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Nirmalya Kumar. Value Merchants
Also by the Authors
Table of Contents
PREFACE
ACKNOWLEDGMENTS
ONE. Value Merchants
Customer Value Management: A Progressive, Practical Approach
“Green” Money Versus “Gray” Money
Demonstrating and Documenting Superior Value
How Customer Value Management Leads to Success
Enhancing Business Performance with Customer Value Management
Sonoco: Achieving Superior Business Performance
Promoting a Value-Driven philosophy to Business Markets
Overview of the Book: The Path to Superior Business Profitability
TWO. Conceptualize Value
Defining Customer Value in Business Markets
Conceptualizing Customer Value in Business Markets
Conceptualizing Customer Value to Guide Its Assessment in Practice
The Fundamental Value Equation
The Customer’s Knowledge of Value
Points of Difference, Parity, and Contention
The Three Kinds of Customer Value Propositions
A// Benefits
Favorable Points of Difference
Resonating Focus
Customer Value Propositions and Superior Business Performance
THREE. Formulate Value, Propositions
Hypothesize Present and Potential Valuable Points of Difference
Ascertain Present Points of Difference That Are Likely Valuable
Identify Prospective Changes to Create Superior Value
Conduct Qualitative Research to Refine the Value Proposition
Conduct Focus Groups
Spend a Day in the Life of the Customer
Construct Value Word Equations
Value Word Equations at Rockwell Automation
Value Word Equations at a Commercial Roofer
FOUR. Substantiate Value Propositions
Conduct Customer Value Research
Gain the Customer’s Cooperation
Gather Data
Analyze the Data
Construct a Business Case for Change
Transform a Weak Value Proposition into Resonating Focus
Demonstrate Customer Value Through Value Calculators
Demonstrate Customer Value Through Comparative Tests
Document Actual Customer Value Provided
Quaker Chemical Documents Actual Cost Savings
Demonstrating and Documenting Value Benefits Grainger and Its Customers
FIVE. Tailor Market Offerings
Offer Naked Solutions with Options
Examples of Augmenting Services, Programs, and Systems
Refine Targeting
Differentiating Transactional from Collaborative Customers
Bringing Discipline to Supplementary Services
Understanding the Value and Costs of Supplementary Services
Become More Flexible in Offerings
Reevaluate Existing Standard Services
Reexamine Optional Services
Build Flexibility with New Services
Break Away from the Pack
Tailoring Market Offerings: Dow Corning and Xiameter
SIX. Transform the Sales Force into Value Merchants
Value Merchants Versus Value Spendthrifts
Are Your Salespeople Value Merchants or Value Spendthrifts?
Salespeople Who Are Able to Sell Value and Want To
Fostering Value Merchants
Put a Value-Selling Process and Value-Based Sales Tools in place
Ensure Initial and Ongoing Value-Selling Experiences with Customers
Instill and Invigorate a Value Merchant Culture
How Milliken Transformed Its Sales Force into Value Merchants
SEVEN. Profit from Value Provided
Obtain a Fair Return on Superior Value
Gaining a Price Premium
Improving the Mix of Customer Business
Building the share of Customer Business
Eliminating Value Drains and Leaks
Manage Pricing as if Profitability Depended on It
Value-Based Pricing
Pricing Strategy
Pricing Tactics
Pricing Transactions
Siam City Cement Prices Insee Tong for Value
EIGHT. Prosper in Business Markets
Achieving Superior Business Performance
Business Unit Market Results
Company Performance Measures
Getting Started with Customer Value Management
Generating Initial Success
Building on Initial Success
Continuing to Provide Superior Value
Making Use of Documented Actual Value Provided
Leveraging Learning from Other Served Markets
Uncovering New Value Propositions to Pursue
APPENDIX A. Relating Customer Value and Price
APPENDIX B. PeopleFlo EnviroGear Pump Customer Value Model
NOTES. Chapter I
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Appendix A
Appendix B
INDEX
ABOUT THE AUTHORS
Отрывок из книги
JAMES C. ANDERSON AND
JAMES A. NARUS
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Nirmalya Kumar gratefully acknowledges the following companies and individuals who over the years were kind enough to allow him to test his ideas regarding value in business markets: ACC, Aditya Birla Group (Kumaramanglam Birla, Santrupt Misra), Akzo Nobel, Alcan, Alfred McAlpine, AT&T, Bekaert, Bertelsmann Direct Group (Gerd Bührig, Ewald Walgenbach), BT (Tim Evans, Gavin Patterson), Caterpillar, Chilton, Continental, Dow Chemical (Carlos Silva Lopes), DuPont, Essel Propack (Ashok Goel), Goodyear, Ambuja Cements, Hewlett-Packard, Holcim (Markus Akermann, Paul Hugentobler), Hydro Aluminum, IBM, ICI, ISS, Jardine Matheson, Jotun, Motorola, Nokia, Norwegian Post, Orkla Group (Karin Aslaksen, Ole Enger), RPG Enterprises (Pradipto Mohaptra), Sabic, Shell, Schindler, Tetra Pak, Volvo, WPP Group (Mark Read), and Zensar Technologies (Ganesh Natarajan). He also thanks his colleagues at London Business School and the associate director of the Aditya Birla India Center, Suseela Yesudian-Storfjell.
James A. Narus thanks the following companies and managers for their assistance with this project: W.R. Grace (Larry Golen), Okuma America (Seth Machlus), Sonoco (Vicki Arthur, Greg Powell), Timken Corporation (Brian Berg), and Volvo Trucks (Clay Flynt).
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