University of Hertfordshire

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A Framework for Key Account Management and Revenue Management Integration

Research output: Contribution to journalArticlepeer-review


  • 906937

    Final published version, 438 KB, PDF document

  • Xuan Lorna Wang
  • Ross Brennan
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Original languageEnglish
Pages (from-to)1172-1181
JournalIndustrial Marketing Management
Early online date4 Jul 2014
Publication statusPublished - 31 Oct 2014


Key Account Management (KAM) and Revenue Management (RevM) have been widely practiced in the service industries for more than three decades, but the effects of RevM on KAM remain largely unknown. This paper addresses this neglected area of study in the marketing field by presenting a framework for KAM and RevM integration that aligns the potentially conflicting management priorities of the two. The study uses an international hotel company as a research context to investigate, first, how a long-term relational approach to KAM may have been affected by RevM short-term revenue maximization goals, and, second, how KAM could be facilitated by RevM through an integrated approach to yield optimization from perishable products and from key accounts. The proposed framework is the first attempt of its kind to amalgamate KAM and RevM, involving critical analysis to assess comprehensively the revenue and the relationship value of a key account


This is an Open Access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported (CC BY-NC-ND 3.0) license.

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