The Evolving Role of the Global Account Manager in Theory and Practice

Table of Contents

• Introduction
• Objectives of this Study
• Contribution to Theory and Practice
• Methodology
• Research Strategy
• Quantitative Data Collection: GAM Survey
• Qualitative Data Collection: Expert Interviews
• Layout of this Study
• Limitations

• Definition of Terms and Concepts
• Business-to-Business Environment
• Evolving GAM Program
• Organizational Forms of GAM Programs
• Challenges of the GA Manager Position
• Competency Model of a GA Manager
• Different Roles - A Conceptual Framework
• Evolving Roles Depending on the Organizational Structure
• Evolving Roles Depending on the Account Relationship Stage
• Evolving Roles Depending on the Industry Sector

• The GA Manager Profile
• GA Manager Profile and Performance
• GA Manager Training
• GA Manager Career Development

• Profiling the GA Manager
• Role Determinants and Blurred Boundaries
• Linking Competencies to Performance
• Impact of Gender
• Possible Future GA Manager Competencies and Roles
• Holistic HRM Framework for GAM
• Recruitment
• Developing a GA Manager Job Profile
• 'Super'-GA Manager
• Recruiting Young High Potentials or Senior Managers
• Recruiting Internally or Externally
• Long-Term Talent Pool
• Recruiting Process
• Appraisal and Remuneration
• Appraisal Process
• Metrics and Measurement
• Factors Affecting Performance
• Low-Performers
• Role Ambiguity and Role Set Analysis
• Remuneration Package
• Training
• Challenges of GAM Training
• Framework for GAM Training
• Action Based Learning
• E-Learning
• Career Development
• The Need for a GAM Career Track
• Career Management in Flat Organizations
• Internal Promotion or Proactive Outplacement
• Alumni
• Retention

Objectives and Key Themes

This study aims to explore the evolving role of the Global Account Manager (GAM) in both theory and practice. It investigates the challenges and opportunities facing GAMs in today's business environment and proposes a holistic human resource management (HRM) framework for managing and developing GAMs.

• The definition and evolution of the Global Account Manager role.
• Competencies and performance of Global Account Managers.
• Challenges in recruitment, appraisal, remuneration, training, and career development of GAMs.
• The development of a holistic HRM framework for GAMs.
• The impact of organizational structure and industry sector on GAM roles.

Chapter Summaries

Introduction: This chapter lays out the objectives of the study, which are to investigate the evolving role of the Global Account Manager (GAM), contribute to both theory and practice in this field, and propose improvements for GAM management. The methodology, involving surveys and interviews, is also detailed, along with limitations of the research. The chapter sets the stage for the detailed exploration of GAM roles and their management in subsequent chapters.

Theoretical Foundation: This chapter provides a comprehensive theoretical framework for understanding the GAM role. It defines key terms, discusses the business-to-business environment, and examines the evolution of GAM programs, organizational forms, and the inherent challenges of the position. It further delves into a competency model for GAMs, proposing a conceptual framework for understanding their diverse roles within varying organizational structures, account relationship stages, and industry sectors. This foundational chapter provides the theoretical underpinnings for the empirical findings presented later.

Status Quo in Practice: This chapter presents the empirical findings of the study, offering a detailed profile of the current GAM. It explores the link between the GAM profile and performance, examines existing training programs, and discusses career development pathways. This chapter is crucial as it provides a snapshot of the current realities of the GAM role, contrasting with the theoretical framework presented earlier. The findings serve as a basis for the discussion and implications offered in subsequent chapters.

Discussion and Implications: This chapter synthesizes the theoretical and empirical findings to offer valuable insights and recommendations for improved GAM management. It profiles the GAM role, focusing on role determinants and blurred boundaries, linking competencies to performance, and examining the impact of gender on the role. It further explores potential future competencies and roles and proposes a holistic HRM framework for GAMs, encompassing recruitment, appraisal, remuneration, training, and career development strategies. This chapter offers practical and actionable recommendations based on the research conducted.

Keywords

Global Account Management (GAM), Key Account Management (KAM), Business-to-Business (B2B), Competency Model, Human Resource Management (HRM), Recruitment, Training, Career Development, Performance Appraisal, Remuneration, Role Ambiguity, Organizational Structure, Industry Sector, Account Relationship Stage.

Frequently Asked Questions: A Comprehensive Language Preview on Global Account Management

What is the overall focus of this study?

This study comprehensively explores the evolving role of the Global Account Manager (GAM) in both theory and practice. It investigates the challenges and opportunities facing GAMs, and proposes a holistic human resource management (HRM) framework for managing and developing them effectively.

What are the key themes covered in the study?

The key themes include the definition and evolution of the GAM role, competencies and performance of GAMs, challenges in recruitment, appraisal, remuneration, training, and career development, and the development of a holistic HRM framework for GAMs. The impact of organizational structure and industry sector on GAM roles is also analyzed.

What is the methodology used in this research?

The research employs a mixed-methods approach. Quantitative data was collected through a GAM survey, while qualitative data was gathered via expert interviews. The study acknowledges certain limitations inherent in its methodology.

What theoretical frameworks are employed?

The study builds upon a theoretical foundation that defines key terms, explores the business-to-business (B2B) environment, examines the evolution of GAM programs, and details the challenges of the GAM position. A competency model for GAMs is developed, along with a conceptual framework for understanding their roles across different organizational structures, account relationship stages, and industry sectors.

What are the key findings regarding the current status of GAM roles?

The study provides a detailed profile of the current GAM, examining the link between their profile and performance, analyzing existing training programs, and discussing career development pathways. This reveals a snapshot of the current realities of the GAM role.

What recommendations are made for improved GAM management?

The study offers a holistic HRM framework for GAMs, including recommendations for recruitment, appraisal, remuneration, training, and career development strategies. It highlights the importance of addressing role ambiguity and proposes solutions for optimizing GAM performance.

What specific topics are covered under the HRM framework?

The HRM framework encompasses detailed discussion on recruitment (including developing job profiles, targeting specific candidates, and building a talent pool), appraisal and remuneration (including performance metrics, addressing low performers, and structuring compensation packages), training (including addressing training challenges and proposing an action-based learning framework), career development (including creating a GAM career track and addressing career management in flat organizations), and retention strategies.

What is the significance of organizational structure and industry sector on the GAM role?

The study emphasizes how organizational structure and industry sector significantly influence the GAM role, affecting their competencies, responsibilities, and required skills. The analysis considers how these factors impact GAM performance and career development.

What are the key challenges identified in managing GAMs?

Key challenges include role ambiguity, defining and measuring performance, effective recruitment and retention, designing appropriate training programs, and creating clear career paths within potentially flat organizational structures.

What are the key words associated with this study?

The keywords include: Global Account Management (GAM), Key Account Management (KAM), Business-to-Business (B2B), Competency Model, Human Resource Management (HRM), Recruitment, Training, Career Development, Performance Appraisal, Remuneration, Role Ambiguity, Organizational Structure, Industry Sector, and Account Relationship Stage.