book

Winning with Customers: A Playbook for B2B

Name: Winning with Customers: A Playbook for B2B
ISBN: 9780470547991

by D. Keith Pigues, Jerry Alderman

August 2010

Intermediate to advanced

464 pages

11h 9m

English

Wiley

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Copyright
Foreword
Preface
How Is the Book Organized?Case StudyWeb Site and Community
Acknowledgments
Jerry Alderman
Introduction
1. Why We Lose
1.1. Six Reasons Why We Lose1.1.1. We Lose Because We Don't Understand the Customer's Perspective1.1.2. We Lose Because There Is Not Enough Quantitative Rigor1.1.3. We Lose Because the Organization Is Not Aligned or Involved1.1.4. We Lose Because the Data Collected Never Finds Its Way into Planning or Execution1.1.5. We Lose Because of Reliance on Individual Surveys versus a Continuous Process1.1.6. We Lose Because There Is No Systematic Playbook1.2. Is This Book for You?1.3. Why This Book Is Important1.4. What Will You Learn?1.5. Is Now the Time?1.6. Summary
2. Define Winning
2.1. The Big 62.2. Where Does This Book Fit in the World of Profit Growth Solutions?2.3. Building the Foundation: Does Your Customer Make More Money by Doing Business with You Relative to Your Competitors?2.3.1. Adding Value Exchange to the Picture2.4. Revenue, Cost, and Profits2.5. Summary
3. The Playbook
3.1. Defining the Playbook3.2. Play 1: Discover3.2.1. What Is Discover?3.2.2. What Do You Get?3.3. Play 2: Analyze3.3.1. What Is Analyze?3.3.2. What Do You Get?3.3.3. Management Decisions: The Missing Play3.4. Play 3: Execute3.4.1. What Is Execute?3.4.2. What Do You Get?3.5. Play 4: Measure3.5.1. What Is Measure3.5.2. What Do You Get?3.5.2.1. A Few Additional Insights3.6. Play 5: Certify3.6.1. The People3.6.2. What Do You Get?3.7. Play 6: CVC Management System3.7.1. What Is the CVC Management System3.8. Key Philosophies3.9. The Role of Technology3.10. The Maturity Model3.11. Summary
4. Winning Metrics
4.1. The History of Our Metrics4.2. Developing the Metrics4.3. The Winning with Customer Metric4.4. Exploring Differential Value Attributes4.5. Exploring the DVP%4.5.1. The Different Snapshots of Your DVP4.6. Using DVP% on an Aggregated Business Level4.7. Summary
5. What Does Your Customer Think?
5.1. Get on the Field5.2. The Discover Play5.2.1. Prepare5.2.2. Conduct the Interview5.2.3. Capture Data5.3. Do My Customers Care ... Will They Talk?5.4. The Discover Process: Prepare5.4.1. Do I Really Have To?5.5. Let's Prepare5.5.1. Building the Word Story5.5.2. Building the Quantitative Story5.5.3. Building the Interview Guide5.6. Who Should You Interview?5.6.1. The Value Chain5.7. Who Conducts the Interview?5.8. The Discover Process: Conduct the Interview5.8.1. Interview Guidelines5.8.2. The Interview5.8.3. Method of Collecting Customer Data5.8.4. How Often Should Customers Be Interviewed?5.9. The Discover Process: Capture Data5.9.1. What to Capture During an Interview5.9.2. The Discover Process: Customer Follow-Up5.10. The Discover Process: Quick Wins5.11. You Will Go Broke Doing What the Customer Says5.11.1. How Technology Can Help5.12. Summary

