acquisition. The order of the effect sizes for each process on both performance

outcomes appear the same.

97

Table 6.7 The Effects of the Processes on GAM Performance Consequences

 

 

 

 

 

 

 

 

The Processes Program Contribution to
Performance Organization

GAMI: Customer Intelligence Acquisition 0.51 0.43

GAMZ: Competitor Intelligence 0.30 0.25

Acquisition

GAM3: Inter-organizational Coordination 0.53 0.44

GAM4: Inter-functional Coordination 0.46 0.38

GAMS: Cross-country Coordination 0.57 0.47

GAM6: Reconfiguration 0.47 0.39

 

 

 

Note: With respect to the effects of the processes on GAM program performance, the
factor loadings of the GAM processes were multiplied with the parameter estimates
between GAM capability and GAM program performance to calculate the effect sizes
in the first column. Similarly, these factor loadings were multiplied with the parameter
estimate of the direct path of GAM capability on contribution to organization and the
indirect path (i.e., mediated by GAM program performance) to calculate the effect sizes

in the second column.

98

 

CHAPTER 7
DISCUSSION AND CONCLUSIONS

In this chapter, the contributions of the theoretical model of the present
dissertation are discussed. The empirical findings is discussed in the first section. In
the second section, the respondents are classified into performance groups. A t-test
was performed to evaluate the mean score differences across high-performance group
and low-performance group on each variable. The third section explains this study’s
implications for theory development in global account management and dynamic
capability literatures. Managerial implications are discussed in the fourth section. The
last section points out avenues for further research. The chapter ends with a discussion
of the conclusions and limitations.

DISCUSSION

In this section, the empirical findings of the facilitating conditions and
consequences are discussed.

Despite the practical significance in global account management practice, there
has been lacking the understanding of which capability and how this capability
enhances the GAM program performance and organizational performance. Against
this backdrop, the present study explains which processes contribute to a successful
GAM capability as well as which conditions facilitate them. Although prior global
account management literature and dynamic capability literature have considered
intra-organizational conditions, inter-organizational conditions, and environmental
conditions that may facilitate these processes, this study provides conceptualizations
and tests for the conditions. Finally, this research empirically tests whether these
facilitating conditions and processes can lead to multidimensional performance at

both program level and organizational level.

99

Facilitating conditions. GAM capability is driven by intra-organizational,
inter-organizational, and environmental conditions. These findings are consistent with
global account management literature and dynamic capability theory. When a supplier
is embedded within a rapidly changing environment that creates pressure to acquire
information, to seek a high level of coordination, and to reconfigure according to
changes, the supplier is more likely to develop a GAM capability to meet these
challenges because GAM capability enables the supplier to continuously obtain
competitive advantage by collecting market information and generating resource
configuration which is not readily imitated by competitors. Although market
dynamism is a given external condition which is beyond a supplier’s control, the
supplier can manipulate its internal resources and inter-organizational alignment to
facilitate dynamic capability development. Given the internal and external drivers
tested, the supplier is more likely to understand environmental changes, to coordinate
internally and externally, and to accommodate changes as necessary.

Three out of four antecedents (i.e. horizontal involvement, goal congruency, and
market dynamism) significantly influence GAM capability development.
Inna-organizational condition provides resources for GAM capability and processes
development. Because the six sub-processes encompass multi-functional and
multi—national activities, they require expertise and efforts from multiple functional
levels across national markets. It is horizontal involvement that supports internal
process development by allocating functional and local subsidiary resources.

Because close relationship may expose supplier to opportunistic behavior,
inter-organizational condition can be a good solution to this concern. When goal
congruency is present in GAM relationships, suppliers are more willing to acquire

information, coordinate, and reconfigure resources to serve global account customer

100

because goal congruency provides an assurance against opportunistic behavior. The
empirical finding here confirms this argument.

The external environment affects GAM capability in multiple ways: production
technology change, customer needs change, product or service change, as well as
competitive actions within the same industry. These differential environmental effects
are demonstrated in the present model. When a supplier perceives a dynamic,
uncertain environment, it is more likely that this supplier will enhance its capability to
better manage global key account customers. It may be that environmental uncertainty
and turbulence that creates great pressure or motivation to develop GAM capability.

The nonsignificant eflect of competitive intensity. Competitive intensity does not
show significant impact on GAM capability. A close examination of the correlation
matrix reveals that competitive intensity correlates significantly with GAM capability
(r=.20, t=l .96) and market dynamism (r=.27, t=2.77) but does not significantly
correlate with the other four constructs in the model. The results suggest that
competitive intensity may not be a critical construct in the global account
management context. According to discussions with the CEO, research director, and
education director of Strategic Account Management Association (SAMA), GAM
program has become an enterprise-wide strategy and organizational emphasis
regardless of the degree of industry competition (Napolitano et al. 2004).

Consequences. This study offers insights into multidimensional performance
aspects of GAM program. The results indicate the importance of GAM capability.
GAM capability enables a supplier to achieve superior outcomes at program level and
organizational level. At program level, suppliers with a high level of GAM capability
are more likely to achieve the objectives of sales growth, cross-selling additional

products, and new business development. With respect to GAM contribution to

101

organization, GAM capability can enhance strategic position, market share, sales
revenue, and profitability. These outcomes are important motivation for a supplier to
develop GAM capability.

The GAM processes enable productive activities to be carried out. They play
three major roles of scanning and evaluating customers and competitors, coordinating
and integrating internal and external resources, reconfiguring routines and processes
as necessary. As suppliers engage in these processes, they tend to generate good
outcomes in managing their global account customers. Thus, GAM capability
exercised within these processes of intelligence acquisition, coordination, and

reconfiguration is the critical source to enable a supplier to remain competitive.

COMPARISON AMONG PERFORMANCE GROUPS

In this section, the 165 respondents are classified into high-performance,
mid-performance, and low-performance groups, according to their average
performance scores. The mean scores of high-performance group and
low-performance group are compared on each variable.

The group classification rationale is explained, followed by the discussion of the
t-test for independent samples. The comparison on each variable is reported.
Performance Group Classification

A total of 165 respondents are from 147 different companies. Although there are
multiple respondents from the same company, they are from different business units
of the large multinational companies that have annual sales revenue of over $10
billion. It is assumed that each respondent is from a different organization (i.e.
different business unit). In other words, the assumption is that the present sample

includes the respondents from 165 different organizations.

102

According to the average scores of three GAM program performance measures
(developing new business, cross-selling additional products, and growing sales to the
global account customer), and three GAM contribution to organization measures
(strategic position, profitability, sales growth, and global market share), these 165
organizations are classified into high-performance group, mid-performance group,
and low-performance group.

As a result, a total of 42 organizations are classified as high-performance
organizations, with an average score of between “6” and “7” on the 7-point scale.
These organizations represent 25% of total sample. They are mainly large
multi-national corporations with sales revenue of more than 1 billion dollars and an
average of 10 years of experience working with their global account customers. A
total of 91 companies that have average performance rating of more than “4” and less
than “6” are mid-performance companies which represent 55% of our sample. The
other 32 companies rated between “1” and “3” are classified as low-performance
organizations that represent 19% of the sample.

T-test for Independent Samples

A t-test was performed to compare the means scores of high-performance group
and low-performance group on each variable. The purpose is test whether the
high-performance group has a higher level of global account management processes
and facilitating conditions than those of the low-performance group. The SPSS
software is used here to perform the t-test. The mean values and the according t-test
results are reported in Table 7.1.

The independent sample t-test compares the mean scores of two groups on a

given variable. There are three assumptions for independent sample t-test. First, the

103

dependent variable should be normally distributed. The univariate normality can be
evaluated by examining the histogram of distribution or performing a normality test.
Second, it is assumed that the two groups have approximately equal variances on
dependent variable. The equal variance assumption can be verified by performing
Levene’s test. If the test shows a significant F -value, the equal variance assumption is
violated. In this case, the t-value generated based on unequal variances should be used.
Finally, the two groups are independent of one another (StatSofi, 2004).

