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 toold 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 it 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 manager looking to transform a business into a true Value Machine.Complete with examples, practical tips and advice, Building the Value Machine gives readers the essential information needed to indentify the opportunities that can then be translated into the creation of new value, which will benefit both the business and the customer.
Author(s): Peter Cheverton
Edition: 1
Year: 2009
Language: English
Pages: 272
Copyright
......Page 5
Table of contents
......Page 6
About the author......Page 10
Foreword......Page 12
Acknowledgements......Page 14
Part I The Value Machine......Page 16
1 The value machine......Page 18
THE ‘RIGHT KIND’ OF VALUE......Page 19
HOW GOOD MUST WE BE?......Page 20
JETTISONING THE BAGGAGE......Page 21
THE VALUE MACHINE MODEL......Page 22
2 Leadership – the pivotal activity......Page 25
3 Fuelling the value machine......Page 33
ENOUGH DATA…......Page 34
STRATEGIC INSIGHTS AND INTELLIGENT ANALYSIS......Page 35
THE SHARED FUTURE ANALYSIS......Page 36
OILING THE WHEELS......Page 39
KNOWING YOUR TRUE VALUE......Page 42
Part II Targeting......Page 46
4 Market segmentation......Page 48
THE B2B CHALLENGE......Page 51
SEGMENTING BY SOLUTION, OR VALUE RECEIVED......Page 52
THE NESTING CONCEPT......Page 54
NOVEL SEGMENTATION......Page 56
FOCUSING THE EFFORTS......Page 57
5 Customer classification......Page 59
THE PERILS OF SIZEISM......Page 60
KEY ACCOUNTS – OUR MOST IMPORTANT INVESTMENTS......Page 62
A CLASSIFICATION PROCESS......Page 63
6 Account management – being appropriate......Page 79
THE STRATEGIC INTENT......Page 80
NAVIGATING THE JOURNEY......Page 82
ACCOUNT MANAGEMENT......Page 84
THE RELATIONSHIP MODELS......Page 86
Part III Matching......Page 102
7 The people......Page 104
THE PROBLEM WITH BUYERS…......Page 105
THE CUSTOMER’S DMU......Page 106
THE TOOLKIT......Page 107
THE ANALYTICAL TOOLS......Page 108
THE ACTION TOOLS......Page 120
MATCHING - PROTECTING YOUR INVESTMENT
......Page 124
KEY SUPPLIER STATUS – THE BUYER’S AGENDA......Page 125
SUPPLY CHAIN MANAGEMENT......Page 127
SUPPLIER POSITIONING......Page 132
MATCHING – BEING RELEVANT – RAISING OUR STATUS......Page 137
STRATEGIC SUPPLIER STATUS – THE BUSINESS STRATEGY AGENDA......Page 138
NEW TASK, NEW LANGUAGE – REPLACING THE 4 P’S......Page 152
9 The value creation process......Page 154
THE CUSTOMER’S TOTAL BUSINESSEXPERIENCE (TBE)......Page 155
THE CUSTOMER’S ACTIVITY CYCLE......Page 156
LOCK-IN AND COLLABORATION......Page 163
THE ACTIVITY CYCLE IN ACTION......Page 165
THE APPROPRIATE REWARD......Page 166
THE VALUE MACHINE BRAND......Page 169
Part IV Aligning......Page 180
FROM CONCEPTION TO BIRTH, AND BEYOND…......Page 182
SINS AND OBSTACLES......Page 183
THE CRITICAL SUCCESS FACTORS (CSFS)......Page 184
CLARITY OF BUSINESS DRIVERS AND MONEY-MAKING LOGIC......Page 185
CROSS-FUNCTIONAL ALIGNMENT AND FUNCTIONAL EXCELLENCE......Page 186
FUNCTIONAL EXCELLENCE......Page 191
THE RIGHT ATTITUDES......Page 192
KEY ACCOUNT MANAGEMENT PROCESSES......Page 193
MEASURING CUSTOMER PROFITABILITY......Page 194
11 Getting cross-functional teams to work......Page 200
BELBIN’S TEAM ROLES......Page 201
THE TEAM CLOCK......Page 208
THE TEAM LEADER......Page 209
CUSTOMER COLLABORATION......Page 212
INTERPERSONAL SKILLS......Page 213
COMMERCIAL AWARENESS......Page 215
LEGAL AND CONTRACTUAL ACUITY......Page 217
PROJECT MANAGEMENT......Page 218
MAKING GOOD OUR VALUE......Page 219
A REAL-WORLD PROBLEM… OR JUST GOOD NEGOTIATION?......Page 220
12 Leading the change......Page 222
LEADING CHANGE......Page 224
THE CHANGE PROCESS......Page 226
Afterword......Page 234
Getting further help......Page 236
FURTHER READING......Page 237
Index......Page 238
