Winning with Customers. A Playbook for B2B

  • ID: 1522927
  • Book
  • 464 Pages
  • John Wiley and Sons Ltd
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Praise for Winning with Customers: A Playbook for B2B

"The approaches in this book have made a difference in our business. Winning with Customers has brought new life and energy to our selling approach."
Denis John Healy, CEO, Turtle Wax

"This book provides great insights on how to win with customers. It is particularly relevant for B2B companies differentiating with technology, quality, and cost leadership in a highly competitive and innovative industry such as automotive."
Alex Ismail, President and CEO, Honeywell Transportation Systems

"Pigues and Alderman have made an important contribution to the discussion about customer profitability. Any business person will find ideas that are both valuable and practical in this book. It is worth reading."
James W. Dean Jr., Dean UNC′s Kenan–Flagler Business School

"As Chief Learning Officer, I am always on the lookout for breakthrough thinking and practical approaches that can differentiate our sales, marketing, and leadership efforts. Jerry and Keith′s innovative approach quantifies the impact your product or service has on the customer′s bottom line. The insights learned can help companies create a stronger value proposition, greater customer satisfaction, and greater profitability."
Robert T. Cancalosi, Chief Learning Officer, GE Healthcare

"The reasons we win and lose business are clearly captured in Winning with Customers and they serve as reminders to us to keep our customers in focus at all times. We rely on systems and repeatable processes these are at the center of the CVC model."
Joe Lawler, Chairman, President and CEO, ModusLink Global Solutions, Inc.

"Finally a business book that focuses unwaveringly on the foremost goal in the provision of B2B solutions: helping your customers make more money. In Winning with Customers, Pigues and Alderman provide a practical approach to increasing your company′s capability to win this decisive battle over competitors."
Jeneanne Rae, BusinessWeek Columnist, cofounder/President, Peer Insight LLC

"Pigues and Alderman have addressed a key business growth issue how to create measurable competitive advantage and get paid for it. A provocative read for today′s business leaders."
Eileen Zicchino, Chief Marketing Officer, J.P. Morgan Treasury Services

"Pigues and Alderman ask a simple but very powerful question: Are your customers making more money doing business with you? If you are not sure, then you must read what is within these covers. This is a must–read for success–minded business executives."
Barry B. Siadat, Managing Director, SK Capital Partners

"Pigues and Alderman have written a readable and practical guide to capturing the ′value′ in your B2B ′value proposition.′ I wish that I had had their book fifteen years ago!"
Michael Allen, Board Member, World Color Press, Inc.

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Foreword by Karel Czanderna xv

Preface xvii

Acknowledgments xxiii

Introduction by Glenn Dalhart xxvii

Chapter 1 Why We Lose 1

Six Reasons Why We Lose 2

Is This Book for You? 11

Why This Book Is Important 15

What Will You Learn? 15

Is Now the Time? 17

Summary 20

Chapter 2 Define Winning 23

The Big 6 26

Where Does This Book Fit in the World of Profit Growth Solutions? 36

Building the Foundation: Does Your Customer Make More Money by Doing Business with You Relative to Your Competitors? 39

Revenue, Cost, and Profits 49

Summary 49

Chapter 3 The Playbook 51

Defining the Playbook 52

Play 1: Discover 54

Play 2: Analyze 61

Play 3: Execute 66

Play 4: Measure 76

Play 5: Certify 83

Play 6: CVC Management System 90

Key Philosophies 93

The Role of Technology 95

The Maturity Model 95

Summary 99

Chapter 4 Winning Metrics 119

The History of Our Metrics 121

Developing the Metrics 124

The Winning with Customer Metric 128

Exploring Differential Value Attributes 130

Exploring the DVP% 134

Using DVP% on an Aggregated Business Level 140

Summary 144

Chapter 5 What Does Your Customer Think? 153

Get on the Field 154

The Discover Play 155

Do My Customers Care . . . Will They Talk? 161

The Discover Process: Prepare 163

Let s Prepare 167

Who Should You Interview? 176

Who Conducts the Interview? 179

The Discover Process: Conduct the Interview 180

The Discover Process: Capture Data 201

The Discover Process: Customer Follow–Up 202

The Discover Process: Quick Wins 203

You Will Go Broke Doing What the

Customer Says 204

Summary 206

Chapter 6 Informing Decisions 209

What Is Analyze? 211

What You Get 212

Generating Actionable Insights 215

Interpret One Interview 217

Assemble the Data 223

Determining Scope 230

Identify and Assign Analysts 232

Understanding Your Current Differential Value Proposition 234

Turning Customer Needs into Potential Projects 251

What Are the Top 10 Investments to Make? 254

How Can Customers Be Segmented According to Their Needs? 259

Turning Initiatives into Investment Decisions 260

Setting Value Creation Goals 262

Estimating Investment Required 263

Setting Value Capture Goals 264

Initiatives to Investment Portfolio 268

Insights to Decisions 269

Connecting Insights to Process Organizations 270

Encourage Ad Hoc Analysis 271

Empower Resources to Become Analysts 272

Benefi ts of Technology 272

Summary 276

Chapter 7 Executing Value Creation and Value Capture 279

What Is Execute? 280

A Quick Recap and Chapter Setup 281

Building a Plan for Your Customer 286

Plan Value Capture 297

Gain Customer Alignment 304

Providing a Technology Assist 306

The Vault 307

Summary 308

Chapter 8 The Scoreboard 311

Finding Our Place on the Field 313

The Process 314

Collecting the Scorecard Data 315

Building the Basic Scoreboard 318

Advanced Scoreboard Topics 324

Measuring CVC Activity for the Scoreboard 331

Continuous Improvement 333

How Technology Helps 335

Summary 336

Chapter 9 Getting Started 339

Kickoff 340

Fielding a Team 353

Enrolling the Team: It Is How You Do Business 360

Without the Customer There Is No Team 362

Start Small and Grow 364

The First Project 367

Summary 375

Chapter 10 Sustaining and Scaling: The Maturity Model 377

The Hurdles We Faced 378

Sticking to It: Maturity Model 379

Sustaining and Scaling 389

Summary 398

Afterword 401

In the Beginning 401

A Few Highlights 404

Get into Action 410

About the Authors 411

About the Contributors 415

Index 419

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D. KEITH PIGUES is a recognized leader of strategic growth and marketing, developing new growth strategies and marketing capabilities, creating valuable brands, building effective global marketing teams, and increasing profitable revenue growth through strategy and marketing excellence. He is Senior Vice President and Chief Marketing Officer at Ply Gem, Inc., responsible for corporate branding, marketing, strategic planning, and international expansion. He has held senior marketing positions with Cemex, RR Donnelley, and ADP, as well as sales positions with IBM and Hewlett–Packard. More about Keith at dkeithpigues.com.

JERRY D. ALDERMAN, a recognized business science thought leader, is coauthor of Beyond Six Sigma (Wiley). He has written numerous white papers, is a frequent speaker on achieving profitable growth through customer value creation, and has led and developed his innovative approach to building corporate competitive advantage through using and executing on unique, deep customer insights. He is founder and CEO of Valkre Solutions, Inc., a product and services company that develops capability with business–to–business (B2B) companies to use deep customer understanding to build and execute customer–driven operating plans. His company has developed these solutions with great partners, including Owens Corning, Kimberly–Clark, Turtle Wax, RR Donnelly, and more. To find out more about Jerry and Valkre go to valkre.com.

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