The t-test for two samples can be used to evaluate the mean score differences
across high and low performance groups. First, an examination of the histograms of
variables shows no evidence that the univariate assumption is violated. According to
the skewness and kurtosis evaluation, the univariate nonnormality issue is not present
(See Chapter 6). Second, Levene’s test was performed to evaluate whether the
variances are equal across two groups on each dependent variable. 12 out of 32
variables violates equal variance assumption. Thus, the t-values that do not assume
equal variances are used for these 12 variables (See Table 7.1). Third, the two groups
are assumed to be independent because each respondent is from a difference
organization and each observation is independent of one another.

GAM Capability

It is found that the mean values are significantly different across two groups. The
high-performance organizations present the higher level of GAM capability than that
of the low-performance group.

Customer Intelligence Acquisition. Compared with low-performance suppliers,
high-performance suppliers tend to have the higher level of customer intelligence
acquisition ability. For example, there is a 1.73 point difference between high and low

performance groups with respect to the process of collecting information about the

104

global account customer’s operations (GAM 1-2). The difference is significant (t =
4.91, p < .01). A close examination of the t-test results of all three indicators shows
the similar results that a significant difference exists between high-performance group
and low-performance group in terms of the three customer intelligence acquisition
sub-processes. A supplier can improve its customer intelligence acquisition process by
collecting information about the global account customer’s operations that are
relevant to the supplier’s business, by using multiple methods to gather information
about the global account customer, by reviewing the likely effects of changes in
business environment.

Competitor Intelligence Acquisition. The t-test results show that the
high-performance group has a higher level of competitor intelligence acquisition
ability than that of the low-performance group. For example, there is a 1.17 point
difference between the high group and low group in terms of the process of collecting
information about competitor’s products, services, and strategies (GAM2-2). This
difference is significant (t = 3.84, p < .01). According to the t-test results of the three
indicators, the significant differences exist between two groups. The
high-performance group does a better job in continuously acquiring information about
competitors, regularly collecting information about competitors’ products, services,
and strategies, and top management’s constant discussion about competitors’ strengths
and weaknesses. Improving these three competitor intelligence acquisition processes
may help a supplier enhance its global account management performance.

Inter-organizational coordination. Global account management involves a
multi-level relationship from top executives, global account managers, and
operational-level employees across both supplier and customer organizations. The

t-tests were performed for all four indicators. The high-performance group has

105

significantly higher level of senior executive coordination (t = 3.55, p < .01), global
account manager coordination (t = 4.52, p < .01), local account manager coordination
(t = 5.76, p < .01), and operational-level employee coordination (t = 5.20, p < .01).

According to the business case analysis and the annual survey conducted by
SAMA, although global account management program has been the top management
priority for many global suppliers, it is the program implementation that really affects
GAM program performances. In some cases, local account managers and operational
level employees want to resist the implementations of global account management
programs because they feel that global account managers invade their territories.
These people do not cooperate with global account managers and do not coordinate
with customer organizations. Based on the qualitative interviews and case analysis,
the global account management programs that seize top management’s sponsorship,
have active global account managers, and solve the local implementation issues are
more likely to achieve good GAM performances. The t-test results here Show that
high performance group does present a higher level of inter-organizational
coordination ability across multiple organizational levels than that of the
low-performance group.

Inter-functional coordination: A supplier can greatly increase customer
satisfaction and customer dependency by coordinating with the customer at multiple
functions. Among these coordinating activities are customization of products &
services, provision of special services, special pricing, joint coordination of workflow,
and taking over business processes the customer outsources. A close examination of
t-test results of four indicators for inter-functional coordination reveals that significant
differences exist between high-performance groups and low-performance groups. In

the account management literature, the inter-functional coordination has been one of

106

the most visible issues (Homburg et al. 2002). Due to complicated reporting lines and
rewarding structures in multi-national companies, often times, it relies on the global
account managers themselves to obtain functional resources and coordinate the selling
activities across functions. Thus, the company that can utilize multi-functional
resources to serve global account is more likely to achieve superior performance. The
t-test results here show that the high-performance group has a higher level of
inter-functional coordination ability than that of the low-performance group.

Cross-country Coordination. Compared with low performance companies, high
performance ones tend to have higher level of cross-country coordination ability.
According to the t-test results, there are significant differences between these two
groups in terms of the across country human resources support, the competitive
campaign plan and execution, and headquarter subsidiary interaction. For example,
the mean value of the variable “our global account support stuff located across
countries work together to serve the global account customers” (GAM 5-1) of
high-performance group is significantly higher than that of low-performance group (t
= 4.78, p < .01). A supplier can improve its cross-country coordination process and
harmonize global and local interests by coordinating local support stuff to support key
customer across countries, communicating and coordinating effectively among
headquarters and local subsidiaries.

Reconfiguration. Reconfiguration is a newly developed construct to capture the
nature of the changing nature of dynamic capability. The five indicators were
designed to tap the domain of whether an organization can transform or reconfigure
the existing resources and processes to keep congruence with the changing business
environment. The high-performance group has a higher level of reconfiguration

ability than that of the low-performance group because the former group has

107

significantly higher mean scores on all five indicators. Compared with
low-performance groups, the high-performance organizations do better in redeploying
resources (t = 3.93, p < .01), realigning organizational processes (t = 3.28, p < .01),
transforming products and service as needed (t = 3.80, p < .01), adopting best
practices (t = 4.44, p < .01) and reconfiguring systems (t = 4.20, p < .01) to adapt to
environmental changes ahead of competition.

Facilitating Conditions

The indicators of horizontal involvement, goal congruency, and market dynamism
show significant differences across hi gh-performance groups and low-performance
groups.

Horizontal Involvement. Horizontal involvement is a newly developed construct
to measure the degree to which multi-functional resources are incorporated to serve
global account. It measures the functional resource involvement from three
dimensions —— resource dedication (H11), functional responsiveness (HI2), and
support receiving (HI3). The t-test results show that there are significant differences
across two groups. The high-performance organizations have more dedicated
functional resources (t = 5.15, p < .01), quicker multi—functional responsiveness to
customer request (t = 4.93, p < .01), and better functional support (t = 6.22, p < .01),
compared with the low-performance organizations.

Goal Congruency. According to the t-test results, the high-performance
organizations can better establish consistent goals with their customers than the
low-performance organizations. According to the executive interview and case
analysis, goal congruency sets up a critical condition for further capability and
relationship development, because it facilitates mutual understanding and ensures

mutual support. When buyer and seller have compatible goals, they are less likely to

108

behave opportunistically. The t-test results confirm that compared with
low-performance organizations the high-performance organizations has more
compatible goals (t = 5.28, p < .01), more consistent business approaches (t = 5.99, p
< .01), and better mutual support (t = 5.35, p < .01) with their key customers.
Market Dynamism. The high-performance organizations are more likely to be
embedded within the fast changing industries. Compared with low-performance
organizations, their industries change more frequently in the four dimensions —
production and process technology (t = 2.70, p < .01), customer’s needs (t = 2.84, p
< .01), products and services (t = 3.83, p < .01), and competitors’ strategies and
actions (t = 2.83, p < .01). These frequent changes trigger the development of
dynamic capability. The companies embedded within highly dynamic market are more
motivated to develop dynamic capability because they see their competitive

advantages quickly nullified due to replication and imitation.

IMPLICATIONS FOR RESEARCH AND THEORY IN GLOBAL ACCOUNT
MANAGEMENT AND DYNAMIC CAPABILITY THEORY
The Marketing Science Institute has announced Customer Relationship
Management (CRM) as one of the top marketing research priorities (Marketing
Science Institute 2004). This dissertation has implications in both theory and research
on global customer relationship management and dynamic capability theory in that it
not only conceptualizes GAM capability as a second-order factor with six
sub-processes but also rigorously tests it in a comprehensive framework that includes

its antecedents and consequences using cross-industry, cross-country data.

