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Full Description
Anderson builds the book around a framework of understanding, creating, and delivering value. Viewed from an international perspective--rather than a purely American one--Business Market Management draws upon best business practices, allowing readers to understand cultural and regional differences. Topics include: market sensing, understanding firms as customers, crafting market strategy, managing market offerings, business channel management, gaining customers, and sustaining reseller and customer relationships. For marketing directors, marketing managers, employees in marketing departments, customer service representatives, and owners/managers of firms, international or American.
Contents
PrefaceAcknowledgementsAbout the AuthorsSECTION I: INTRODUCTION AND OVERVIEWCHAPTER 1: BUSINESS MARKET MANAGEMENT: GUIDING PRINCIPLESOVERVIEWWhat is Value in Business Markets?Assessing Value in PracticeMANAGING BUSINESS MARKET PROCESSESShareholder Value, Business Processes, and Marketing Core Business ProcessesContributions of MarketingBusiness Market Management and Business MarketingBusiness market processesBusiness marketingDOING BUSINESS ACROSS BORDERSLanguage and CultureCross-Border Negotiation and Dispute ResolutionCross-border negotiationsCross-border dispute resolutionCurrency Exchange and Payment RiskWORKING RELATIONSHIPS AND BUSINESS NETWORKSWork TeamsWorking RelationshipsCollaborative relationship agreementsCollaborative relationship developmentBusiness NetworksBusiness network characteristicsAnalyzing business networksSUMMARYSECTION II: UNDERSTANDING VALUECHAPTER 2: MARKET SENSING: GENERATING AND USING KNOWLEDGE ABOUT THE MARKETOVERVIEWDEFINING THE MARKETMarket SegmentationConventional bases of segmentationProgressive bases of segmentationDetermining Market Segments of InterestMarket segment size and growthSales and profit potential.MONITORING COMPETITIONA Framework for Competitor AnalysisFuture goalsAssumptionsCurrent strategyCapabilitiesImproving Monitoring PerformanceCompetitor intelligence systemsSeek disconfirming as well as confirming evidenceASSESSING VALUEValue Assessment MethodsInternal engineering assessmentField value-in-use assessmentIndirect survey questionsFocus group value assessmentDirect survey questionsConjoint analysisBenchmarksCompositional approachImportance ratingsCustomer Value ManagementTranslating business issues into projectsCustomer value workshopCustomer value researchConstructing a business case for changeValue realizationGAINING CUSTOMER FEEDBACKCustomer Satisfaction MeasurementAmerican Customer Satisfaction Index (ACSI)What customer satisfaction results meanCustomer Value AnalysisNet Promoter ScoreSUMMARYOVERVIEWUNDERSTANDING PURCHASING ORIENTATIONThe Buying OrientationObtaining the best dealMaximizing power over suppliersAvoiding riskDevelopments in buyingThe Procurement OrientationImproving qualityReducing total cost of ownershipCooperating with suppliersThe Supply Management OrientationFocus on end-usersCraft a sourcing strategyBuild a supply networkSustain highly collaborative relationships with select suppliersApply purchasing portfolio managementPutting Knowledge of Purchasing Orientation to UseUNDERSTANDING HOW PURCHASING WORKS WITH OTHER FUNCTIONS AND FIRMSValue Management as a Cooperative FrameworkAdding Value to the Purchasing Process through Buying TeamsTeam member rolesBuying situationsBuying team tasksWorking with Suppliers and Across FunctionsDeveloping supply resourcesImproving existing offeringsContributing to new offering realizationUNDERSTANDING THE PURCHASE DECISION PROCESSUnderstanding Customer Requirements and PreferencesConverge on customer requirementsMap customer activity and value cyclesLearning the Customer's Purchase ProcessEvaluating Supplier PerformanceReviewing price, quality, and availabilityScrutinizing total costsTracking supplier valueSUMMARYCHAPTER 4: CRAFTING MARKET STRATEGYOVERVIEWA Resource-Based View of the FirmCore competenciesCapabilitiesBrands as resourcesReliance on outside partners for resourcesFundamental Value-Based StrategiesProduct leadershipCustomer intimacyOperational excellenceStrategy MakingWho makes strategy?Defining purposeStrategy as orderly advances punctuated by radical changeWhat Do We Know?Review recent performanceGather essential market informationConstruct scenariosWhat Do We Want to Accomplish?TargetingSetting goals and objectivesPositioning in business marketsCustomer value propositionsBuilding brands in business marketsHow Will We Do It?Develop