| Summary: | 碩士 === 東吳大學 === 國際貿易學系 === 93 === As globalization of industries, market liberalization and radical competition of international business, firms all over the world have to decrease numbers of suppliers in order to keep product quality and cost under reasonable level. To build competitive advantage, companies should develop and formulate strategies, design organization, focus resources, find out valuable customers and try any best to satisfy them. This research based on relationship management and resource dependence, examined the impact of typology of resource dependence and resource sufficiency on relationship quality of business and their customers.
A mail survey was conducted. The sample of this study covered 300 respondents from the sale representatives of the electric companies. 74 copies of the questionnaires were collected for further data analysis. The main results of this study are summarized as the following：
1. General speaking, companies that are more resource-dependent have better relationship with their key accounts.
2. Companies that depend on their marketing resource with their key account have more trust.
3. Companies that only depend upon non-marketing resources have nothing to do with their relationship with key account.
4. Companies with more sufficient resource have better relationship quality with their key account.
5. Companies with involvement of top management have no direct effect on relationship quality with their key account.
6. Companies with greater coordination of teamwork have better trust and commitment.
7. Companies with more sufficient marketing resource have better trust with their key account.
8. Companies with more sufficient non-marketing resource might not generate better relationship quality.
According to above results, the researcher proposes suggestions for the electronics industry for their policy for the key accounts management as follows:
1. The integration as well as allocation of resources is the core job of key accounts management.
2. Non-marketing resources are regarded as the sufficient factor for good relationship quality.
3. Trust is the necessary factor for good relationship quality.
4. Quality, cost, price, and coordination of teamwork are the competitive advantages for a company to deal with the global key accounts.
5. Integrating the KAM team by performance evaluation system is also necessary.
6. Giving the KAM team sufficient resources and empowerment will produce better relationship quality with the key accounts.
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