109

Table 7.1 T-test Results for Performance Group Comparison

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Construct Variables Group Mean t— test
t Sig.
GAMI: GAMI-I. We regularly use High 5.62 4.27 <.01
Customer multiple methods to gather
Intelligence information about the Low 4.09
Acquisition global account’s products,
services, and strategies.
GAMI-Z. We frequently High 5.88 4.91 <.01
collect information about
the global account’s Low 4.31
operations that are relevant
to our business.
GAM1-3. We continuously High 5.83 6.63 <.01
review the likely effects of
changes in business
environment that may Low 3.78
affect our global account
management practices.
GAM2: GAMZ-I. We continuously High 6.07 3.92' <.01
Competitor acquire information about
Intelligence our competitors. Low 4'91
Acquisition GAM2-2. We regularly High 5.98 3.84' <.01
collect information about
our competitors’ products, Low 4.81
services, and strategies.
GAM2-3. Our top High 5.50 2.28 <.03
management constantly
discusses our competitors’ Low 4.72
strengths and weaknesses.
GAM3: GAM3-1. Senior Executive High 5.69 3.55 <.01
Inter-
. Low 4.25
35:35:33“ GAM3—2. Global Account High 6.43 4.52" <.01
Manager Low 4.91
GAM3-3. Local Account High 5.90 5.76' <.01
Manager Low 3.94
GAM3-4. Operational-level High 5.12 5.20 <.01
employees. Low 3.41

 

 

 

 

 

 

110

 

 

Construct

Variables

Group

Mean

t- test

 

Sig.

 

GAM4:
Inter-
Functional
Coordination

GAM4-1 . Product-related
activities (e.g., product
adaptation, new product
development, technology
exchangeL

High

5.69

 

Low

3.63

6.01

<.01

 

GAM4-2. Service-related
activities (e.g., training,
advice, troubleshooting,
giraranteesL

High

5.52

 

Low

3.53

5.84

<.01

 

GAM4-3. Price-related
activities (e.g., special
pricing terms, pricing
policy, offering of
financing)

High

5.19

 

Low

3.81

3.38

<.01

 

GAM4—4. Supply chain
activities (e.g., inventory
management,
transportation, order
processing)

High

5.48

 

Low

3.41

6.28

<.01

 

 

GAMS:
Cross-country
Coordination

GAM5-1. Our global
account support staff
located across countries
work together to serve the
_global account customer.

5.95

 

Low

4.31

4.78

<.01

 

GAM5-2. We often
subsidize our competitive
campaigns in a country
using resources generated
from other countries to
serve the global account
customer.

High

4.36

 

Low

3.31

2.52

<.02

 

GAM5—3. Overall, our

headquarters interact with
local country subsidiaries
regularly to better manage

 

the global account.

High

5.86

 

 

Low

 

3.94

 

5.71

 

<.01

 

lll

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Construct Variables Group Mean t- test
t Sig.
GAM6: GAM6-1. We can redeploy High 5.50 3.93 <.01
Reconfiguration the strategic resources
serving the global account
customer in global markets LOW 4'13
faster than our competitors
can.
GAM6-2. We can realign our High 5.19 3.28 <.01
organizational processes
with respect to the global Low 4.03
account’s changing needs
ahead of competition.
GAM6-3. We can modify our High 5.26 3.80 <.01
products or services to
accommodate the global
account’s needs ahead of Low 3'91
competition.
GAM6-4. We can adopt best High 5.57 4.44 <.01
practices in the industry
ahead of competition. LOW 4- 19
GAM6—5. We can High 4.90 4.20 <.01
reconfigure our systems
(e.g., information systems,
financial systems) as needed
to adapt to changes in the Low 3.56
global environment ahead of
competition.
GC: GC]. Both organizations High 5.79 5.28' <.01
Goal have compatible goals. Low 4.06
Congruency GC2. Both organizations High 5.57 5.9? <.01
have compatible ap roaches
to business operatio‘ils. Low 3'78
GC3. Both organizations High 5.26 5.35' <.01
support each other ’3
Low 3.59

 

objectives.

 

 

 

 

 

112

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Construct Variables Group Mean t- test
t Sig.
H1: H1]. Resources from High 6.33 5.55 <.01
Horizontal multiple functional areas,
Involvement business units, and coun
markets are dedicated totry Low 4'56
serve the global account
customer.
H12. Multiple functional High 6.10 5.29 <.01
area, business units, and
local subsidiaries are always
ready to respond to Low 4.59
opportunities or problems
that may arise in the global
account relationship.
H13. Our global account High 6.14 6.62 <.01
manager/team regularly
receives su port from key
personnel ardross multiple Low 4'31
functional areas, business
units, and country markets in
our organization.
MD: MD]. Production (or High 4.95 2.70 <.01
Market service) technique / process Low 4.09
Dynamism changes
MD2. Customers’ needs High 5.40 2.84 <.01
Low 4.53
MD3. Products/services High 5.33 3.83 <.01
Low 4.22
MD4. Competitors’ High 5.31 2.83 <.01
strategies and actions Low 4.56

 

Note: * Used t-value of equal variances not assumed. It is a solution when t-test

assumption of equality variance is violated. Levene’s test for equality of variances is
applied to verify the assumption of equality variance. When this test shows a
significant F-value, the assumption is not held and t-value of unequal variances

should be used.

113

 

This theoretical framework is grounded in dynamic capability theory and further
enriched with a multistage discovery-oriented approach in which literature findings,
executive interviews, and case studies are triangulated to offer insights into GAM
practice and ensure internal consistency of each construct. The systematic
investigation method contributes most to the validity of important constructs in this
model. The conceptualization and measurement of the six critical sub-processes
provide a foundation for researchers to further study process issues in both global
account management and dynamic capability research arenas.

This study includes not only GAM specific constructs, but also constructs from
dynamic capability, relationship marketing, global marketing strategy, and market
orientation literatures, such as horizontal involvement, resource complementarity,
cross-country coordination, and market dynamism. Importantly, although some
cultivators have already been proposed in dynamic capability literature, little
empirical support for them exists. With respect to global account management
literature, although performance drivers have been studied, capability has been a
missing link in this literature and research on its antecedents has been lacking.

A rigorous empirical test for the theoretical model was conducted by using
cross-industry and cross-country data. GAM capability was tested as a second-order
factor. The model presents a good fit. All hypotheses are supported except one path
from competitive intensity to GAM capability. This is an important contribution
because much research in global account management and dynamic capability
literatures has been done at a conceptual level and empirical study is lacking.

GAM Capability
GAM capability is proposed as a broad conceptualization that incorporates

six sub-processes. The empirical findings support this broad conceptualization and

114

provide appropriate measurements. Each sub-process exhibits discriminant validity
(See Table 6.4). In addition, each sub-process is positively related with GAM
performance outcomes, intra-organizational condition, inter-organizational condition,
and the environmental condition of market dynamism.

GAM capability reflects various managerial processes. The supplier can
choose to acquire customer information and competitor information to understand its
customer and market changes. Similarly, management can exercise much discretion as
to the degree of coordination levels achieved across organizations, functions, and
markets. Furthermore, management can improve the organization’s reconfiguration
ability in its worldwide activities in terms of process change and resource redeployment.
These considerations contribute to the film’s GAM capability and enhance its
performance in global markets.

