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Winning with Customers: A Playbook for B2B

Book Description

Do Your Customers Make More Money Doing Business With You?

Knowing the answer can help you build measurable and valuable customer relationships, outperform the competition, and unlock profitable growth.

Companies are blind to opportunities for profitable customer relationships without a deep understanding of how they create customer value relative to competitors. With a rigorous and measurable understanding of how customers make more money today and in the future with you, combined with supporting plans and tools to align the entire organization for success, a company can win and win big. Winning with Customers offers a step-by-step playbook to help companies develop this capability for themselves, act on it, build a culture around it and sustain it over time. The playbook includes case studies, interviews, and tools from leading B2B companies who have demonstrated success. Written by recognized business thought leaders and practitioners, this book will guide you to profitable growth. The book also serves as a launch point into a community of like-minded executives that includes a companion website which offers exercises, access to thought leaders, and other tools help you win with customers.

Table of Contents

  1. Copyright
  2. Foreword
  3. Preface
    1. How Is the Book Organized?
    2. Case Study
    3. Web Site and Community
  4. Acknowledgments
    1. Jerry Alderman
  5. Introduction
  6. 1. Why We Lose
    1. 1.1. Six Reasons Why We Lose
      1. 1.1.1. We Lose Because We Don't Understand the Customer's Perspective
      2. 1.1.2. We Lose Because There Is Not Enough Quantitative Rigor
      3. 1.1.3. We Lose Because the Organization Is Not Aligned or Involved
      4. 1.1.4. We Lose Because the Data Collected Never Finds Its Way into Planning or Execution
      5. 1.1.5. We Lose Because of Reliance on Individual Surveys versus a Continuous Process
      6. 1.1.6. We Lose Because There Is No Systematic Playbook
    2. 1.2. Is This Book for You?
    3. 1.3. Why This Book Is Important
    4. 1.4. What Will You Learn?
    5. 1.5. Is Now the Time?
    6. 1.6. Summary
  7. 2. Define Winning
    1. 2.1. The Big 6
    2. 2.2. Where Does This Book Fit in the World of Profit Growth Solutions?
    3. 2.3. Building the Foundation: Does Your Customer Make More Money by Doing Business with You Relative to Your Competitors?
      1. 2.3.1. Adding Value Exchange to the Picture
    4. 2.4. Revenue, Cost, and Profits
    5. 2.5. Summary
  8. 3. The Playbook
    1. 3.1. Defining the Playbook
    2. 3.2. Play 1: Discover
      1. 3.2.1. What Is Discover?
      2. 3.2.2. What Do You Get?
    3. 3.3. Play 2: Analyze
      1. 3.3.1. What Is Analyze?
      2. 3.3.2. What Do You Get?
      3. 3.3.3. Management Decisions: The Missing Play
    4. 3.4. Play 3: Execute
      1. 3.4.1. What Is Execute?
      2. 3.4.2. What Do You Get?
    5. 3.5. Play 4: Measure
      1. 3.5.1. What Is Measure
      2. 3.5.2. What Do You Get?
        1. 3.5.2.1. A Few Additional Insights
    6. 3.6. Play 5: Certify
      1. 3.6.1. The People
      2. 3.6.2. What Do You Get?
    7. 3.7. Play 6: CVC Management System
      1. 3.7.1. What Is the CVC Management System
    8. 3.8. Key Philosophies
    9. 3.9. The Role of Technology
    10. 3.10. The Maturity Model
    11. 3.11. Summary
  9. 4. Winning Metrics
    1. 4.1. The History of Our Metrics
    2. 4.2. Developing the Metrics
    3. 4.3. The Winning with Customer Metric