6. Informing Decisions
6.1. What Is Analyze?6.2. What You Get6.3. Generating Actionable Insights6.4. Interpret One Interview6.4.1. Overall DVP%6.4.2. Value Attributes Interpretation6.4.3. Moving on to Multiple Customers6.5. Assemble the Data6.5.1. Outside-In Data6.5.2. Inside-Out Data6.6. Determining Scope6.7. Identify and Assign Analysts6.8. Understanding Your Current Differential Value Proposition6.8.1. What Is Your Current Differential Value Proposition?6.8.2. Which Investments Are Underperforming or Wasteful?6.8.3. How Does Your DVP Vary among Traditional Customer Segments?6.8.4. Are We Being Rewarded for the Value We Create?6.8.5. What Is Our Value Capture Risk Going Forward?6.9. Turning Customer Needs into Potential Projects6.10. What Are the Top 10 Investments to Make?6.11. How Can Customers Be Segmented According to Their Needs?6.12. Turning Initiatives into Investment Decisions6.13. Setting Value Creation Goals6.14. Estimating Investment Required6.15. Setting Value Capture Goals6.16. Initiatives to Investment Portfolio6.17. Insights to Decisions6.18. Connecting Insights to Process Organizations6.19. Encourage Ad Hoc Analysis6.20. Empower Resources to Become Analysts6.21. Benefits of Technology6.22. Summary
7. Executing Value Creation and Value Capture
7.1. What Is Execute?7.2. A Quick Recap and Chapter Setup7.2.1. The Say-Do Gap7.3. Building a Plan for Your Customer7.3.1. The Process of Building Plans7.3.2. What You Said7.3.3. What Are We Going to Do?7.3.4. Other Initiatives7.3.5. What Are We Not Doing?7.3.6. Status of Our Actions7.4. Plan Value Capture7.4.1. A Plan Just for You, Not to Share7.4.2. Figuring Out Your Financial Driver7.4.3. Our Next Book7.5. Gain Customer Alignment7.6. Providing a Technology Assist7.7. The Vault7.8. Summary
8. The Scoreboard
8.1. Finding Our Place on the Field8.2. The Process8.3. Collecting the Scorecard Data8.3.1. Measuring Value Creation8.3.2. Measuring Value Capture8.4. Building the Basic Scoreboard8.4.1. A Scoreboard Story Setup8.4.2. The Scoreboard Story8.4.3. More Points on This Story8.5. Advanced Scoreboard Topics8.5.1. How Has Our DVP Changed?8.5.2. Are We Being Rewarded for the Value We Create?8.6. Measuring CVC Activity for the Scoreboard8.6.1. Examples8.7. Continuous Improvement8.7.1. Examples of Things That Take Time8.8. How Technology Helps8.9. Summary8.9.1. The Crystal Ball
9. Getting Started
9.1. Kickoff9.1.1. If Not Now, When?9.1.2. Understand and Align with the Need9.1.3. Establish Champions9.1.4. Take Initiative9.1.5. Become an Expert9.1.6. Achieve Early Success9.1.7. Find a Champion9.2. Fielding a Team9.2.1. Winning with Customers Is a Team Sport9.2.2. Choosing the Team9.2.3. Include Sales or Do Not Proceed9.3. Enrolling the Team: It Is How You Do Business9.4. Without the Customer There Is No Team9.5. Start Small and Grow9.5.1. Start Small but Not Too Small9.5.2. Start with "Friendlies"9.6. The First Project9.6.1. Prepare Like Crazy9.6.2. Conduct Customer Interviews9.6.3. Turn Data into Actionable Plans9.6.4. Get into Action9.6.5. Communicate Findings9.6.6. Follow Up with Customers9.7. Summary
10. Sustaining and Scaling: The Maturity Model
10.1. The Hurdles We Faced10.2. Sticking to It: Maturity Model10.2.1. This Is Not a Project10.2.2. Maturity Happens in Four Stages10.2.3. The Team Will Change10.2.4. The Culture Will Change10.3. Sustaining and Scaling10.3.1. Connect All Employees to Customer Value10.3.2. Align Leadership with Stage of Maturity10.3.3. Create a Capability10.3.4. Define and Establish Process10.3.5. Define Scope and Set Expectations10.3.6. Implement Technology10.4. Summary
Afterword
10.5. In the Beginning10.6. A Few Highlights10.6.1. Why We Lose—Why We Win10.7. Get into Action
About the Authors
10.8. D. Keith Pigues, Senior Vice President and Chief Marketing Officer, Ply Gem, Inc.10.9. Jerry Alderman, Chief Executive Officer, Valkre Solutions, Inc.
About the Contributors
10.10. Brian Kiep, Vice President, Valkre Solutions, Inc.10.11. Alex Monacelli, Vice President, Valkre Solutions, Inc.10.12. Matthew Cobb, Director of IT, Valkre Solutions, Inc.10.13. Gabriel Lerner, Lead Software Architect, Valkre Solutions, Inc.
A. Our Approach to Certification and Building Capability
A.1. Building CapabilityA.2. AcademyA.3. Render
B. A Little More Background on Outside-In
B.1. How Did Outside-In Originate?B.1.1. Human NatureB.1.2. Operational OutlookB.1.3. Data AvailabilityB.2. What Is Outside-In?B.3. Why Now?B.4. Summarizing Outside-InB.4.1. Case Study: Pepsi versus Coke

Content preview from Winning with Customers: A Playbook for B2B

About the Contributors

Brian Kiep, Vice President, Valkre Solutions, Inc.

Brian Kiep is a vice president of Valkre Solutions and is responsible for solution development and customer engagements. Over the past several years, Brian has worked directly with the authors and Owens Corning to expand on Customer Value Creation theory and turn it into products and capabilities that organizations can own. To do so, Kiep leaned on deep experience in the strategies, processes, and technologies surrounding Customer Value Management and Customer Relationship Management across many industries, including telecommunications, health care, financial services, building materials, and technology. As a result, Kiep has developed extensive skills in general management, e-commerce, B2B marketing and sales, and change management. Kiep is a graduate of the Chicago Booth School of Business (MBA) and the University of Illinois at Urbana-Champaign (Engineering). In his spare time, he enjoys time with his family, cheers on the Fighting Illini and the Chicago Bears, and plays golf with his friends.

Alex Monacelli, Vice President, Valkre Solutions, Inc.

Alex Monacelli is a vice president at Valkre Solutions and is responsible for customer engagements. Over the past several years, Monacelli has worked directly with Owens Corning and various Fortune 500 clients to develop their internal Customer Value Creation capabilities. Through this work, Monacelli has developed expertise in project management, change management, ...

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