GAM capability is a type of dynamic capability because it is construed by six
sub-processes which can further maneuver organizational resources and routines to
create new resource configurations to build up competitive advantage in an atmosphere
of rapid change (Teece et a1. 1997). According to Grant (1996) and Winter (2003), a
higher-order capability that manipulates basic organizational processes is a dynamic
capability. Although strategy scholars have intensively discussed the definitions and
rationales of dynamic capability, its development and performance implications, no
study referenced here has comprehensively and empirically examined dynamic
capability, its cultivators and consequences in a specific context. Thus, this dissertation
contributes to dynamic capability literature from the three perspectives. First, it
conceptualizes GAM capability as a dynamic capability in a specific context. Second, it
adds physical meaning in dynamic capability theory framework by using a multistage

and iterative discovery-oriented approach. Third, it provides empirical support for the

115

revised model with cross-industry and cross-country data.
Consequences of GAM Capability

An important finding of this study is that GAM capability has a positive and
significant effect on an organization’s GAM program performance. GAM capability
also positively impacts GAM contribution to the organization both directly and
indirectly (i.e., mediated by GAM program performance). These findings are important
because they establish empirical support for the positive link between GAM capability
and firm performance. Prior account management and professional selling literature
lends support to certain sub-processes and organizational performance but not all
sub-processes. For example, Homburg et al. (2002) empirically tested whether
inter-functional coordination activities of account management program can
significantly enhance organizational market performance and profitability. Also,
according to Birkinshaw et al. (2001), the inter-organizational coordination activities
can improve GAM program efficiency and increase sales. Applying a case study
method, Arnold et al. (2001) found that GAM intelligence generation, dissemination,
and the subsequent responsiveness processes contribute to GAM performance.

Thus, the present dissertation advances the account management literature in three
ways. First, it reconciles the previously fragmented findings by consolidating these
findings into a comprehensive conceptualization of GAM capability. Second, the
empirical findings further support the construction of a second-order GAM capability
and provide scales with which to measure it. Third, it is found that each sub-process is
distinct but not exclusive, and the effects of each on GAM performance constructs vary.

With respect to the contribution to dynamic capability theory, the present
dissertation lays out the fundamental empirical support for the link between dynamic

capability and performance. This important relationship has been discussed in dynamic

116

capability literature mainly at conceptual level without empirical testing. Using
cross-industry and cross-country data, the findings here confirm the core rationale of
dynamic capability theory in specific GAM context and provides a platform for further
research in the dynamic capability arena.

Antecedents of GAM Capability

With respect to the theoretical contribution, the drivers of GAM capability
suggest that the global account management and dynamic capability literatures offer
complementary explanations for the development of GAM capability. One the one
hand, in account management literature, the global account management or key
account management specific constructs were proposed to influence the account
management program performance, while capability has been a missing link. On the
other hand, in the dynamic capability literature, although scholars find some generic
cultivators, such as inter-functional resources, inter-organizational alignment, and
external competition, for dynamic capability, these constructs lack information
specific to GAM context. Therefore, both theoretical perspectives must be considered
simultaneously to develop a complete GAM theoretical model. In practice, suppliers
have increasingly emphasized the cultivation of an organizational capability to better
manage global customers. The evidence for this development can be found in CEOs’
remarks, business cases, and trade journals.

In summary, this dissertation contributes to global account management and
dynamic capability literature in the following three perspectives. First, by appraising
the comprehensive effects of the six GAM sub-processes on GAM performance
outcomes, the effect sizes of each sub-process can be differentiated, which offers a
guideline for global account managers about how to improve the quality of their

GAM programs. Second, this dissertation develops a framework for conceptualizing

117

GAM capability, its facilitating conditions and consequences by using dynamic
capability theory (DCT) and a discovery-oriented approach. Finally, this framework
has substantial managerial impact in that it enables the practitioners to perform prior
planning and post hoc measurement for GAM capability development. Adopting
GAM practices has become a trend for global enterprises, along with globalization
and the increasing emphasis on customer relationship management. In spite of its
importance, GAM practice is a very complex management task which requires
substantial capital and human resource investments. Thus, this timely study offers
important insights for global account practitioners by providing a comprehensive

framework and rigorous tests for this framework.

MANAGERIAL IMPLICATIONS

The findings of the present study have several implications for global account
executives. One of the most important findings is that the effects of GAM capability
on performance outcomes must be measured multidimensionally. Both the program
level performance and the organizational level performance are included in the
present model. The six sub-processes have significant effects on program level
performance and organizational level performance. Thus, this study suggests that the
effects GAM capability and its processes should be studies at a holistic manner. The
proposed framework provides a clear guideline for managers on how to improve their
organization’s capability in managing global account customers. Using the framework
as a diagnostic tool, managers can have a clear idea of which processes and how these
processes can improve performance at both program level and organizational level.

The conceptualization of GAM capability suggests that a supplier can compete

globally by developing a series of GAM processes, including intelligence acquisition,

118

 

 

coordination, and reconfiguration. The study offers empirical supports that six
sub-processes significantly load on GAM capability, which means this capability is
exercised through these processes to enable global account management activities
within these processes to be carried out successfully. To enhance the quality of global
account management program, supplier can allocate resources and efforts to develop
and improve these six sub-processes.

For example, Because GAM performance outcomes are affected by cross-country
coordination, suppliers should coordinate marketing activities with customers in all
major markets and strengthen headquarter-subsidiary relationships. According to the
qualitative research result, one of the key implementation barriers is the resistance
from the local country level managers, as they feel that global account managers
invade their territories. Global account executives may consider changing the country
level managers’ reporting lines or reward structures in order to obtain more supports
from them, which can improve the efficiency of cross-country coordination.
Reconfiguration is another important process as it captures the essence of dynamic
capability. Reconfiguration process enables an organization to redeploy resources,
restructure practices, and change existing routines as necessary to remain competitive.
In an executive interview with a supply chain manager from a large office fumiture
supplier, he stressed the importance to provide new design and innovative products
ahead of competition in order to secure his global key account. The average rating of
competitor intelligence acquisition is the lower than that of the other processes. An
examination of the magnitude of effect sizes of the processes present that this process
has smaller effect size on two performance outcomes compared with the effect sizes
of the other processes, although no statistical test used here has established that this

difference is statistically significant. This result is reasonable because competitor

119

intelligence acquisition may usually happen in the engineering house and R&D rather
than marketing and sales function. Global account managers may be more interested
in understanding customer’s needs instead of collecting information about their
competitors.

GAM capability is facilitated by organizational factors such as horizontal
involvement and goal congruency as well as market dynamism. The following
activities are recommended to improve global account management program
effectiveness. First, global account executives should carefully assess the functional
collaboration and support for their GAM programs. The organization can well
implement the critical GAM processes with the resources from various functions,
because functional support provides useful functional expertise and enhances the
efficiency of collaboration. Inter-organizational goal congruency sets a platform for
GAM relationships. Second, acquiring information from customers and competitors
can improve GAM program performance. Finally, given dynamically changing
environment, the supplier may better develop its capability in securing global key
accounts because its GAM capability is repetitively exercised in a rapidly changing

environment.

CONCLUSION AND FUTURE RESEARCH
It would be worthwhile for researchers to investigate a number of unresolved
issues that have evolved from our research and the concerns of practitioners. These
include the following four issues. First, researchers can study the organizational
structure needed to support a GAM program, such as compensation structure, training,
and career development needs of global account managers. Second, the role of

cross-cultural differences in managing global account is another interesting research

120

 

topic. Third, it becomes more and more important for the supplier to manage internal
communication, database system, and promotional activity to sustain the support of a
GAM program. Fourth, researchers can further investigate the longitudinal evolution
and the dyadic perspective of GAM internal support, GAM capability.

An important task in the global account management literature and dynamic
capability theory literature is to clarify what processes constitute GAM capability and
assess the relationship between GAM capability and GAM performance. When faced
with the awesome task of servicing customers on a global scale, suppliers have no
choice but to reorganize their capability and strategy in ways that can be considered
radical. Those suppliers that can effectively sharpen certain GAM capability and
GAM strategy may expect to see favorable outcomes in terms of market performance
and its contribution to organization. There appears to be reasonable support for the
proposed framework that suggests cultivation and nurturing of the key processes and
strategic activities. Companies that proactively and systematically implement these
processes and activities are likely to outperform their competitors in the global
marketplace.