    4. 4.4. Exploring Differential Value Attributes
    5. 4.5. Exploring the DVP%
      1. 4.5.1. The Different Snapshots of Your DVP
    6. 4.6. Using DVP% on an Aggregated Business Level
    7. 4.7. Summary
  10. 5. What Does Your Customer Think?
    1. 5.1. Get on the Field
    2. 5.2. The Discover Play
      1. 5.2.1. Prepare
      2. 5.2.2. Conduct the Interview
      3. 5.2.3. Capture Data
    3. 5.3. Do My Customers Care ... Will They Talk?
    4. 5.4. The Discover Process: Prepare
      1. 5.4.1. Do I Really Have To?
    5. 5.5. Let's Prepare
      1. 5.5.1. Building the Word Story
      2. 5.5.2. Building the Quantitative Story
      3. 5.5.3. Building the Interview Guide
    6. 5.6. Who Should You Interview?
      1. 5.6.1. The Value Chain
    7. 5.7. Who Conducts the Interview?
    8. 5.8. The Discover Process: Conduct the Interview
      1. 5.8.1. Interview Guidelines
      2. 5.8.2. The Interview
      3. 5.8.3. Method of Collecting Customer Data
      4. 5.8.4. How Often Should Customers Be Interviewed?
    9. 5.9. The Discover Process: Capture Data
      1. 5.9.1. What to Capture During an Interview
      2. 5.9.2. The Discover Process: Customer Follow-Up
    10. 5.10. The Discover Process: Quick Wins
    11. 5.11. You Will Go Broke Doing What the Customer Says
      1. 5.11.1. How Technology Can Help
    12. 5.12. Summary
  11. 6. Informing Decisions
    1. 6.1. What Is Analyze?
    2. 6.2. What You Get
    3. 6.3. Generating Actionable Insights
    4. 6.4. Interpret One Interview
      1. 6.4.1. Overall DVP%
      2. 6.4.2. Value Attributes Interpretation
      3. 6.4.3. Moving on to Multiple Customers
    5. 6.5. Assemble the Data
      1. 6.5.1. Outside-In Data
      2. 6.5.2. Inside-Out Data
    6. 6.6. Determining Scope
    7. 6.7. Identify and Assign Analysts
    8. 6.8. Understanding Your Current Differential Value Proposition
      1. 6.8.1. What Is Your Current Differential Value Proposition?
      2. 6.8.2. Which Investments Are Underperforming or Wasteful?
      3. 6.8.3. How Does Your DVP Vary among Traditional Customer Segments?
      4. 6.8.4. Are We Being Rewarded for the Value We Create?
      5. 6.8.5. What Is Our Value Capture Risk Going Forward?
    9. 6.9. Turning Customer Needs into Potential Projects
    10. 6.10. What Are the Top 10 Investments to Make?
    11. 6.11. How Can Customers Be Segmented According to Their Needs?
    12. 6.12. Turning Initiatives into Investment Decisions
    13. 6.13. Setting Value Creation Goals
    14. 6.14. Estimating Investment Required
    15. 6.15. Setting Value Capture Goals
    16. 6.16. Initiatives to Investment Portfolio
    17. 6.17. Insights to Decisions
    18. 6.18. Connecting Insights to Process Organizations
    19. 6.19. Encourage Ad Hoc Analysis
    20. 6.20. Empower Resources to Become Analysts
    21. 6.21. Benefits of Technology
    22. 6.22. Summary
  12. 7. Executing Value Creation and Value Capture
    1. 7.1. What Is Execute?
    2. 7.2. A Quick Recap and Chapter Setup
      1. 7.2.1. The Say-Do Gap
    3. 7.3. Building a Plan for Your Customer
      1. 7.3.1. The Process of Building Plans
      2. 7.3.2. What You Said
      3. 7.3.3. What Are We Going to Do?
      4. 7.3.4. Other Initiatives
      5. 7.3.5. What Are We Not Doing?
      6. 7.3.6. Status of Our Actions
    4. 7.4. Plan Value Capture
      1. 7.4.1. A Plan Just for You, Not to Share
      2. 7.4.2. Figuring Out Your Financial Driver
      3. 7.4.3. Our Next Book
    5. 7.5. Gain Customer Alignment
    6. 7.6. Providing a Technology Assist
