While there is a significant amount of research on determinants of selling effectiveness for individual salespeople, there is a surprising lack of study of factors that affect selling effectiveness in team-selling situations. The authors focus on the context of key account management (KAM) and develop a conceptual model of factors that affect KAM effectiveness. They test hypotheses with data from 385 firms using structural equation modeling and find that firms should seek to build esprit de corps among those involved in KAM, should proactively initiate activities with key accounts and do these activities more intensively, should ensure that key account managers have access to key resources within the marketing and sales organization, and should involve top managers of the firm.
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