Limitations

There are four noteworthy limitations for this study. First, all questions are
self-expressive and collected from the same source, which may bias the sample.
Second, to date our approach has explored the process of GAM almost exclusively
from the perspective of the supplier. I did not attempt to collect data from the
customer organizations due to practical reasons. In the future, I plan to collect dyadic
data from the two sides, including both supplier and customer. Third, the data is
cross-sectional, which means I only observed the “snap shot” of companies’ GAM

programs. Longitudinal data would help us understand how GAM internal support,

121

GAM capability and GAM strategy evolve overtime. Finally, the dynamic capability
theory is used as main thrust to understand global account management phenomena.
The essence of the term “dynamic” is that this type of capability can reconfigure the
internal existing routines and processes and external relationships to accommodate
environmental changes. In the present study, reconfiguration construct used
self-perceptive scales to measure the “dynamic” nature. Due to the limitation of the
cross-sectional data, the present study may not be able to capture the process change

across time which requires longitudinal data.

122

Appendix 1
Cover Letter

Global Account Management Practices Among Leading-Edge Suppliers

Who Is Conducting This Study?

This project is being jointly conducted by the Strategic Account Management
Association (SAMA) and the Center for International Business Education and
Research at Michigan State University (MSU-CIBER). SAMA is the world’s largest
professional association serving strategic / global account managers. MSU-CIBER is
a federally-funded national research center in international business with the mission
of promoting the competitiveness of US. firms in the global market place. This
project is co-sponsored by the Institute for the Study of Business Markets (ISBM) at
Penn State University and the Teradata Center for Customer Relationship

Management at Duke University.

Why Are We Conducting This Study?

In an increasingly competitive global environment, satisfying and retaining global
accounts is more important to a supplier's success than ever before. What we know is
that Global Account Management is highly complex, and therefore difficult - and
expensive - to implement and sustain. What's required is greater insight into the return
on investment in global account relationships, including the competencies and

conditions that drive measurable economic success.

123

This research project is being conducted to help global account executives and

their firms:

. Develop clear and actionable ideas about which key competencies drive
successful global account relationships.

. Adopt a systematic process that defines which conditions cultivate these key
competencies.

0 Highlight the return that an organization can expect if it invests in its global

account relationships.

Diagnose the firm's strengths and weaknesses in managing a specific global
account relationship. This study will be converted into a diagnostic tool. By using the
diagnostic tool, you will receive feedback on which areas of focus will most benefit
your global account relationship. You will also receive an executive summary within
three months of our receipt of your survey.

Definitions

A Global Account Customer is one that has strategic importance to the
achievement of the supplier’s corporate objectives, pursues integrated and coordinated
strategies on a worldwide basis, and demands a globally integrated product/service
from its suppliers.

Global Account Management (GAM) is a supplier’s response to the challenge
of managing strategically important global customers that are facing increasing

globalization in their industries.

124

Before you start...
In responding to this survey, please think of your most familiar global account

customer with which your organization conducts business on at least two continents.
You must be a practitioner involved with global account management practices. Your
organization should have a single point of contact, a team, or a special program in

place to serve this global account customer.

125

LIST OF REFERENCES

Abery, Leslie, Colleen Christen, and Erin Kriessmann (2002), Customers Talk, BT
Listens: U.K. Telecom Leader Integrates Chamois to Cover Major Accounts, in Focus:
Europe Vol. 1.

Adner, Ron and Constance E. Helfat (2003), "Corporate Effects and Dynamic
Managerial Capabilities," Strategic Management Journal, 24 (10), 1011-25.

Amit, Raphael and Paul J. H. Schoemaker (1993), "Strategic Assets and
Organizational Rent," Strategic Management Journal, 14 (1), 33-46.

Anderson, James C. (1987), "An Approach for Confirrnatory Measurement and
Structural Equation Modeling of Organizational Properties," Management Science, 33
(4), 525-41.

Anderson, James C. and David W. Gerbing (1 98 8), " Structural Equations Modeling in
Practice: A Review and Recommended Two-Step Approach," Psychological Bulletin,
103(3), 411-23.

Anderson, James C. and Barton A. Weitz (1990), "The Use of Pleges to Build and
Sustain Commitment in Distribution Channels," Journal of Marketing Research,
XXIX (1), 18-34.

Andrews, Kenneth R. (1971), The Concept of Corporate Strategy. Homewook, IL:
R.D. Irwin.

Armstrong, Scott J. and Terry S. Overton (1977), "Estimating Non-response Bias in
Mail Surveys," Journal of Marketing Research, 14 (August), 396-402.

Arnold, David, Julian Birkinshaw, and Omar Toulan (2001a), "Can Selling Be
Globalized? The Pitfalls of Global Account Management," California Management
Review, 44(1), 8-20.

Arnold, Martin P., Christian Belz, and Christoph Senn (2001b), "Leveraging
Knowledge in Global Key Account Management-Findings from a Benchleaming
Group Project in the Industry," Research Report for Marketing 1/2001, the University
of St. Gallen, Switzerland.

Barney, Jay B. (1991), "Firm Resources and Sustained Competitive Advantage,"
Journal of Management, 17 (1), 99-120.

Bartlett, Christopher A. and Sumantra Ghoshal (1988), "Organizing For Worldwide
Effectiveness: The Transnational Solution," California Management Review, 31 (1),
54-74.

Bentler, Peter M. (1995), EQS Structural Equations Program Manual. Los Angeles:
Multivariate Software Inc.

126

Birkinshaw, Julian, Allen J. Morrison, and John Hulland (1995), "Structural and
Competitive Determinants of a Global Integration Strategy," Strategic Management
Journal, 16 (March), 637-55.

Birkinshaw, Julian, Omar Toulan, and David Arnold (2001), "Global Account
Management in Multinational Corporations: Theory and Evidence," Journal of
International Business Studies, 32 (2), 231-48.

Blyler, Maureen and Russell W. Coff (2003), "Dynamic Capabilities, Social
Capital,and Rent Appropriation: Ties that Split Pies," Strategic Management Journal,
24 (10), 677-86.

Bollen, Kenneth A. (1989), Structural Equations with Latent Variables. New York:
John Wiley & Sons.

Bradford, Edmund and Francois Lagae (2003), "Wining Strategic Accounts at SN
Brussels Airlines," Focus: Europe, 3 (4), 1-5.

Bradford, Edmund and Leif Schwan (2001), "Don't Gamble with GAM: How BC
components Reduced the Risk of Their GAM Programme," Focus: Europe, 1 (2),
9-11.

Buvik, Amt and George John (2000), "When Does Vertical Coordination Improve
Industrial Purchasing Relationships?," Journal of Marketing, 64 (3), 52-64.

Cannon, Joseph P. and William D. Perreault, Jr. (1999), "Buyer-Seller Relationships in
Business Markets," Journal of Marketing Research, XXXVI (4), 439-60.

Capon, Noel (2001), Key Account Management and Planning. New York, London:
The Free Press.

Cavusgil, S. Tamer and Shaoming Zou (1994), "Marketing Strategy-Perforrnance
Relationship: An Investigation of the Empirical Link in Export Market Ventures,"
Journal of Marketing, 58 (January), 1-21.

Chang, Sea-Jin and Harbir Singh (2000), "Corporate and Industry Effects on Business
Unit Competitive Position," Strategic Management Journal, 21 (7), 739-52.

Churchill, Gilbert A., Jr. (1979), "A Paradigm for Developing Better Measures of
Marketing Constructs," Journal of Marketing Research, 16 (February), 64-73.

