Influence of Organizational Culture on key Account Management Practices of Alcoholic Beverage Manufacturers in Kenya

Abstract

Organizational culture is an important factor that influences key account management practices even to date. The choice of the key account management practices directly impacts on the future resolutions and performance of an organization in a competitive market. Different organizations adopt different key account management practices for different reasons depending of the organizational culture. The study adopted a descriptive survey in which 120 marketing managers from the registered alcoholic beverage manufacturers in Kenya were examined through both open and closed-ended questionnaires. Data was collected, inspected and checked for comprehensiveness and clarity, coded and logged into the computer and analyzed using SPSS. Tables of means, standard deviation, standard error, regression and correlation with varying percentages were used to show the results. Results were evaluated critically and each response analyzed using thematic explanation according to the main objectives of the study and afterwards presented in descriptive quotations within the information. The research proved that organizational culture played a major role in key account management practices that organizations adopt hence high revenue generation. Most respondents had the idea of marketing managers involving employees in decision making whereas others disagreeing with the fact that some may feel superior and want to take over the managers’ positions. However, it recommended that in order to maintain long term relationships with key clients, marketing managers must organize frequent training for employees on key account management practices and also maintain special attention to key accounts.