组织市场管理 第2版PDF电子书下载

SECTION Ⅰ: INTRODUCTION AND OVERVIEW 1

CHAPTER 1 Business Market Management:Guiding Principles 3

Overview 3

Value as the Cornerstone of Business Market Management 4

What Is Value in Business Markets? 6

Assessing Value in Practice 7

Managing Business Market Processes 9

Shareholder Value,Business Processes,and Marketing 10

Core business processes 10

Contributions of marketing 11

Business Market Management and Business Marketing 12

Business market processes 12

Business marketing 13

Doing Business Across Borders 15

Language and Culture 17

Cross-Border Negotiation and Dispute Resolution 18

Cross-border negotiations 19

Cross-border dispute resolution 20

Currency Exchange and Payment Risk 20

Working Relationships and Business Networks 21

Work Teams 22

Working Relationships 24

Collaborative relationship agreements 25

Collaborative relationship development 26

Business Networks 27

Business network characteristics 28

Analyzing business networks 30

Summary 33

SECTION Ⅱ: UNDERSTANDING VALUE 39

CHAPTER 2 Market Sensing: Generating and Using Knowledge About the Market 41

Overview 41

Defining the Market 45

Market Segmentation 45

Conventional bases of segmentation 46

Progressive bases of segmentation 47

Determining Market Segments of Interest 49

Market segment size and growth 51

Sales and profit potential 52

Monitoring Competition 55

A Framework for Competitor Analysis 56

Future goals 56

Assumptions 56

Current strategy 56

Capabilities 57

Improving Monitoring Performance 57

Competitor intelligence systems 57

Seek disconfirming as well as confirming evidence 60

Assessing Customer Value 60

Value Assessment Methods 61

Internal engineering assessment 61

Field value-in-use assessment 61

Indirect survey questions 62

Focus group value assessment 62

Direct survey questions 63

Conjoint analysis 63

Benchmarks 63

Compositional approach 64

Importance ratings 64

Customer Value Management 66

Translating business issues into projects 68

Customer value workshop 69

Customer value research 71

Constructing a business case for change 74

Value realization 74

Gaining Customer Feedback 78

Customer Satisfaction Measurement 81

American Customer Satisfaction Index(ACSI) 81

What customer satisfaction results mean 82

Customer Value Analysis 84

Summary 85

CHAPTER 3 Understanding Firms as Customers 90

Overview 90

Understanding Purchasing Orientation 91

The Buying Orientation 93

Obtaining the best deal 93

Maximizing power over suppliers 94

Avoiding risk 95

Developments in buying 95

The Procurement Orientation 96

Improving quality 97

Reducing total cost of ownership 98

Cooperating with suppliers 100

The Supply Management Orientation 101

Focus on end-users 102

Craft a sourcing strategy 102

Build a supply network 104

Sustain highly collaborative relationships with select suppliers 107

Apply purchasing portfolio management 107

Putting Knowledge of Purchasing Orientation to Use 110

Understanding How Purchasing Works with Other Functions and Firms 111

Value Management as a Cooperative Framework 111

Adding Value to the Purchasing Process Through Buying Teams 114

Team member roles 114

Buying situations 115

Buying team tasks 116

Working with Suppliers and Across Functions 116

Developing supply resources 116

Improving existing offerings 116

Contributing to new offering realization 117

Understanding the Purchase Decision Process 119

Understanding Customer Requirements and Preferences 119

Triangulate on customer requirements 120

Map customer activity and value cycles 120

Learning the Customer's Purchase Process 122

Evaluating Supplier Performance 124

Reviewing price,quality,and availability 124

Scrutinizing total costs 126

Tracking supplier value 126

Summary 127

CHAPTER 4 Crafting Market Strategy 131

Overview 131

Business Strategy as the Context for Market Strategy 133

A Resource-Based View of the Firm 134

Core competencies 135

Capabilities 135

Brands as resources 136

Reliance on outside partners for resources 137

Fundamental Value-Based Strategies 140

Product leadership 140