an action planMarketing and sales programsTake stock of implementation skillsLearning and adaptingSUMMARYSECTION III: CREATING VALUECHAPTER 5: MANAGING MARKET OFFERINGSOVERVIEWSOME CONVENTIONAL THINKING ABOUT MARKET OFFERINGSThe Tunnel Vision of Commodity MarketsUnderstanding the true extent of commoditizationRebuilding differentiationServices as Core Products in Market OfferingsCONSTRUCTING FLEXIBLE MARKET OFFERINGSThe Concept of Flexible Market OfferingsArticulate the Present Market Offering for Each Market SegmentThe true breadth of the market offeringThe arbitrary nature of chargesLack of variation across segmentsAssess Customer Value and Supplier CostMeasuring customer valueComing to grips with service costsThe payoff from value and cost assessmentsFormulate Flexible Market Offerings by Market SegmentReevaluating existing standard servicesReexamining optional servicesBuilding flexibility with new servicesPricing ImplicationsPrepare to Implement Flexible Market OfferingsOption menu versus tailored-value packageBranding market offeringsAnticipating implementation problems with customersBreaking away from the packVALUE-BASED PRICINGTraditional Pricing ApproachesCost-plus pricingCompetition-based pricingAn Approach to Value-Based PricingMANAGING MARKET OFFERINGS ACROSS BORDERSAdapting Market Offerings Across BordersInternational market developmentProviding transnational market offeringsGlobal brandingPricing Across BordersPricing in local marketsHarmonizing pricing across bordersSUMMARYCHAPTER 6: NEW OFFERING REALIZATIONOVERVIEWREALIZATION STRATEGYDevelopment Goals and ObjectivesOverall development goalsProject objectivesThe Aggregate Project PlanMapping the kinds of development projectsMaking capacity decisionsGaining critical skills and capabilitiesConcurrent Engineering in Realization StrategyPoint-based versus set-based approaches to concurrent engineeringSet-based concurrent engineering and flexible market offeringsOutside Development Relationships and Networks in Realization StrategyAlternate development structuresAims of development relationships and networksDecision considerationsREALIZATION PROCESS MODELSA Variety of Realization Process ModelsSmallfry Industrial DesignAKZO NOBEL CoatingsKleinwort Benson Investment ManagementABB Asea Brown Boveri large system projectsABN-AMRO Bank Global Transaction ServicesA General Realization Process ModelAugmenting services in realization process models"Next generation" realization process modelsMARKET-ORIENTED REALIZATIONMarket-Oriented ResearchCreate focused research centersConnecting research with the marketMarket-Oriented DevelopmentPositioning statements as a market-focusing mechanismResearching market requirements and translate them into design specificationsGuiding realization efforts with customer value assessmentTailoring market introductions of new offeringsSUMMARYCHAPTER 7: BUSINESS CHANNEL MANAGEMENTOVERVIEWDESIGNING SUPERIOR VALUE-ADDING MARKETING CHANNELSSpecify Marketing Channels Goals and ObjectivesAssess the Customer Value of Potential TCE ElementsEnvision a Value Proposition for Each Targeted Market SegmentReformulate the Intended TCE for Each Targeted Market SegmentConfigure the Channel NetworkMaximize market access by balancing exposure and coverageOptimize value-added through postponement or speculationMinimize cost-to-serve via functional acquisition and functional spin-offBuild a channel network modelFinalize Marketing and Distribution ArrangementsDevise profit modelsCarefully select channel partnersConsider e-business and wireless technologiesBuild international marketing channelsFormalize partnership agreementsCREATING VALUE THROUGH DIRECT CHANNELSCreating a Sales Force of Value MerchantsInternally promote a value-based marketing philosophy and cultureTrain value merchantsCompensate value merchants based on profitability of accountsDeploying Value MerchantsEstablish necessary sales unitsDetermine the number of value merchants neededDesignate areas of responsibilityAssign value merchants to areas of responsibilityDesigning a Logistics System that Creates ValueSegment the market into logistically distinct businessesEstablish differential service standards for each market segmentTailor unique logistics systems to deliver differential servicesExploit economies of scale among the different logistics systemsSTRENGTHENING RESELLER PERFORMANCEBuilding Marketplace EquityDecompose marketplace equityCultivate brand and reseller equityDetermine Reseller Performance ExpectationsAssess the Reseller Value of Channel Offering ElementsConstruct a