There is a strong current trend towards globalization of the sales function, driven by increasing customer power, initiatives in customer relationship management, and the design of customer-centric organizations. This article questions the wisdom of rapid adoption of global account management by vendor companies. Drawing on field and survey research among global account managers, the authors highlight a number of ways in which vendors can fail to reap the benefits of global customer relationships and instead suffer falling prices. A number of managerial guidelines are suggested for a strategic approach toward global customer management and an effective implementation of global account management programs.
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