• An empathetic approach: Using appreciative inquiry to gain balanced insights

      Veasey, Christian; Lawson, Alison; Hancock, Charles; University of Derby (Academy of Marketing, 2021-07-07)
      Appreciative Inquiry (AI) is described as a collaborative approach to the exploration and development of investigations with informed consideration of what is working well, as opposed to a problem-solving approach (Reed, 2010). The traditional problem-solving approach starts from the point of view that ‘xyz is not working in the abc department’ and has a potential disadvantage in that it focuses on the participants, so participants may feel as if they are under scrutiny and that the researcher is seeking someone to blame for the issue or problem (Goldberg and Commins, 2001). Moreover, this approach focuses on problems that may lead to negatively perceived outcomes, whereas concentrating on positivity, strengths, successes, achievements, positive choices, positive resources, energy and assets can lead to enhanced outcomes and the sustainability of existing strengths (Carter, 2006).
    • From KAM to KARMA: The evolution of Key Account Management for co-creation of value

      Veasey, Christian; Lawson, Alison; University of Derby (British Academy of Management, 2020-09-03)
      This study investigates Key Account Management (KAM) from a Marketing and Business-to-Business (B2B) perspective. A review of literature finds that in recent years marketing scholars have proposed that KAM has developed from its traditional roots in sales management to having a greater focus on relational aspects to co-creation of value. However, whilst the principles of Customer Relationship Management (CRM) to co-creation of value are well grounded within the marketing literature there are no theoretical models proposed for the practical application within KAM. To develop a new theoretical model for KAM by analysing the development of KAM over the past 30 years from a process driven discipline to today’s more complex arena that draws on CRM, SDL and co-creation of value. Secondary analysis of literature, analysis of KAM as a discipline, followed by analysis of definitions of KAM from the past 30 years. The emphasis of KAM has evolved into a Key Account Relationship Management Approach (KARMA), and a new theoretical model has been developed. New theoretical model proposed based on the KARMA approach.
    • Identifying critical success factors in Key Account Management, along with characteristics of Key Account Managers, in order to develop a new model and approach to implementation

      Veasey, Christian; University of Derby (British Academy of Management, 2016-09-07)
      This research was a developmental paper ‘Identifying critical success factors in key account management, along with characteristics of key account managers, in order to develop a new model and approach to implementation.
    • Japanese Martial Arts for Wellbeing During COVID-19

      Veasey, Christian; Foster Phillips, Charlotte-Fern; Kotera, Yasuhiro; University of Derby (Taylor & Francis Group plc, 2021-09-16)
      The unprecedented and uncertain times of the COVID-19 pandemic have changed our lifestyles significantly, with lockdowns and social distancing measures in place to reduce virus transmission. These changes have likely had a negative effect on our wellbeing, and have been associated with increased stress, anxiety, and depression. During these unforeseen times, online martial arts lessons have highlighted the possibilities that martial arts offer in regard to positive wellbeing benefits such as self-awareness and self-mastery in managing and dealing with health issues. This short paper examines the potential benefits martial arts training may provide as an alternative wellbeing strategy to counter challenges associated with COVID-19.
    • Managing strategic accounts with empowerment and management support for co-creation of value

      Veasey, Christian; Lawson, Alison; Kotera, Yasuhiro; University of Derby (British Academy of Management, 2021-07-16)
      This study explores managing strategic accounts for co-creation of value, and the utility of management input to account plans and empowering account managers. In recent years, managing strategic accounts (SA) has progressed towards relationship-building with customer relationship management (CRM) and use of service-dominant logic (SDL) for co-creation of value. However, there is limited data regarding managing SA with empowerment and management support for co-creation of value. Accordingly, this research aims to appraise the functions of managing SA with empowerment and management support for co-creation of value. Aligning with a pragmatic research philosophy, semi-structured interviews (n=12) were selected with mixed demographics. Participants were primarily strategic account managers (SAMs) from a variety of business sectors. Thematic analysis was conducted on the interview transcripts to arrive at key issues and themes. The findings imply that the emphasis of managing SA has progressed into a value-creating account relations management approach. Empowerment and support from senior management were felt to be important to SAMs. This study shows the importance of management support and empowerment for successful strategic account management that creates value for both customer and supplier.