Customer intimacy 140

Operational excellence 142

Strategy Making 143

Who makes strategy? 143

Defining purpose 144

Strategy as orderly advances punctuated by radical change 145

Planning Market Strategy in Business Markets 146

What Do We Know? 147

Review recent performance 147

Gather essential market information 148

Construct scenarios 151

What Do We Want to Accomplish? 152

Targeting 153

Setting goals and objectives 154

Positioning in busine markets 155

Building brands in business markets 159

How Will We Do It? 160

Develop an action plan 162

Marketing and sales programs 163

Take stock of implementation skills 163

Learning and adapting 165

Summary 168

SECTION Ⅲ:CREATING VALUE 173

CHAPTER 5 Managing Market Offerings 175

Overview 175

Some Conventional Thinking About Market Offerings 178

The Tunnel Vision of Commodity Markets 178

Understanding the true extent of commoditization 179

Rebuilding differentiation 180

Services as Core Products in Market Offerings 182

Constructing Flexible Market Offerings 183

The Concept of Flexible Market Offerings 183

Articulate the Present Market Offering for Each Market Segment 185

The true breadth of the market offering 187

The arbitrary nature of charges 187

Lack of variation across segments 187

Assess Customer Value and Supplier Cost 187

Measuring customer value 187

Coming to grips with service costs 188

The payoff from value and cost assessments 189

Formulate Flexible Market Offerings by Market Segment 190

Reevaluating existing standard services 190

Reexamining optional services 193

Building flexibility with new services 193

Pricing implications 195

Prepare to Implement Flexible Market Offerings 196

Option menu versus tailored-value package 196

Branding market offerings 198

Anticipating implementation problems with customers 199

Breaking away from the pack 202

Value-Based Pricing 203

Traditional Pricing Approaches 204

Cost-plus pricing 204

Competition-based pricing 204

An Approach to Value-Based Pricing 205

Managing Market Offerings Across Borders 211

Adapting Market Offerings Across Borders 211

International market development 211

Providing transnational market offerings 212

Global branding 213

Pricing Across Borders 214

Pricing in local markets 214

Harmonizing pricing across borders 215

Summary 217

CHAPTER 6 New Offering Realization 222

Overview 222

Realization Strategy 223

Development Goals and Objectives 224

Overall development goals 225

Project objectives 227

The Aggregate Project Plan 228

Mapping the kinds of development projects 228

Making capacity decisions 233

Gaining critical skills and capabilities 235

Concurrent Engineering in Realization Strategy 235

Point-based versus set-based approaches to concurrent engineering 236

Set-based concurrent engineering and flexible market offerings 236

Outside Development Relationships and Networks in Realization Strategy 238

Alternative development structures 238

Aims of development relationships and networks 240

Decision considerations 242

Realization Process Models 243

A Variety of Realization Process Models 243

SMALLFRY Industrial Design 243

AKZO NOBEL Coatings 245

Kleinwort Benson Investment Management 247

ABB Asea Brown Boveri large-system projects 249

ABN-AMRO Bank Global Transaction Services 250

A General Realization Process Model 252

Augmenting services in realization process models 255

"Next-generation"realization process models 255

Market-Oriented Realization 256

Market-Oriented Research 256

Creating focused research centers 257

Connecting research with the market 258

Market-Oriented Development 259

Positioning statements as a market-focusing mechanism 259

Researching market requirements and translating them into design specifications 260

Guiding realization efforts with customer value assessment 262

Tailoring market introductions of new offerings 264

Summary 266

CHAPTER 7 Business Channel Management 271

Overview 271

Designing Superior Value-Adding Marketing Channels 273

Assess the Value of Potential Augmenting Service Offering Elements to Customers 273

