How Much Influence Should Top Managers Have In Key Accounts?

For years, business researchers have believed it a good practice for high-ranking managers to involve themselves in key account management. But what happens when top management isn’t as familiar with the client as the key account manager and wants to dive into a pivotal negotiation or make radical change? Rodrigo Guesalaga, now a doctoral student in marketing at Emory University’s Goizueta Business School, used to be a key account manager and knows the hazards of top manager involvement. He hopes to infuse the current literature with a broader perspective on the issue and begins with his dissertation proposal entitled, "Top Management Involvement with Key Accounts: The Concept, its Dimensions, and Strategic Outcomes.”

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