Previous research has shown that in a business-to-business market an international vendor may adopt a global account management program whereby a global account manager coordinates the activities serving an international customer. This conceptual study sheds more light on international account management, thereby using the term international account manager which can refer to a global account manager or a regional account manager. An important managerial problem is the question across how many countries an international vendor should coordinate its sales activities. In the literature several scholars have taken a contingency perspective and have argued that, in order to maximise the performance of the international vendor, the number of countries across which the international vendor’s sales ctivities are coordinated should be adapted to the number of countries across which the international customer coordinates its purchasing activities. These scholars adopted a ‘symmetric fit’ perspective whereby the term fit is interpreted as an equality. In other words, they stated that the number of countries across which the sales activities are coordinated should be equal to the number of countries across which the international customer coordinates its purchasing activities. In contrast, this conceptual study will take an ‘asymmetric fit’ perspective whereby the term fit is interpreted as an inequality. A framework will be proposed that shows how an international vendor can increase its performance by coordinating its sales activities to a greater degree than the degree of cross-border coordination of the international customer’s purchasing activities. Remarkably, this conceptual study suggests a new type of internationalisation driver.