The B2B Executive Playbook

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Sean Geehan. The B2B Executive Playbook

CONTENTS

CHAPTER 3. SIX BENEFITS, FOUR STEPS. TAPPING THE POWER OF EXECUTIVE CUSTOMERS

Market and Leadership Team Alignment

Strategic Insight

Marketing Direction

Sales Retention, Penetration, and References

Relevant Innovation

The End Result: SPPG

The B2B Executive Playbook

Step 1: Engage

Step 2: Plan

Step 3: Collaborate

Step 4: Grow

Executive Customer Advocates + Prospects = Explosive Sales Growth

B2B Executive Playbook Scorecard

Just Four Steps

CHAPTER 4. ENGAGE. CREATING A MARKET COLLECTIVE

Defining “Engagement”

Key Characteristics of Executive Customer Engagement

Executive Customer Advisory Councils: The Playbook Cornerstone

Understanding ECACs

The Significance of Emotional Equity

ECACs in Action: Springer Leaps Ahead

Two Key Elements of Strategic Planning

Market-Aligned Planning

MAP Stage 1: Input

MAP Stage 2: Evaluate

MAP Stage 3: Validate & Monitor

CHAPTER 6. COLLABORATE. ELEVATING RELATIONSHIPS AND UNLEASHING INNOVATION

Supercharging Customer Relationships

The B2B Relationship Continuum

Institutionalize Key Account Relationships

Account-Based Innovation

The Benefits of ABI

Customers Stretch Your Thinking

R&D with Built-in Testers, Case Studies, and Testimonials

Increase of Sole-source Sales and Up-selling Opportunities

ABI Engagement Map

The Hierarchy of B2B Customer Engagement

A Relationship Roadmap

CHAPTER 8. IMPLEMENTING THE PLAYBOOK

Playbook Roles and Responsibilities

To the President or CEO (P&L owner of business unit or company)

To Strategy Leaders

To Sales Leaders

To Financial Leaders

To Marketing Leaders

CONCLUSION. LIGHT LIFTING, HIGH IMPACT

Gain Strategic Focus, Clarity, Confidence, and Buy-in

Save Time and Resources

Establish and Increase Leadership Credibility

Create a Purposeful Customer-centric Culture

The Great Marketing Divide

Critical Success Factors of B2B Marketing

Critical Success Factor #1: The Customer Controls Your B2B Brand and Position

Critical Success Factor #2: Maximize Marketing’s ROI. Part A: Move Up the Food Chain—The Decision Makers Control Your Fate

Part B: Make Your Current Customers Your Priority

Critical Success Factor #3: The Voice of the User ≠ the Voice of the Customer

Critical Success Factor #4: Applying the Right Program to Drive Leads and Sales

Summary

Turning Point

Building the Customer Roadmap

Continuing the Journey: Engaging Directly with Key Customers

Acting on Customer Input

Creating Sustainable Results through a Culture of Competition and Governance

Driving Oracle’s Strategy, Direction, and Decision Making

The Payoff

The Journey Continues

Market Insight Strategic Planning

SPRINGER TAPS EXECUTIVE CUSTOMERS FOR STRATEGIC TRANSFORMATION

Setting the Stage for Strategic Market Insight

Advancing the Model

Customer Retention and Advocacy

Bringing It All Together

ACKNOWLEDGMENTS

The B2B Playbook

Geehan Team

Financial Research

The Reviewers

Case Studies and Key Content Contributors

Mentors, Advisors, Influencers, and Friends

Family

Отрывок из книги

FOREWORD by David G. Thomson

Chapter 1: SETTING THE STAGE

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At Celestica, there are less than 20 decision makers among the 10 customer companies that make up 90 percent of the company’s annual revenues. Sometimes there is just one decision maker in a customer company, sometimes it is a two- or three-person executive committee that makes the final decision to buy. Regardless, in the B2B world, while a large number of people may be involved in a sale, very few of them control your fate.

To Whose Voice Do You Listen? Whose Voice Do You Hear?

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