Key account relationship management acquires a peak performance and skills from customer relationship management approach. High intensity of interdependence, information exchange, business contact and transactions make key account relationships even more susceptible to possible conflicts and crisis situations arising from the internal relationship environment and dynamics. The research was conducted through analysis of secondary data gathered from available literature, studies and research papers of related theme in order to gain a better insight of the area of interest. Consecutively, a qualitative research of primary data has followed through methods of observation and semi-structured interviewing of all the persons involved in the business relationship. Available crisis management and communication literature has shown a lack of focus on the key accounts as targeted audiences of crisis communication, management plans and strategies. Therefore, the purpose and contribution of this research is integrated in the attempt to gain a closer insight on the specific features and practices of key account relationships as well as defining the importance and role of crisis communication in establishing and maintaining a successful customer relationship management approach. The high level of trust and commitment present in these relationships enables a quicker and simplified resolution of the crisis situation, often resulting in functional impact and positive improvements of the relationship and/or service. In addition, crisis are usually resolved within the relatively intimate atmosphere of the relationship at the level of business partners, without additional exposure of crisis to third parties or need to include a crisis communication mediators. In the event of triad business relationships and the presence of third parties affected by the negative crisis outcome, a short reaction time frame as well as beforehand attribution of crisis communication responsibilities is of major importance. Key account manager often holds a significant role of the main crisis communicator with the tendency to continue the active, honest and open communication patterns initially set and welcomed in the relationship. However, the research has shown a couple of exceptions to the rule with the recommendation to exclude the key account manager from the crisis communication in order to maintain and save the quality of established connection with the client. These exceptions are mostly connected with the crisis arising from financial or legislative conditions of the relationship. Finally, a planned and qualitative crisis communication strategy is of high importance and has to be integrated in customer relationship strategy plans steering its activities to active monitoring of the relationship dynamics, consistency in good relationship management practices and updating the crisis communication plans according to the relationship life cycle.