    7. 7.7. The Vault
    8. 7.8. Summary
  13. 8. The Scoreboard
    1. 8.1. Finding Our Place on the Field
    2. 8.2. The Process
    3. 8.3. Collecting the Scorecard Data
      1. 8.3.1. Measuring Value Creation
      2. 8.3.2. Measuring Value Capture
    4. 8.4. Building the Basic Scoreboard
      1. 8.4.1. A Scoreboard Story Setup
      2. 8.4.2. The Scoreboard Story
      3. 8.4.3. More Points on This Story
    5. 8.5. Advanced Scoreboard Topics
      1. 8.5.1. How Has Our DVP Changed?
      2. 8.5.2. Are We Being Rewarded for the Value We Create?
    6. 8.6. Measuring CVC Activity for the Scoreboard
      1. 8.6.1. Examples
    7. 8.7. Continuous Improvement
      1. 8.7.1. Examples of Things That Take Time
    8. 8.8. How Technology Helps
    9. 8.9. Summary
      1. 8.9.1. The Crystal Ball
  14. 9. Getting Started
    1. 9.1. Kickoff
      1. 9.1.1. If Not Now, When?
      2. 9.1.2. Understand and Align with the Need
      3. 9.1.3. Establish Champions
      4. 9.1.4. Take Initiative
      5. 9.1.5. Become an Expert
      6. 9.1.6. Achieve Early Success
      7. 9.1.7. Find a Champion
    2. 9.2. Fielding a Team
      1. 9.2.1. Winning with Customers Is a Team Sport
      2. 9.2.2. Choosing the Team
      3. 9.2.3. Include Sales or Do Not Proceed
    3. 9.3. Enrolling the Team: It Is How You Do Business
    4. 9.4. Without the Customer There Is No Team
    5. 9.5. Start Small and Grow
      1. 9.5.1. Start Small but Not Too Small
      2. 9.5.2. Start with "Friendlies"
    6. 9.6. The First Project
      1. 9.6.1. Prepare Like Crazy
      2. 9.6.2. Conduct Customer Interviews
      3. 9.6.3. Turn Data into Actionable Plans
      4. 9.6.4. Get into Action
      5. 9.6.5. Communicate Findings
      6. 9.6.6. Follow Up with Customers
    7. 9.7. Summary
  15. 10. Sustaining and Scaling: The Maturity Model
    1. 10.1. The Hurdles We Faced
    2. 10.2. Sticking to It: Maturity Model
      1. 10.2.1. This Is Not a Project
      2. 10.2.2. Maturity Happens in Four Stages
      3. 10.2.3. The Team Will Change
      4. 10.2.4. The Culture Will Change
    3. 10.3. Sustaining and Scaling
      1. 10.3.1. Connect All Employees to Customer Value
      2. 10.3.2. Align Leadership with Stage of Maturity
      3. 10.3.3. Create a Capability
      4. 10.3.4. Define and Establish Process
      5. 10.3.5. Define Scope and Set Expectations
      6. 10.3.6. Implement Technology
    4. 10.4. Summary
  16. Afterword
    1. 10.5. In the Beginning
    2. 10.6. A Few Highlights
      1. 10.6.1. Why We Lose—Why We Win
    3. 10.7. Get into Action
  17. About the Authors
    1. 10.8. D. Keith Pigues, Senior Vice President and Chief Marketing Officer, Ply Gem, Inc.
    2. 10.9. Jerry Alderman, Chief Executive Officer, Valkre Solutions, Inc.
  18. About the Contributors
    1. 10.10. Brian Kiep, Vice President, Valkre Solutions, Inc.
    2. 10.11. Alex Monacelli, Vice President, Valkre Solutions, Inc.
    3. 10.12. Matthew Cobb, Director of IT, Valkre Solutions, Inc.
    4. 10.13. Gabriel Lerner, Lead Software Architect, Valkre Solutions, Inc.
  19. A. Our Approach to Certification and Building Capability
    1. A.1. Building Capability
    2. A.2. Academy
    3. A.3. Render
  20. B. A Little More Background on Outside-In
    1. B.1. How Did Outside-In Originate?
      1. B.1.1. Human Nature
      2. B.1.2. Operational Outlook
      3. B.1.3. Data Availability
    2. B.2. What Is Outside-In?
    3. B.3. Why Now?
    4. B.4. Summarizing Outside-In
      1. B.4.1. Case Study: Pepsi versus Coke