Envision a Value Proposition for Each Targeted Market Segment 274

Reformulate the Augmenting Service Offering for Each Targeted Market Segment 274

Configure the Channel Network 275

Think in terms of business processes and functions 275

Consider streams of competition and plan lean enterprises 275

Adopt a channel network strategy 277

Build a channel network model 277

Finalize Marketing and Distribution Arrangements 281

Balance exposure and coverage in marketing channels 281

Devise profit models 282

Carefully select channel partners 283

Consider e-business and wireless technologies 284

Build international marketing channels 285

If possible,place side bets 291

Creating Value Through Direct Channels 292

Creating a Sales Force of Value Merchants 293

Internally promote a value-based marketing philosophy 294

Train value merchants 294

Compensate value merchants based on profitability of accounts 295

Deploying Value Merchants 295

Establish necessary sales units 295

Determine the number of value merchants needed 297

Designate areas of responsibility 297

Assign value merchants to areas of responsibility 298

Designing a Logistics System That Creates Value 298

Segment the market into logistically distinct businesses 299

Establish differential service standards for each market segment 299

Tailor unique logistics systems to deliver differential services 299

Exploit economies of scale among the different logistics systems 299

Strengthening Reseller Performance 300

Build Marketplace Equity 300

Decompose marketplace equity 300

Cultivate brand and reseller equity 302

Determine Reseller Performance Expectations 302

Assess the Reseller Value of Channel Offering Elements 303

Construct a channel positioning matrix 303

Craft a Reseller Value Proposition and Channel Offering 306

Devise and pretest the channel offering 306

Improve reseller target-marketing efforts via tailored channel offerings 307

Communicate the Reseller Value Proposition 308

Summary 311

SECTION Ⅳ: DELIVERING VALUE 315

CHAPTER 8 Gaining Customers 317

Overview 317

Prospecting for New Business Relationships 318

Generating Leads from Business Market Databases 320

Prompting and Gathering Inquiries via Integrated Marketing Communications 323

Use integrated marketing communications to reach the target market 324

Encourage and process inquiries 326

Foster strong brands 327

Qualifying Leads and Inquiries as Prospects 328

Getting the Sales Force to Follow Up with Prospects 329

Provide knowledge to create an informed sales force 329

Motivate sales representatives to follow up 329

Give sales representatives experience dealing with prospects 330

Furnish abundant sales support 330

Assessing Mutual Fit 332

Scheduling the First Meeting 335

Getting started for simple sales 335

Initiating dialogue for complex sales 336

Learning Each Other's Requirements and Preferences 336

Plan the call 337

Open the call 337

Investigate requirements and preferences 338

Gaining the Initial Order 341

Demonstrating and Documenting Value 342

Propose solutions 344

Gain the order 346

Negotiating the First Sale 350

Pricing the initial offering 350

Negotiation approaches 351

Understanding BATNA 351

Initial Order Fulfillment 351

Coordinating Supplier Functions 352

Completing the Transaction 355

Manage revenue 355

Follow up with prospects after the sale 356

Deciding Whether to Continue Doing Business Together 357

Summary 357

CHAPTER 9 Sustaining Reseller Partnerships 361

Overview 361

Fulfilling Commitments to Deliver Value 362

Fulfilling Supplier Commitments to Deliver Value 362

Provide responsive sales and marketing programs 363

Back up resellers with pricing support 363

Furnisn operational and technical support 364

Pass the critical incident test 365

Fulfilling Reseller Commitments to Deliver Value 365

Provide consistently superior service to customer firms 366

Innovate in the local marketplace 366

Enhance the supplier's brand equity 366

Pass the critical incident test 368

Ensuring That Value Is Delivered 369

Conduct market research 369

Getting an equitable return on delivered value 369

Synchronizing Joint Fulfillment Efforts 371

Strengthening Delivered Value 373

Adjusting Commitments 373

Reformulate channel partners' gives ＆ gets 373

Make responsive adjustments to the joint annual plan 375

Working Together More Effectively 377

Establish a reseller advisory council 377

Train and coach partner firms 378

Strengthen interfirm coordination 379

Working Together to Fulfill Changing Marketplace Requirements 381

Creating Adaptive Channels 381

Provide support in extraordinary situations 382

Responsively broaden the market offering 383

Share capabilities with other channel members 386

Overcome implementation problems 388

Skillfully Handling Relationship Transfers 389

Delineate relationship transfer criteria 389

Establish equitable compensation for relationship transfers 391

Summary 391

CHAPTER 10 Sustaining Customer Relationships 394

Overview 394

Fulfilling Mutually Agreed-Upon Customer Requirements 395

Thinking Strategically About Relationships 396

Consider industry bandwidths 396

Partnering as a focused market strategy 397

Delivering Superior Value with Relationship-Specific Offerings 399

Construct relationship-specific market offerings 399

Pricing relationship-specific offerings 400

Organize to deliver relationship-specific offerings 401

Sell relationship-specific offerings 401

Solve common relationship-offering implementation problems 402

Pursuing Continuity and Growth 405

Working Together 405

Promote honest and open communication 405

Build trust and commitment 406

Implement coordination mechanisms 409

Anticipate and resolve conflicts 410

Customer retention planning 411

Selectively Growing the Relationship 413

Estimate and target share of customer's business 414

Focused share building 415

Pursue single-sourcing and multiple single-sourcing 416

Expand the scope of working relationships 417

Broaden working relationships 419

Adopt new profit models 419

Document the profitability of greater share 421

Ongoing Customer Relationship Management 423

Monitoring,Evaluating,and Reassigning Accounts 424

Estimate customer equity 424

Implement activity-based costing 425

Monitor transaction prices 426

Evaluate relationship outcomes and reassign accounts 427

Emerging CRM Applications 429

Allocating resources for customer acquisition,retention,and growth 429

Synchronizing marketing efforts 429

Updating customer value 431

Sustaining Customers Through Connected Relationships 431

Managing within a business network context 432

Adding value through business networks 434

A final thought on sustaining relationships 435

Summary 435

Index 441