Оглавление
Valerie Mathieu. A Customer-oriented Manager for B2B Services
Table of Contents
List of Tables
List of Illustrations
Guide
Pages
A Customer-oriented Manager for B2B Services. Principles and Implementation
Foreword
Preface
Introduction to Part 1
1. Customer Orientation. 1.1. Outlines and challenges of customer orientation
1.1.1. Customer orientation framework. 1.1.1.1. Customer and market orientation
1.1.1.2. Customer orientation between cultural and behavioral approaches
1.1.2. Benefits of customer orientation
1.1.2.1. Customer orientation and company performance
1.1.2.2. Customer orientation and its impact on the customer
1.1.2.3. Customer orientation and its impact on the employee
1.1.3. Implementing customer orientation
1.1.3.1. Commitment of top management
1.1.3.2. Manager’s adhesion
Box 1.1.Testimony of Matthieu Somekh (CEO and Co-Founder of ZEBOX, Former President of France is AI and Former Director of Entrepreneurship and Innovation at the École Polytechnique)
1.2. Marketing as the source of customer orientation
1.2.1. Marketing as a corporate culture
1.2.1.1. The customer at the heart of the marketing concept
1.2.1.2. The search for a balance between satisfaction and benefit
1.2.2. Strategic marketing
1.2.2.1. Knowledge of the market and the environment
1.2.2.2. Positioning the offer
1.2.3. Operational marketing
1.2.3.1. The marketing mix
1.2.3.2. Expanding the marketing mix
1.3. The manager’s customer orientation in response to marketing issues
1.3.1. Restricted marketing. 1.3.1.1. Credibility crisis
1.3.1.2. Difficulty of implementation
1.3.1.3. Customer orientation as an extension of marketing skills at the managerial level
1.3.2. Marketing exposure to technological challenges. 1.3.2.1. The digital revolution
1.3.2.2. Artificial intelligence
1.3.2.3. The manager’s customer orientation as the human face of marketing
2. Reality and Challenges of Service. 2.1. Economy and service: from data to discourse
2.1.1. The economic weight of service. 2.1.1.1. Service in general
2.1.1.2. The B2B service
Box 2.1.Business services according to INSEE2
Box 2.2.Dynamism of business services
2.1.2. Discourses on service
2.1.2.1. Post-industrial thesis
2.1.2.2. Neo-industrial thesis
2.1.2.3. Towards complementarity between industry and service
2.2. Defining the service
2.2.1. The organizational angle: the concept of servuction
2.2.1.1. Elements necessary for the production of the service
2.2.1.2. Co-production of the service
2.2.1.3. The B2B manager facing servuction
2.2.2. The market angle: a process and an outcome
2.2.2.1. Letting the client speak
2.2.2.2. Customer experience issue
2.3. Characteristics of the service
2.3.1. Intangibility. 2.3.1.1. Two dimensions of intangibility
2.3.1.2. Managing the client’s perceived risk
2.3.2. Simultaneity. 2.3.2.1. Direct consequence of servuction
2.3.2.2. Managing the interaction between the client and the provider
2.3.3. Heterogeneity. 2.3.3.1. Heterogeneity factors
2.3.3.2. Managing service quality
2.3.4. Perishability. 2.3.4.1. Lack of stock
2.3.4.2. Managing the service capacity
Box 2.3.Testimony of Bernard Greder (Managing Director of the Ortec Group)
3. Markers of B2B. 3.1. Reality of the market
3.1.1. Market option. 3.1.1.1. Outsourcing, the driving force behind service companies
Box 3.1.Revealing semantics
3.1.1.2. Transaction costs theory
3.1.2. Derived demand
3.1.2.1. Concept of the industrial sector
3.1.2.2. Risks and opportunities associated with the industrial sector
Box 3.2.Testimony of Olivier Carlat (Director of Training and Social Development, Veolia Group)
3.2. The relational issue
3.2.1. Framework of the client-provider relationship. 3.2.1.1. Characteristics of the relationship
3.2.1.2. Relationship as an investment
3.2.2. Relational excellence
3.2.2.1. Building trust
3.2.2.2. Rehabilitating emotion
Box 3.3.Testimony of Guillaume Reynaud (Sales Director France, Dedalus)
Introduction to Part 2