channel positioning matrix.Craft a Reseller Value Proposition and Channel OfferingDevise and pretest the channel offering. Improve reseller target-marketing efforts via tailored channel offerings.Communicate the Reseller Value PropositionSUMMARYSECTION IV: DELIVERING VALUECHAPTER 8: GAINING NEW BUSINESSOVERVIEWDIFFERENTIATING POTENTIAL BUSINESSManaging Single TransactionsManaging Long-term Customer RelationshipsImpact of Selection Decisions on SuppliersPROSPECTING FOR NEW BUSINESS Generate Leads from Business Market DatabasesPrompting and Gathering Inquiries via Integrated Marketing CommunicationsUse integrated marketing communications to reach the target marketEncourage and process inquiriesFoster strong brandsQualifying Leads and InquiriesGetting the Sales Force to Follow-Up with ProspectsProvide knowledge to create an informed sales forceMotivate sales representatives to follow-upGive sales representatives experience dealing with prospectsFurnish abundant sales supportASSESSING FITUnderstanding and Communicating ValueCommunicate the Four Types of Customer BenefitsThe value stackORGANIZING THE SELLING EFFORTScheduling the First MeetingGetting started for ordersInitiating dialogue for new customer opportunitiesLearning Prospect Requirements and Preferences and Communicating ValuePlan the callOpen the callInvestigate requirements and preferencesGAINING THE INITIAL TRANSACTIONTransaction versus Consultative SellingDemonstrating and Documenting ValuePropose solutionsGain the initial transactionNegotiating the First SalePricing the initial offeringNegotiation approachesUnderstanding BATNAINITIAL ORDER FULFILLMENTCoordinating Supplier FunctionsCompleting the TransactionManage revenueFollow up with prospects after the saleSUMMARYCHAPTER 9: SUSTAINING RESELLER PARTNERSHIPSOVERVIEWALIGNING MUTUAL SELF INTERESTS AND COMPLEMENTARY RESOURCESInsuring AlignmentSTRENGTHENING PARTNERSHIPS IN A STABLE MARKETFulfilling Supplier Commitments to Deliver ValueTrain and coach partner firmsProvide responsive sales and marketing programsBack-up resellers with pricing supportFurnish operational and technical supportFulfilling Reseller Commitments to Deliver ValueProvide consistently superior service to customer firmsInnovate in the local marketplaceEnhance the supplier's brand equityStrengthening Interfirm CoordinationParticipate in joint annual planningClarify roles and responsibilities through written agreementsImprove communications through bridgingSynchronize efforts with a partner relationship management systemEnsuring that Value is DeliveredConduct market researchGetting an equitable return on delivered valueAdjusting CommitmentsEstablish a reseller advisory councilReformulate channel partners' gives & getsMake responsive adjustments to the joint annual planSeek influence among channel partner firmsEstablish a process and procedures for conflict resolutionCreating Adaptive ChannelsProvide support in extraordinary situationsResponsively broaden the market offeringShare capabilities with other channel membersCreating integrated multi-channelsSkillfully Handling Relationship TransfersDelineate relationship transfer criteriaEstablish equitable compensation for relationship transfersTerminating Partnerships SUMMARYCHAPTER 10: MANAGING CUSTOMERSOVERVIEWDIFFERENTIATING TRANSACTIONAL AND COLLABORATIVE CUSTOMERSThinking strategically about relationshipsConsider industry bandwidthsPartnering as a focused market strategyPURSUING CONTINUITY AND GROWTHPursuing Growth in a Customer AccountEstimate and target share of customer's businessTwo generic approaches to building share over timePursuing ContinuityPromote honest and open communicationBuild trust and commitmentImplement coordination mechanismsAnticipate and resolve conflictsDELIVERING SUPERIOR VALUE WITH RELATIONSHIP-SPECIFIC OFFERINGSConstruct Relationship-Specific Market OfferingsPrice Relationship-Specific OfferingsOrganize to Deliver Relationship-Specific OfferingsFocused Share BuildingPursue single sourcing and multiple-single-sourcingBuilding new organizational capabilitiesAdopt new profit modelsDocument the profitability of greater shareMeasuring Cost-to-Serve Customers and Customer LoyaltyUsing the Loyalty Ladder to Manage Customer RelationshipsExecuting Migration StrategiesEmerging CRM ApplicationsAllocating resources for customer acquisition, retention, and growthSynchronizing marketing effortsUpdating customer valueSUSTAINING CUSTOMER RELATIONSHIPS THROUGH CONNECTED RELATIONSHIPSManaging within a Business Network ContextAdding Value through Business NetworksSUMMARYIndex