Clark, KB. and T. Fujirnoto (1990), Product Development Performance. Boston, MA:
Harvard Business School Press.

Conlon, Ginger, Lisa Napolitano, and Michael A. Pusateri (1997), Unlocking
Profits- The Strategic Advantage of Key Account Management. Chicago: Strategic
Account Management Association.

Cook, Maureen, Nathalie Sabourin, and Kathy Tipre (2000), Building Customer Value
and Loyalty at Nortel Networks, Velocity, 2 (2), 17-20.

127

Cornell, Elisabeth (2002), "Inside a SAM Program: Evolving GAM at Lanier
Worldwide, Inc.: Part 1," Velocity, 4 (1), 10-12.

Craig, C. Samuel and Susan P. Douglas (2000), "Configurational Advantage in Global
Markets," Journal of international Marketing, 8 (1), 6-25.

Damanpour, F ariborz (1991), "Organizational Innovation: A Meta-Analysis of Effects
of Determinants and Moderators," Academy of Management Journal, 34 (3), 555-90.

D'Aveni, Richard A. (1994), Hypercompetition: Managing the Dynamics of Strategic
Maneuvering. New York: Free Press.

Day, George S. (1994), "The Capabilities of Market-Driven Organizations," Journal
of Marketing, 58 (4), 37-52.

---- (1990), Market Driven Strategy. New York: The Free Press.

Day, George S. and Robin Wensley (1988), "Assessing Advantage: A Framework For
Diagnosing Competitive Superiority," Journal of Marketing, 52 (2), 1-20.

Deavenport, Earnest W., Jr. (1999), "The Formula for Global Account Management
Success- The CEO Must Champion Strategic Accounts to Build A F irrn's Global
Business," Velocity, 1 (3), 14-17.

Deshpandé Rohit, John U. Farley, and Frederick E. Webster, Jr. (1993), "Corporate
Culture, Customer Orientation, and Innovativeness," Journal of Marketing, 57 (l), 23.

Dierckx, Ingemar and Karel C001 (1989), "Asset Stock Accumulation and
Sustainability of Competitive Advantage," Management Science, 35 (December),
1504-11.

Dwyer, F. Robert, Paul H. Schurr, and Sejo Oh (1987), "Developing Buyer-Seller
Relationships," Journal of Marketing, 51 (April), 11-27.

Eisenhardt, Kathleen M (1989), "Building Theories from Case Study Research,"
Academy of Management Review, 14 (4), 532-50.

Eisenhardt, Kathleen M and Jeffrey A Martin (2000), "Dynamic Capabilities: What
are They?" Strategic Management Journal, 21 (10/ l l), 1 105-21.

Ganesan, Shankar (1994), "Determinants of Long-Term Orientation in Buyer-Seller
Relationships," Journal of Marketing, 58 (2), 1-19.

Germain, Richard, Cornelia Droge, and Patricia J Daugherty (1994), "The Effect of
Just-in-time Selling on Organizational Structure: An Empirical Investigation," Journal
of Marketing Research, 31 (4), 471-84.

Graen, Mike (1999), "Technology in Manufacturer/Retailer Integration Wal-Mart and
Procter & Gamble," Velocity, 1 (2), 12-17.

128

Grant, Robert M. (1996), "Prospering in Dynamically-competitive Environments:
Organizational Capability as Knowledge Integration," Organization Science, 7 (4),
375-87.

Grewal, Rajdeep and Patriya Tansuhaj (2001), "Building Organizational Capabilities
for Managing Economic Crisis: The Role of Market Orientation and Strategic
Flexibility," Journal of Marketing, 65 (2), 67-81.

Han, J in K., Namwoon Kim, and Rajendra K Srivastava (1998), "Market Orientation
and Organizational Performance: Is Innovation a Missing Link?," Journal of
Marketing, 62 (October), 30-45.

Hanssen-Bauer, J. and CC. Snow (1996), "Responding to Hypercompetition: The
Structure and Processes of a Regional Learning Network Organization," Organization
Science, 7 (4), 413-27.

Harvey, Michael, Mathew B. Myers, and Milorad M. Novicevic (2002), "The
Managerial Issues Associated with Global Account Management," Thunderbird
International Business Review, 44 (5), 625-47.

Harvey, Michael, Milorad M. Novicevic, Thomas Hench, and Matthew B. Myers
(2003), "Global Account Management: A Supply-Side Managerial View," Industrial
Marketing Management, 32 (7), 563-71.

Heide, Jan B. (1994), "Interorganizational Governance in Marketing Channels,"
Journal of Marketing, 58 (Jan), 71-85.

Heide, Jan B. and George John (1990), "Alliances In Industrial Purchasing: The
Determinants Of Joint Action in Buyer-Supplier Relationships," Journal of Marketing
Research, 27 (1), 24-36.

---- (1992), "Do Relational Norms Matter in Marketing Relationships?" Journal of
Marketing, Vol.56 (April), 32-44.

Helfat, Constance E (2000), "Guest Editor’s Introduction to The Special Issue: The
Evolution of Firm Capabilities," Strategic Management Journal, 21 (10/11), 955-59.

Helfat, Constance E and Margaret A Peteraf (2003), "The Dynamic Resource-based
View: Capability Lifecycles," Strategic Management Journal, 24 (10), 997-1010.

Helfat, Constance E and Ruth S Raubitschek (2000), "Product Sequencing:
Co-evolution of Knowledge, Capabilities and Products," Strategic Management
Journal, 21 (10/11), 961.

Henderson, Rebecca and Iain Cockbum (1994), "Measuring Competence? Exploring

Firm Effects in Pharmaceutical Research," Strategic Management Journal, 15
(Special Issue), 63-84.

129

Homburg, Christian and Christian Pflesser (2000), "A Multiple-layer Model of
Market-oriented Organizational Culture: Measurement issues and Performance
Outcomes," Journal of Marketing Research, 37 (4), 449-63.

Homburg, Christian, Jr. John P. Workman, and Ove Jensen (2002), "A Configurational
Perspective on Key Account Management," Journal of Marketing, 66 (2), 38-60.

Hamburg, Christian, John P. Workman, Jr., and Ove Jensen (2000), "Fundamental
Changes in Marketing Organization: The Movement Toward a Customer-Focused
Organizational Structure," Journal of Academy of Marketing Science, 28 (4), 459-78.

Hout, Thomas, Michael Porter, and Eileen Rudden (1982), "How Global Companies
Win Out," Harvard Business Review, 60 (September-October), 98-105.

Jain, Subhash C. (1989), "Standardization Of International Marketing Strategy: Some
Research Hypotheses," Journal of Marketing, 53 (1), 70-80.

Jap, Sandy D. (1999), "Pie-Expansion Efforts: Collaboration Processes in
Buyer-Supplier Relationships," Journal of Marketing Research, XXXVI (4), 439-60.

J ap, Sandy D. and Shankar Ganesan (2000), "Control Mechanisms and Relationship
Life Cycle: Implications for Safeguarding Specific Investments and Developing
Commitment," Journal of Marketing Research, XXXVII (May), 227-45.

Jarvis, Cheryl Burke, Scott B. Mackenzie, and Philip M. Podsakoff (2003), “A
Critical Review of Construct Indicators and Measurement Model Misspecification in
Marketing and Consumer Research,” Journal of Consumer Research, 30 (2), 199-218.

Jaworski, Bernard J. and Ajay K. Kohli (1993), "Market Orientation: Antecedents and
Consequences," Journal of Marketing, 57(3), 53-71.

J eannt, Jean-Pierre and David H. Hennessey (2003), Cases in Global Marketing
Strategies (5th ed.). Boston, New York: Houghton Mifflin Company.

J ean-Pierre, J eannet and David H. Hennessey (2003), Cases in Global Marketing
Strategies (5 ed.). Boston, New York: Houghton Mifflin Company.