4. Modeling the Industrial Sector. 4.1. Direct market
4.1.1. Knowing one’s market in its entirety
4.1.1.1. Defining it
4.1.1.2. Evaluating it
Box 4.1.Growth factors in the environmental services market
4.1.2. Segmentation
4.1.2.1. Specificities of B2B segmentation
4.1.2.2. Challenge of segmentation in service activities
4.1.2.3. Managers facing segmentation
4.1.3. Targeting. 4.1.3.1. Principle of targeting
4.1.3.2. Challenges of targeting for managers
Box 4.2.Client portfolio analysis
4.2. Indirect actors
4.2.1. Identifying the actors. 4.2.1.1. Vertical players
4.2.1.2. Horizontal actors
4.2.2. Managers’ responsibility towards indirect actors
4.2.2.1. Assessing actors
Box 4.3.Sector vision to enrich the offer
4.2.2.2. Deploying a relationship strategy
4.2.2.3. Diversifying its anchor points
4.2.2.4. Building an offer
Box 4.4.Building an offer for indirect actors10
Box 4.5.Testimony of Laurent Barrieux (Managing Director and Chairman of the Board of Green Gas International)
5. Understanding the Purchase. 5.1. Buying center concept
5.1.1. Composition of the buying center. 5.1.1.1. Roles
5.1.1.2. Diversity of profiles and expectations
5.1.2. The buyer
5.1.2.1. Reality and challenges of the purchasing department
Box 5.1.Actors in service procurement4
5.1.2.2. From the cost killer to the value incubator
Box 5.2.Sustainable procurement14
5.2. Buying process
5.2.1. The launch
5.2.1.1. Recognition of a need
5.2.1.2. Service specification
5.2.1.3. The search for providers
5.2.1.4. Manager’s mission: upstream lobbying
5.2.2. Call for tenders
5.2.2.1. General characteristics of the call for tenders
5.2.2.2. Manager’s mission: writing the proposal
5.2.3. From short list to contract
5.2.3.1. Creating a short list of providers
5.2.3.2. Negotiation
5.2.3.3. Contractualization
5.2.3.4. Manager’s mission: to be reactive
Box 5.3.Testimony of Antoine Imbault (ANCuisine Manager, Flyin’Chef Franchisee)
6. Identifying Service Targets. 6.1. Different types of targets
6.1.1. Targets within the direct client organization
Box 6.1.Direct client service targets
6.1.1.1. The beneficiary
6.1.1.2. The facilitator
6.1.1.3. The observer
6.1.2. Targets in the sector
6.1.2.1. Targets in the indirect client organization
Box 6.2.A client tells his story
6.1.2.2. Broadening our vision of targets
6.2. Target satisfaction challenge
6.2.1. The notion of satisfaction
6.2.1.1. Reference framework
6.2.1.2. The specific context of B2B services
6.2.2. Measuring satisfaction. 6.2.2.1. Methods
6.2.2.2. The gap model
Box 6.3.Testimony of Christian Mayeur (Director of Development and Innovation, AFNOR Group)
Introduction to Part 3
7. Acting Against the Risk of Commoditization. 7.1. Understanding the phenomenon of the offer commoditization
7.1.1. Characteristics of a commoditized market
7.1.2. Explanatory factors
7.1.2.1. Evolution of client behavior
7.1.2.2. Market transformation
7.1.2.3. Technological change
7.1.3. The commoditization trap
7.1.3.1. Verifying the reality of commoditization
7.1.3.2. Falling into the trap or avoiding it
Box 7.1.Testimony of Martin Dubar (Managing Director, Garig)
7.2. Countering the commoditization of the offer
7.2.1. Strategies for presenting the offer
7.2.1.1. Enhancing the value of the offer through risk
Box 7.2.The risk of improper subcontracting6
7.2.1.2. Enhancing the value of the offer through profitability
Box 7.3.Total cost of ownership applied to fleet management7
7.2.2. Strategies for enriching the offer
7.2.2.1. Bringing additional value to the customer
7.2.2.2. Proposing a solution offer to the customer
Box 7.4.The 4PL provider, the global logistics solution10
8. Formalizing Your Offer. 8.1. Positioning the offer
8.1.1. The notion of positioning
8.1.1.1. The importance of positioning
8.1.1.2. The two dimensions of positioning
8.1.2. The manager and positioning
8.1.2.1. Broadening the competitive vision
8.1.2.2. Articulating a clear discourse
8.1.2.3. Ensuring consistency
