Selektion und Entwicklung von internationalen Key Account Managern

Table of Contents

1. Relevanz von internationalem Key Account Management

2. Stand der Forschung

3. Umsetzung in der Praxis

3.1 Design der Forschungsstudie

3.2 Personalselektion

3.3 Personalentwicklung, Training und Weiterbildung

3.4 Retention

4. Diskussion der Resultate

4.1 Key Points aus den Resultaten der Umfrage

4.2 Zukünftige Herausforderungen

5. Schlussbetrachtung

Objectives & Core Themes

This work examines the status quo of International Key Account Management (IKAM) within leading Swiss and German companies. It addresses how these organizations approach the selection, professional development, and retention of international key account managers to ensure sustainable customer relationships and competitive advantage.

• Analysis of recruitment channels and selection criteria for international key account managers.
• Evaluation of professional development programs and internal training infrastructures.
• Investigation of retention strategies and the role of employee satisfaction in long-term relationship management.
• Assessment of current prioritization and future challenges regarding the positioning of IKAM in multinational organizations.

Excerpt from the Book

Summary of Chapters

1. Relevanz von internationalem Key Account Management: Discusses the strategic importance of IKAM for multinational companies and defines key terminology within the business-to-business sector.

2. Stand der Forschung: Provides a comprehensive literature review tracking the evolution of account management theories and the rise of global account management over the last decades.

3. Umsetzung in der Praxis: Details the empirical study design and analyzes how companies handle the practical aspects of recruiting, developing, and retaining international key account managers.

4. Diskussion der Resultate: Synthesizes the empirical findings, identifying key successes and deficits in how organizations currently manage their international key account personnel.

5. Schlussbetrachtung: Concludes the study by summarizing core insights and pointing out where further research and practical improvements are necessary for future-proofing IKAM strategies.

Keywords

International Key Account Management, IKAM, Global Account Management, Personalmarketing, Recruiting, Personalselektion, Personalentwicklung, Retention, Retention-Management, Mitarbeiterzufriedenheit, High Potentials, Business-to-Business, Human Resource Management, Karrierelaufbahnplanung, Talent-Pool.

Frequently Asked Questions

What is the fundamental focus of this research paper?

The paper focuses on the professional management, selection, and retention of international key account managers (IKAMs) in large multinational corporations in Switzerland and Germany.

What are the central thematic fields covered in this study?

The study centers on three main areas: recruitment and demand planning, professional development and training, and retention management for international key account personnel.

What is the primary objective or research question of this work?

The primary objective is to evaluate the current status of global talent management for international key account managers and provide recommendations for HR departments and executives to improve these processes.

Which scientific methodology was employed?

The research is based on a quantitative empirical study, specifically a written survey conducted among HR managers of the largest revenue-generating companies in Switzerland and Germany.

What topics are treated in the main part of the paper?

The main part covers the systematic demand planning, the use of job profiles, the role of internal versus external recruitment, investment in training, and the strategic importance of employee retention.

How would you characterize this work with key terms?

Key terms include International Key Account Management (IKAM), Global Account Management (GAM), Talent Management, Retention, and Strategic HR Planning.

How do companies usually source their International Key Account Managers?

The study shows that internal promotion is the dominant practice, though recruitment via head-hunters and internal recommendations also play significant roles in the selection process.

What are the primary findings regarding training and development?

Many companies invest significantly in training, yet a large proportion lacks systematic demand analysis. There is a strong preference for firm-specific knowledge over general management training.

Is retention management effectively implemented in these firms?

The results indicate that while retention is perceived as highly relevant, only a minority of companies actually employ specific, structured retention measures or dedicated career paths for these managers.

What is the significance of the "High Potential" pool?

The majority of companies have established talent pools for high-potential individuals, emphasizing their importance in ensuring a sustainable pipeline for key account management roles.