John, George and Torger Reve (1982), "The Reliability and Validity of Key Informant
Data from Dyadic Relationships in Marketing Channels," Journal of Marketing
Research, 19 (Novemeber), 517-24.

Johnson, Tom, Larry Killinsworth, and Amy K. Miller (2001), "Guinness United
Distillers and Vintners' Strategic Accounts Program: success is a Marathon, Not a
Sprint!" Velocity, 3 (4), 32-36.

Karim, Samina and Will Mitchell (2000), "Path-dependent and Path-breaking Change:

Reconfiguring Business Resources Following Acquisitions in the US. Medical Sector,
1978-1995," Strategic Management Journal, 21 (10/11), 1061-81.

130

Kempeners, Marion A. and Hein W. Van der Hart (1999), "Designing Account
Management Organizations," The Journal of Business & Industrial Marketing, 14 (4),
310.

Kerlinger, Fred N. (1974), Foundations of Behavioral Research. New York: Holt,
Rinehart & Winston.

Klepper, Steven and KL. Simons (2000), "Dominance by Birthright: Entry of Prior
Radio Producers and Competitive Ramification in the US television Receiver
Industry," Strategic Management Journal, 21, 997-1016.

Kohli, Ajay K. and Bernard J. Jaworski (1990), "Market Orientation: The Construct,
Research Propositions, and Managerial Implications," Journal of Marketing, 54
(April), 1-18.

Lambe, Jay C. and Robert E. Spekrnan (1997), "National Account Management:
Large Account Selling or Buyer-Supplier Alliance?" Journal of Personal Selling &
Sales Management, XVII (4), 61-74.

Langlois, Richard N. W. and Edward Steinmueller (2000), "Strategy and
Circumstance: The Response of American Firms to Japanese Competition in
Semiconductors, 1980-1995," Strategic Management Journal, 21 (10-11), 1163-73.

Levitt, Theodore (1983), "The Globalization of Markets," Harvard Business Review,
61 (May/June), 92-102.

Li, Tiger and Roger J. Calantone (1998), "The Impact of Market Knowledge
Competence on New Product Advantage: Conceptualization and Empirical
Examination," Journal of Marketing, 62 (4), 13-29.

Liebeskind, J .P., A. Oliver, 11.. Zucker, and M. Brewer (1996), "Social Networks,
Learning, and Flexibility," Organization Science, 7 (4), 428-43.

Macaulay, David (2000), "Consistency in Global Accounts: Fulfilling Your
Commitments," Velocity, 2 (2), 21-22.

MacNeil, Ian R. (1978), "Contracts: Adjustment of Long-Term Economic Relations
Under Classical, Neo-Classical, and Relational Contract Law," Northwestern Law
Review, 72, 854-906.

--- (1980), The New Social Contract: An Inquiry into Modern Contractual Relations.
New Haven and London: Yale University Press.

Marketing Science Institute (2004), Research Priorities: A Guide to MSI Research
Programs and Procedures, 2004-2005, in Marketing Science Institute. Cambridge,
MA: Marketing Science Institute.

McFarlin, Dean B. and Paul D. Sweeney (1992), "Distributive and Procedural Justice

as Predictors of Satisfaction with Personal and Organizational Outcomes," Academy
of Management Journal, 35 (3), 636-37.

131

McNaughton, Bob and Scott Beckett (2001), "Mettler Toledo's Strategic Account
Program: Defining Strategic Accounts and Building a Value-Based Program," Velocity,
3 (1), 25-30.

Menon, Anil , Sundar G Bharadwaj, Phani Tej Adidam, and Steven W. Edison (1999),
"Antecedents and Consequences of Marketing Strategy Making: A Model and a Test,"
Journal of Marketing, 63 (2), 18-41.

Menon, Anil and P Rajan Varadarajan (1992), "A Model of Marketing Knowledge
Use Within Firms," Journal of Marketing, 56 (4), 53-71.

Miller, Danny (2003), "An Asymmetry-Based View of Advantage: Towards an
Attainable Sustainability," Strategic Management Journal, 24 (10), 961-76.

Mohr, Jakki and Robert Spekrnan (1994), "Characteristics of Partnership Success:
Partnership Attributes, Communication Behavior, and Conflict Resolution," Strategic
Management Journal, 15 (2), 135-52.

Montgomery, David B. and George S. Yip (2000), "The Challenge of Global
Customer Management," Marketing Management, 9 (4), 22-29.

---- (1999), Statistical evidence on global account management programs, in Thexis
Vol. 4.

---- (1998), The Use and Performance Effect of Global Account Management: An
Empirical Analysis Using Structural Equation Modeling, in Working Paper No. 1481,
Stanford Business School.

Montgomery, David 8., George S. Yip, and Belen Villalonga (2002), Explaining
Supplier Behavior On Global Account Management, in (Working Paper No. 1767).
Stanford Business School.

Moon, Mark A. and Gary A. Armstrong (1994), "Selling Teams: A Conceptual
Framework and Research Agenda," Journal of Personal Selling & Sales Management,
14 (1), 17-41.

Moon, Mark A. and Susan F. Gupta (1997), "Examining the Formation of Selling
Centers: A Conceptual F ramework," Journal of Personal Selling & Sales
Management, 17 (2), 17-41.

Morgan, Robert A. and Shelby D. Hunt (1994), "The Commitment Trust Theory of
Relationship Marketing," Journal of Marketing, 58 (July), 20-38.

Napolitano, Lisa (1997), "Customer-Supplier Partnering: A Strategy Whose Time Has
Come," Journal of Personal Selling & Sales Management, 17 (4), 1-8.

Napolitano, Lisa, Justin Bomtraeger, and Elisabeth Cornell (2004), Personal
Communication. Chicago.

132

Narayanan, V.K., Benedict Kemmerer, Frank L. Douglas, and Brock Guernsey (2003),
"The Social Construction of Organizational Capabilities: A Multilevel Analysis," in
Strategy Process Shaping the Contours of the Field, Bala Chakravarthy and Guenter
Mueller-Sewens and Peter Lorange and Christoph Lechner, Eds.: Blackwell
Publishing.

Narver, John C. and Stanley F. Slater (1990), "The Effect of a Market Orientation on
Business Profitability," Journal of Marketing, 60 (4), 20-35.

Nelson, RR and SG Winter (1982), An Evolutionary Theory of Economic Change.
Cambridge, MA: Harvard University Press.

Noordewier, Thomas, George John, and John R. Nevin (1990), "Performance
Outcomes of Purchasing Arrangements in Industrial Buyer-Vendor Relationships,"
Journal of Marketing, 54 (October), 80-93.

Ouchi, William G (1979), "A Conceptual Framework for the Design of
Organizational Control Mechanisms," Management Science, 25 (9), 833-48.

Pardo, Catherine, Robert Salle, and Robert Spencer (1995), "The Key Accountization
of The Firm: A Case Study," Industrial Marketing Management, 24 (2), 123-35.

Parr, Jay (2001), "Strategic Account Management Best Practices: Cisco Discovers All
That's Possible," Velocity, 3 (2), 35-38.

Peteraf, Margaret A. and Mark E. Bergen (2003), "Scanning Dynamic Competitive
Landscapes: A Market-Based and Resource-Based Framework," Strategic
Management Journal, 24 (10), 1027-41.

Podsakoff, Philip M. and Dennis W. Organ (1986), "Self-reports in Organizational
Research: Problems and Prospects," Journal of Management, 12 (4), 531-44.

Porter, Michael Ed. (1986), Competition in Global Industries: A Conceptual
Framework New York: Free Press.

---- (1980), Competitive Strategies. New York: The Free Press.

Priem, Richard L. and John E. Butler (2001), "Is The Resource-Based "View" A
Useful Perspective For Strategic Management Research," Academy of Management
Review, 26 (1), 22-40.