8.2. Design of the service offer
8.2.1. Structure of the service offer
8.2.1.1. Core service and peripheral services
8.2.1.2. Multi-business reality in B2B services
Box 8.1.Multiservice4
8.2.2. Service innovation
8.2.2.1. Challenges of service innovation
8.2.2.2. Levels of innovation in the service offer
Box 8.2.Enriching a peripheral service6
8.2.2.3. Co-creation and co-construction
Box 8.3.Testimony of Éric Texier (Founder of BeNova and eeVee Partner – ex-VP Innovation Sodexo Group)
8.3. Plasticity of the service offer
8.3.1. Levels of plasticity
8.3.1.1. Overall plasticity of the offer
8.3.1.2. Plasticity of service attributes
Box 8.4.Multilingual customer service7
8.3.2. Presentation of the service offer
8.3.2.1. The notion of bundling
8.3.2.2. Limits of bundling
9. Taking Care of One Commercial Action. 9.1. Commercial proposal
9.1.1. Documents and materials
9.1.1.1. Tangible elements of the service
9.1.1.2. Potential for increasing the value of the offer
9.1.2. Oral presentation
9.1.2.1. Verbal part
9.1.2.2. Non-verbal part
9.2. Commercial negotiation
9.2.1. Preparing for the negotiation
9.2.1.1. Understanding the context of the negotiation
9.2.1.2. Defining one’s position
9.2.2. Negotiating
9.2.2.1. Listening
9.2.2.2. Emotional intelligence
Box 9.1.Testimony of an operations manager
Introduction to Part 4
10. Unlocking Human Potential. 10.1. Associating the client
10.1.1. Principles of client participation in the service. 10.1.1.1. Reality
10.1.1.2. Issues
10.1.2. A more complex reality in B2B. 10.1.2.1. Moments
10.1.2.2. Participants
10.1.3. The manager orchestrates the client’s participation
10.1.3.1. Decrypting
10.1.3.2. Accompanying
Box 10.1.Supporting targets to achieve participation4
10.1.3.3. Checking
Box 10.2.Testimony of Bertrand Falcotet (Partner, Valtus)
10.2. Mobilizing the team
10.2.1. A team in a service situation
10.2.1.1. Challenges of front line employees
10.2.1.2. Front line employees with a B2B environment
Box 10.3.Feedback from an employee on a client assignment7
Box 10.4.Testimony of a client site manager
10.2.2. An expanded team. 10.2.2.1. Outlines
10.2.2.2. Promoting horizontality
10.2.3. Customer-oriented leadership
10.2.3.1. Taking care of one’s teams
10.2.3.2. Taking care of oneself
11. Managing Service Operations. 11.1. Operational efficiency
11.1.1. Operational effectiveness framework. 11.1.1.1. Purpose
11.1.1.2. Implementation
Box 11.1.Operational efficiency as a strategic focus3
11.1.2. Specificities of operational efficiency in services. 11.1.2.1. A contributing client
11.1.2.2. Process variability
11.2. Manager’s responsibility for customer-oriented operations
11.2.1. Operations and quality of service
11.2.1.1. Alignment with customer expectations
11.2.1.2. Coordination between back office and front office
11.2.2. Operations and service experience
11.2.2.1. Customer experience
11.2.2.2. Employee experience
Box 11.2.Simplified service processes5
11.2.3. Operations and profitability
11.2.3.1. Process standardization
11.2.3.2. Technologies and the process
Box 11.3.Testimony of Jérôme Ricard (Product Marketing Manager HCM Solutions, CEGID)7
12. Marketing the Tangibles. 12.1. Tangible elements of the service
12.1.1. Nature of tangible elements. 12.1.1.1. Two realities
12.1.1.2. Tangibles at the customer’s premises in B2B
12.1.2. Dual function of tangible elements
12.1.2.1. Operational function
Box 12.1.Management of the Machine Pool1
12.1.2.2. Marketing function
Box 12.2.The design of customer documentation2
Box 12.3.Personal protective equipment
12.2. Challenges of tangibles. 12.2.1. The human being in a physical environment
12.2.1.1. Stimulus–response model
12.2.1.2. Manager’s responsibility
12.2.2. Tangible element of the service brand
12.2.2.1. Service brand challenges
Box 12.4.Rebranding
12.2.2.2. Manager’s responsibility
Conclusion
References
Index
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