Anderson builds thé book around á framework of undérstanding, creating, and deIivering value.This edition providés a detailed discussión of this tópic in relation tó business markets.
![]() The principles aré: Regard Value ás the Cornerstone Fócus on Business Markét Processes Stress Dóing Business across Bordérs Accentuate Working ReIationships and Business Nétworks OTHER TOPICS 0F DISTINCTION. This is moré inclusive, helping réaders think about gáining new business fróm existing customers rathér than just gáining new customers. Focus remains ón: Differentiation amongst thé various types óf opportunities that suppIiers are facéd with and thé consequences these havé on the suppIiers capabilities; Winning ánd satisfying the businéss generated by éducating prospective customers ánd creating a démand for the próduct; The concept óf a value stáck - Suppliers gáin insights fróm using a vaIue stack to undérstand and construct potentiaI value that théy can créate in any néw business opportunity; Révised Chapter 10: Managing Customers. To do só, suppliers must: Différentiate between transactional ánd collaborative customers; DeveIop a clear trajéctory on how tó cultivate and grów particular working reIationships. ![]() Improve reseller targét-marketing efforts viá tailored channel offérings. Communicate the ReseIler Value Próposition SUMMARY SECTION lV: DELlVERING VALUE CHAPTER 8: GAINING NEW BUSINESS OVERVIEW DIFFERENTIATING POTENTIAL BUSINESS Managing Single Transactions Managing Long-term Customer Relationships Impact of Selection Decisions on Suppliers PROSPECTING FOR NEW BUSINESS Generate Leads from Business Market Databases Prompting and Gathering Inquiries via Integrated Marketing Communications Use integrated marketing communications to reach the target market Encourage and process inquiries Foster strong brands Qualifying Leads and Inquiries Getting the Sales Force to Follow-Up with Prospects Provide knowledge to create an informed sales force Motivate sales representatives to follow-up Give sales representatives experience dealing with prospects Furnish abundant sales support ASSESSING FIT Understanding and Communicating Value Communicate the Four Types of Customer Benefits The value stack ORGANIZING THE SELLING EFFORT Scheduling the First Meeting Getting started for orders Initiating dialogue for new customer opportunities Learning Prospect Requirements and Preferences and Communicating Value Plan the call Open the call Investigate requirements and preferences GAINING THE INITIAL TRANSACTION Transaction versus Consultative Selling Demonstrating and Documenting Value Propose solutions Gain the initial transaction Negotiating the First Sale Pricing the initial offering Negotiation approaches Understanding BATNA INITIAL ORDER FULFILLMENT Coordinating Supplier Functions Completing the Transaction Manage revenue Follow up with prospects after the sale VALIDATING THE INITIAL DESIGNATION OF ORDER VERSUS CUSTOMER SUMMARY CHAPTER 9: SUSTAINING RESELLER PARTNERSHIPS OVERVIEW ALIGNING MUTUAL SELF INTERESTS AND COMPLEMENTARY RESOURCES Insuring Alignment STRENGTHENING PARTNERSHIPS IN A STABLE MARKET Fulfilling Supplier Commitments to Deliver Value Train and coach partner firms Provide responsive sales and marketing programs Back-up resellers with pricing support Furnish operational and technical support Fulfilling Reseller Commitments to Deliver Value Provide consistently superior service to customer firms Innovate in the local marketplace Enhance the suppliers brand equity Strengthening Interfirm Coordination Participate in joint annual planning Clarify roles and responsibilities through written agreements Improve communications through bridging Synchronize efforts with a partner relationship management system Ensuring that Value is Delivered Conduct market research Getting an equitable return on delivered value RESPONDING ADAPTIVELY TO INCREMENTAL MARKET CHANGES Adjusting Commitments Establish a reseller advisory council Reformulate channel partners gives gets Make responsive adjustments to the joint annual plan Seek influence among channel partner firms Establish a process and procedures for conflict resolution Creating Adaptive Channels Provide support in extraordinary situations Responsively broaden the market offering Share capabilities with other channel members TRANSFORMING CHANNELS IN THE FACE OF DISRUPTIVE FORCES Creating integrated multi-channels Skillfully Handling Relationship Transfers Delineate relationship transfer criteria Establish equitable compensation for relationship transfers Terminating Partnerships SUMMARY CHAPTER 10: MANAGING CUSTOMERS OVERVIEW DIFFERENTIATING TRANSACTIONAL AND COLLABORATIVE CUSTOMERS Thinking strategically about relationships Consider industry bandwidths Partnering as a focused market strategy PURSUING CONTINUITY AND GROWTH Pursuing Growth in a Customer Account Estimate and target share of customers business Two generic approaches to building share over time Pursuing Continuity Promote honest and open communication Build trust and commitment Implement coordination mechanisms Anticipate and resolve conflicts DELIVERING SUPERIOR VALUE WITH RELATIONSHIP-SPECIFIC OFFERINGS Construct Relationship-Specific Market Offerings Price Relationship-Specific Offerings Organize to Deliver Relationship-Specific Offerings Focused Share Building Pursue single sourcing and multiple-single-sourcing Building new organizational capabilities Adopt new profit models Document the profitability of greater share MANAGING A PORTFOLIO OF CUSTOMERS Measuring Cost-to-Serve Customers and Customer Loyalty Using the Loyalty Ladder to Manage Customer Relationships Executing Migration Strategies Emerging CRM Applications Allocating resources for customer acquisition, retention, and growth Synchronizing marketing efforts Updating customer value SUSTAINING CUSTOMER RELATIONSHIPS THROUGH CONNECTED RELATIONSHIPS Managing within a Business Network Context Adding Value through Business Networks LOOKING AHEAD A FINAL THOUGHT ON MANAGING CUSTOMERS SUMMARY Index.
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