Integrated Product and Sales Management in B2B : Developing, Managing and Selling Technology Based Industrial Products Profitably / / Claus Tintelnot

• Autore: Tintelnot Claus
• Pubblicazione: Wiesbaden, Germany : , : Springer Fachmedien Wiesbaden GmbH, , [2023]; ©2023
• Edizione: First edition.
• Descrizione fisica: 1 online resource (318 pages)
• Disciplina: 658.804
• Soggetto topico: Industrial marketing; Product management; Sales management
• Nota di bibliografia: Includes bibliographical references.
• Nota di contenuto: Intro -- Preface -- Contents -- 1 Classification of Integrated Product and Sales Management -- Abstract -- 1.1 Corporate Strategy -- 1.1.1 Defining a Business Mission -- 1.1.2 Achieving Expected Business Success -- 1.1.3 Partnerships for Achieving Corporate Goals-Make or Buy, Company Foundation or M& -- A -- 1.2 Leadership, Management, and Self-Management -- 1.3 Organization of Product and Sales Management -- 1.3.1 Organization of Product Management in the Matrix -- 1.3.2 Organizational Structures for Product and Sales Management -- References -- 2 Product Management -- Abstract -- 2.1 Basics of Product Management -- 2.2 Strategic Core Functions and Tasks of Product Management -- 2.2.1 Competitive Strategy -- 2.2.1.1 Factors Influencing Competitive Strategy -- 2.2.1.2 Technology Competence of Competitors -- 2.2.1.3 Price Competition and Management -- 2.2.2 Product Strategy and Innovation Management -- 2.2.2.1 Price Positioning -- 2.2.2.2 Product and Performance Focus -- 2.2.2.3 Innovations and Synergies-Standardization Versus Individualization -- 2.2.2.4 Service as Differentiation and as a Business Model -- 2.3 Market Strategy -- 2.3.1 Strategic Planning Scenarios and Objectives -- 2.3.1.1 Market Research for Customer Behavior and Needs -- 2.3.1.2 Market Research for Competitor Behavior and Their Offerings -- 2.3.2 Product and Service Planning -- 2.3.2.1 Product and Service Roadmap -- 2.3.2.2 Medium and Long-term Planning -- 2.3.3 Product and Service Controlling -- 2.4 Product Creation Process and Value Chain up to Market Launch -- 2.4.1 Research-Basic Research and Applied Research (Basic Development) -- 2.4.2 Technology development -- 2.4.3 Pre-development and Product Development -- 2.4.4 Development of Hardware, Software, and Services-Influence of Digitalization and Industrial IoT -- 2.4.4.1 Development with Target Costing. ; 2.4.4.2 Commercial and Technical Value of a Solution -- 2.4.5 Product Types and Appropriate Product Development -- 2.4.5.1 Development of Standard Products and Components with Long-term Planning -- 2.4.5.2 Development of Customer Specific Products-Solution Business -- 2.4.6 Classic Product Development Versus Agile Development Methods -- 2.4.6.1 Classic Methodical Product Development with Evaluation Steps and Gates -- 2.4.6.2 Agile Development Methods -- 2.4.7 Problem Solving and Innovations through Knowledge and Creativity Techniques -- 2.4.8 Partnerships and Contracting out in Product Development -- 2.4.9 Laboratory Tests, Approvals, Listings, and Patent Applications -- 2.4.10 Parallel Development of Product and Production Technology-Simultaneous Engineering -- 2.5 Market Launch and the Roles of Product Management, Sales, and Marketing -- 2.5.1 Internal Training for Own Sales Staff, Sales Representatives, and Distributors -- 2.5.2 Industry, In-house Exhibitions, and Web Presence (Digital Touchpoints) -- 2.5.3 