Building the Value Machine represents the type of business that many aspire towards - a business able to align its internal functions (sales, marketing etc) in order to collaborate with its key customers in the creation of real and unique value for mutual benefit. The challenge is to find the right organizational structures, the right planning and operational processes, and to place all of that under the right kind of leadership in order to create the 'right kind of value' - the kind that will be good for the customer's business, and the kind that will be good for our own. The business that…mehr
Building the Value Machine represents the type of business that many aspire towards - a business able to align its internal functions (sales, marketing etc) in order to collaborate with its key customers in the creation of real and unique value for mutual benefit. The challenge is to find the right organizational structures, the right planning and operational processes, and to place all of that under the right kind of leadership in order to create the 'right kind of value' - the kind that will be good for the customer's business, and the kind that will be good for our own. The business that pursues these goals is the sort of business explored in this book - the business that wishes to become a true Value Machine. Building the Value Machine shows you how to target your customers effectively, match the capabilities of the business with the needs of the customer and align all the business functions through successful leadership. The result is a business that is truly aligned with its customers, and fully attuned to the vital match between their own functional requirements (knowing which opportunities to chase) and the customer requirements (being able to deliver the value required). It is a business that knows how to learn, developing both its processes and its value propositions.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Peter Cheverton is founding Director of INSIGHT Marketing and People, a global training and consultancy firm specializing in the development of customer-focused business strategies, with a strong focus on Key Account Management and Business Leadership. He has developed an international reputation as one of the leading experts in these challenging areas, working hands-on with clients around the world. He is author of Key Account Management, Key Marketing Skills, Global Account Management and Key Account Management in Financial Services (all published by Kogan Page).
Inhaltsangabe
Acknowledgements About the author Foreword Part I The Value Machine 1. The value machine The 'right kind' of value How good must we be? From good to great... Jettisoning the baggage The Value Machine Model 2. Leadership -- the pivotal activity 3. Fuelling the value machine Enough data... Strategic insights and intelligent analysis The shared future analysis Oiling the wheels Knowing your true value Part II Targeting 4. Market Segmentation The B2B challenge Segmenting by solution, or value received The nesting concept Novel segmentation Focusing the efforts 5. Customer Classification The perils of sizeism Key Accounts -- our most important investments A classification process 6. Account Management -- being appropriate The strategic intent Navigating the journey Account Management The Relationship Models Part III Matching 7. The people The problem with buyers... The customer's DMU The toolkit The analytical tools The action tools Matching -- protecting your investment 8. The business strategy Key supplier status -- the buyer's agenda Supply Chain Management Supplier positioning Matching -- being relevant -- raising our status Strategic supplier status -- the business strategy agenda New task, new language -- replacing the 4 P's 9. The value creation process The customer's total business experience (TBE) The customer's activity cycle Lock in and collaboration The activity cycle in action The appropriate reward The value machine brand Part IV Aligning 10. The critical success factors From conception to birth, and beyond... Sins and obstacles The critical success factors (CSFs) Clarity of business drivers and money-making logic Cross-functional alignment and functional excellence Performance management measures Functional excellence The right attitudes Key Account Management processes Measuring customer profitability 11. Getting cross-functional teams to work Some advice... Belbin's Team Roles The team clock The team leader Customer collaboration Interpersonal skills Commercial awareness Legal and contractual acuity Project management Making good our value A real-world problem... or just good negotiation? 12. Leading the Change Leading change The change process Afterword Getting further help Contact details Further reading Index
Acknowledgements About the author Foreword Part I The Value Machine 1. The value machine The 'right kind' of value How good must we be? From good to great... Jettisoning the baggage The Value Machine Model 2. Leadership -- the pivotal activity 3. Fuelling the value machine Enough data... Strategic insights and intelligent analysis The shared future analysis Oiling the wheels Knowing your true value Part II Targeting 4. Market Segmentation The B2B challenge Segmenting by solution, or value received The nesting concept Novel segmentation Focusing the efforts 5. Customer Classification The perils of sizeism Key Accounts -- our most important investments A classification process 6. Account Management -- being appropriate The strategic intent Navigating the journey Account Management The Relationship Models Part III Matching 7. The people The problem with buyers... The customer's DMU The toolkit The analytical tools The action tools Matching -- protecting your investment 8. The business strategy Key supplier status -- the buyer's agenda Supply Chain Management Supplier positioning Matching -- being relevant -- raising our status Strategic supplier status -- the business strategy agenda New task, new language -- replacing the 4 P's 9. The value creation process The customer's total business experience (TBE) The customer's activity cycle Lock in and collaboration The activity cycle in action The appropriate reward The value machine brand Part IV Aligning 10. The critical success factors From conception to birth, and beyond... Sins and obstacles The critical success factors (CSFs) Clarity of business drivers and money-making logic Cross-functional alignment and functional excellence Performance management measures Functional excellence The right attitudes Key Account Management processes Measuring customer profitability 11. Getting cross-functional teams to work Some advice... Belbin's Team Roles The team clock The team leader Customer collaboration Interpersonal skills Commercial awareness Legal and contractual acuity Project management Making good our value A real-world problem... or just good negotiation? 12. Leading the Change Leading change The change process Afterword Getting further help Contact details Further reading Index
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