Raff, Daniel, M G (2000), "Superstores and The Evolution of F irrn Capabilities in
American Bookselling," Strategic Management Journal, 21 (10/11), 1043.

Rosenbloom, Richard S (2000), "Leadership, Capabilities, and Technological Change:

The Transformation of NCR in The Electronic Era," Strategic Management Journal,
21 (10/11), 1083.

133

Roth, Kendall and Allen J. Morrison (1990), "An Empirical Analysis of the
Integration Responsiveness Framework in Global Industries," Journal of International
Business Studies, 21 (4), 541-65.

Ruekert, Robert W., Orville C. Walker, and Kenneth J. Roering (1985), "The
Organization of Marketing Activities: A Contingency Theory of Structure and
Performance," Journal of Marketing, 49 (4), 13-25.

SAMA and S4 Consulting (2001), SAMA Performance Award 2001-2001 Nominated
Best Practices. Chicago: Strategic Account Management Association 2001.

---- (2002a), "SAMA Performance AwardTM 2002," Strategic Account Management
Association.

--- (2002b), SAMA Performance AwardT M 2002 Nominated Best Practices. Chicago:
Strategic Account Management Association.

Samiee, Saeed and Kendall Roth (1992), "The Influence of Global Marketing
Standardization on Performance," Journal of Marketing, 56 (2), 1-17.

Sanchez, Juan 1. and Petra Brock (1996), "Outcomes of Perceived Discrimination
Among Hispanic Employees: Is Diversity Management a Luxury or a Necessity?"
Academy of Management Journal, 39 (3), 704-19.

Sengupta, Sanjit, Robert E.Krapfel, and Michael A. Pusateri (1997a), "Switching
Costs in Key Account Relationships," Journal of Personal Selling & Sales
Management, 17 (4), 9-16.

Sengupta, Sanjit, Robert E. Krapfel, and Michael A. Pusateri (1997b), "The Strategic
Sales Fore," Marketing Management, 6 (Summer), 29-34.

Shapiro, Benson P and Rowland T. Moriarty (1984), Organizing the National Account
Force, in Marketing Science Institute Working Paper. Cambridge, MA: Marketing
Science Institute. Vol. No. 84-101.

Shi, Linda H., Shaoming Zou, and S. Tamer Cavusgil (2004), "A Conceptual
Framework of Global Account Management Capabilities and F irm's Performances,"
International Business Review, 13 (5), 539-53.

Shi, Linda H., Shaoming Zou, J. Chris White, Regina C. McNally, and S. Tamer
Cavusgil (2005), "Global Account Management Capability: Insights from Leading
Suppliers," Journal of international Marketing, 13 (2), 93-113.

Sperry, Joseph P. (2000a), 2000 SAMA Performance Award Nominated Best Practices.
Chicago: Strategic Account Management Association.

---- (2001a), "2001 SAMA Account Performance Award Winner: ONDEO Nalco,"
Velocity, 3 (3), 23-25.

134

---- (2000b), "Centralizing the Corporate Account Function: Honeywell Industrial
Automation & Control Takes the Leap and Reaps the Rewards," Velocity (3), 23-24.

---- (20000), "Giant Companies, Small Details: 3M and IBM Co-Creating Value at All
Levels," Velocity (3), 16-17.

---- (2003), "Turning Innovative Account Management into Dollars: The
Satyam-Caterpillar Story," Velocity, 5 (4), 31-34.

---- (2001b), "Williams Company Alliance Development Group," Velocity, 3 (3),
30-32.

StatSof’t, Inc. (2004). Electronic Statistics Textbook. Tulsa, OK: StatSoft. Retrieved
August 1”, 2005, from the World Wide Web:
http://www.statsoft.com/textbook/stathome.htrnl.

Stevensen, Thomas H. (1980), "Classifying a Customer as a National Account,"
Industrial Marketing Management, 9 (April), 133-36.

Strategic Account Management Association. (2005). Strategic Account Management
Association Homepage. Retrieved May lst, 2005, from the World Wide Web:
http://www.strategicgccounts.org/public/membership/memdemorg

Teece, David J., Gary Pisano, and Amy Shuen (1997), "Dynamic Capabilities and
Strategic Management," Strategic Management Journal, 18 (7), 509-33.

Thompson, James (1967), Organizations in Action. New York: McGraw-Hill.

Toulan, Omar, Julian Birkinshaw, and David Arnold (2002), The Role of
Inter-Organizational Fit in Global Account Management, in London Business School
Working Paper.

Tripsas, Mary and Giovanni Gavetti (2000), "Capabilities, Cognition, and Inertia:
Evidence from Digital Imaging," Strategic Management Journal, 21 (10/11), 1147.

Van de Ven, AH. and R. Drazin (1985), The Concept of F it in Contingency Theory.
Greenwich, CT: JAI press.

Venkatraman, N and John C. Camillus (1984), "Exploring the Concept of "Fit" in
Strategic Management," The Academy of Management Review, 9 (3), 513-25.

Venkatraman, N and John E. Prescott (1990), "Environment-Strategy Coalignment:
An Empirical Test of Its Performance Implications," Strategic Management Journal,
11 (1), 1-23.

Weeks, William A. and Carl (1 Stevens (1997), "National Account Management Sales
Training and Directions for Improvement," Industrial Marketing Management, 26
(September), 423-31.

135

Williamson, Oliver.E. (1999), "Strategy Research: Governance And Competence
Perspectives," Strategic Management Journal, 20 (12), 1087-108.

Wilson, Kevin (2003), "BBV and SAM: No Longer Enough for P&G," Focus: Europe,
3 (1), 1-5.

Wilson, Kevin and Tony Millman (2003), "The Global Account Manager as Political
Entrepreneur," Industrial Marketing Management, 32 (32), 151-58.

Wilson, Kevin, Tony Millman, Dan C. Weilbaker, and Simon Croom (2001),
Harnessing Global Potential-Insights Into Managing Customers Worldwide. Chicago:
Strategic Account Management Association.

Wilson, Kevin, Nick Speare, and Sam Reese (2002), Successful Global Account
Management (1 ed.): Kogan Page.

Winter, Sidney G. (1987), The Competitive Challenge. Cambridge: Ballinger.

-- (2000), "The Satisficing Principle in Capability Learning," Strategic Management
Journal, 21 (10-11), 981-96.

-- (2003), "Understanding Dynamic Capabilities," Strategic Management Journal,
24 (10), 991-95.

Yin, Robert K. (2003), Case Study research, Design and Methods. Beverly Hills, CA:
Sage.

Yip, George S. (1995), Total Global Strategy: Managing for Worldwide Competitive
Advantage. Eaglewood Clifi‘s: NJ: Prentice Hall.

Yip, George S. and Tammy L. Madsen (1996), "Global Account Management: The
New Frontier in Relationship Management," International Marketing Review, 13 (3),
24-42.

Zaltman, Gerald, Robert Duncan, and Jonny Holbek (1973), Innovations and
Organizations. New York: John Wiley & Sons.

Zollo, Maurizio and Sidney G Winter (2002), "Deliberate Learning and the Evolution
of Dynamic Capabilities," Organization Science, 13 (3), 339-51.

Zott, Christoph (2003), "Dynamic Capability and The Emergence of Intraindustry
Differential F irm Performance: Insights from a Simulation Study," Strategic
Management Journal, 24 (3), 97-125.

Zou, Shaoming and S. Tamer Cavusgil (1996), "Global Strategy: A Review and An
Integrated Conceptual Framewor " European Journal of Marketing, 30 (1), 52-69.

--- (2002), "The GMS: A Broad Conceptualization of Global Marketing Strategy and
Its Effect on Firm Performance," Journal of Marketing, 44 (October), 40-56.

136

    

  
 

IIIIIIIIIIIIIIIIII

till ill11111111111ll

3 1293 02736 8145