In the globalized B2B landscape, managing international key accounts is a Key priority. Most existing studies focus on large multinationals with formal structures. However, we still know very little about how medium-sized enterprises (SMEs) handle global demands when they have fewer resources. This thesis looks at the key success factors and challenges of International Key Account Management (IKAM) in medium-sized IT and industrial firms within the DACH region. Based on a multi-theoretical framework integrating Relationship Marketing, Dynamic Capabilities, and Cross-Cultural Management, the study employs a qualitative exploratory design using expert interviews. The findings reveal a clear distinction: while large corporations utilize resource-intensive matrix structures ("Control GAM"), SMEs operate under significant "re-source poverty". As a result, these firms often use a 'Hidden KAM' approach. They make up for missing structures by being extremely agile, "radical honesty," and informal "within-seller networks." The study concludes that for SMEs, success depends less on formal organizational design and more on the "political skill" of the Key Account Manager to mobilize internal resources without formal authority. Practical implications suggest that SMEs should leverage digital tools as structural substitutes to maintain stability without increasing headcount, while avoiding the trap of premature formalization.
David Lamprecht (Thu,) studied this question.