Building the Value Machine Transforming Your Business through Collaborative Customer Partnerships

The Title "Building the Value Machine Transforming Your Business through Collaborative Customer Partnerships" is written by Peter Cheverton . This book was published in the year 2010. This book has total of pp. 240 (Pages). The publisher of this title is Kogan Page Limited. We have about 2136 other great books from this publisher. Building the Value Machine Transforming Your Business through Collaborative Customer Partnerships is currently Not Available with us.You can enquire about this book and we will let you know the availability.

Building the Value Machine describes the type of Business that many aspire to-a business able to align its internal functions (commercial, technical, operational) in order to collaborate with its key customers in the creation of real and unique value, and all 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 your 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 readers How To meet these challenges, describing the tools and skills that will be required, while keeping its focus firmly on the real world of practical application. Above all else it shows how a business should be led, and how it must make its most vital decisions-those to do with its key customers and those to do with its value-creating capabilities.

Building the Value Machine is an essential read for any CEO, managing director, sales and Marketing director, or key account manager looking to transform a business into a true Value Machine.

Part A : THE VALUE MACHINE :
I. The Value Machine :
1. The ‘Right Kind’ of Value
2. How Good Must We be?
3. From Good to Great...
4. Jettisoning the Baggage
5. The Value Machine Model

II. Leadership-the Pivotal Activity
III. Fuelling the Value Machine :
1. Enough Data...
2. Strategic Insights and Intelligent Analysis
3. The Shared Future Analysis
4. Oiling the Wheels
5. Knowing Your True Value

Part B : TARGETING :
I. Market Segmentation :
1. The B2B Challenge
2. Segmenting by Solution, or Value Received
3. The Nesting Concept
4. Novel Segmentation
5. Focusing the Efforts

II. Customer Classification :
1. The Perils of Sizeism
2. Key Accounts-our Most Important Investments
3. A Classification Process

III. Account Management-being Appropriate :
1. The Strategic Intent
2. Navigating the Journey
3. Account Management
4. The Relationship Models

Part C : MATCHING :
I. The People :
1. The Problem with Buyers...
2. The Customer’s DMU
3. The Toolkit
4. The Analytical Tools
5. The Action Tools
6. Matching-protecting Your Investment

II. The Business Strategy :
1. Key Supplier Status-the Buyer’s Agenda
2. Supply Chain management
3. Supplier Positioning
4. Matching-being Relevant-raising Our Status
5. Strategic Suppliers Status-the Business Strategy Agenda
6. New Task, New Language-replacing the 4P’s

III. The Value Creation Process :
1. The Customer’s Total Business Experience (TBE)
2. The Customer’s Activity Cycle
3. Lock-in and Collaboration
4. The Activity Cycle in Action
5. The Appropriate Reward
6. The Value Machine Brand

Part D : ALIGNING :
I. The Critical Success Factors :
1. From Conception to Birth, and Beyond...
2. Sins and Obstacles
3. The Critical Success Factors (CSFs)
4. Clarity of Business Drivers and Money-making Logic
5. Cross-functional Alignment and Functional Excellence
6. Performance Management Measures
7. Functional Excellence
8. The Right Attitudes
9. Key Account Management Processes
10. Measuring Customer Profitability

II. Getting Cross-functional Teams to Work :
1. Some Advice...
2. Belbin’s Team Roles
3. The Team Clock
4. The Team Leader
5. Customer Collaboration
6. Interpersonal Skills
7. Commercial Awareness
8. Legal and Contractual Acuity
9. Project Management
10. Making Good Our Value
11. A Real-world Problem... or Just Good Negotiation?

III. Leading the Change :
1. Leading Change
2. The Change Process

Afterword