Individualization of Products and Services in B2B -- 2.5.3.1 Customer Specific Products -- 2.5.3.2 Individual Project Business such as Special Machinery and Plant Engineering -- 2.5.3.3 Special Components and Subsystems (OEM Business) -- 2.6 Commissioning, Maintenance, and IIoT Services -- 2.7 Product Life Cycle, "End of Life" of Products, and Requirement for Durable Products -- 2.8 Evaluation and Risk Assessment-Selected Tools for Product and Sales Management -- 2.8.1 Risk of Innovations according to Specht and Beckmann -- 2.8.2 Project Evaluation according to Arthur D. Little -- 2.8.3 SWOT Analysis -- 2.8.4 Strengths-Weaknesses Profiles with "Pros and Cons" -- 2.8.5 Success Factor Analysis -- 2.8.6 ABC Analysis for Classification of Products, Customers, and Other Services -- 2.8.7 Strategy Portfolios. ; 2.8.7.1 Strategy Portfolio According to BCG (4-Field Matrix) -- 2.8.7.2 McKinsey Strategy Portfolio (9-field Matrix) -- 2.8.8 Waterfall vs. Pie Charts -- 2.9 Weaknesses of Product Management-Organizational Responsibilities -- Anchor 60 -- References -- 3 Sales Management -- Abstract -- 3.1 Sales Strategy and Objectives-What is Sales? -- 3.2 Competitors and Own Company-Customer Surveys -- 3.3 Differentiation from Competitors -- 3.3.1 Differentiation Through Product Offerings and Service -- 3.3.2 Differentiation Through Branding -- 3.4 Decision-Makers at the Customer and Influencing Factors -- 3.5 Sales Organization and Sales Control -- 3.5.1 Organizational Structure and International Sales Territories with Subsidiaries in Direct Sales -- 3.5.2 The Dilemma of the Matrix-Products, Industries, and Regions or Countries -- 3.5.2.1 Customers in the Value Chain in B2B and B2D -- 3.5.2.2 Field Sales for Direct Business in B2B -- 3.5.2.3 Specialized Sales for Direct Business of Products and Services in B2B -- 3.5.2.4 Key Account and OEM Support for Direct Business in B2B -- 3.5.3 Multichannel Distribution -- 3.5.3.1 Indirect Sales via Representative and Distributers-B2D2B -- 3.5.3.2 E-commerce with Sales Portals and Integrated Systems in B2B, B2D, and C2O -- 3.5.3.3 Project Business with Customers, End Customers or Plant Operators -- 3.5.4 Sales Steering with Customer Prioritization -- 3.5.4.1 Sales Control with International Pricing -- 3.5.4.2 Sales Steering with Sales Back-office -- 3.5.4.3 Value- and resource-oriented Sales Management -- 3.6 Target Agreements in Sales-Motivation Through Salary, Bonuses, and Incentives -- 3.6.1 Bonus System and Performance Measures -- 3.6.2 Target Agreements -- 3.6.3 Control Measures to Prevent Bonus Manipulations -- 3.7 Sales Controlling, Reporting, and Supply Chain Management. ; 3.7.1 Basic Aspects of Controlling-Based Sales Management -- 3.7.2 Controlling of Revenue and Margin Development -- 3.7.3 Sales Reporting -- 3.7.3.1 Revenue, Cost, and Profit Planning -- 3.7.3.2 Deviations from the Plan and the Budget -- 3.7.3.3 Monthly Reporting with Highlights and Lowlights -- 3.7.4 Planning Calendar and Sales Forecast -- 3.7.5 Sales Process with CRM Systems, Digital Touchpoints, and Print Media -- 3.8 Sales Training and Coaching -- 3.8.1 Product and Service Trainings -- 3.8.2 Improving Sales Process and Personnel Development -- 3.8.2.1 Individual Sales Coaching -- 3.8.2.2 Individual Personality Coaching for Sales Staff and other Functional Areas -- Anchor 42 -- References -- 4 Customer Contact and Sales Conversation -- Abstract -- 4.1 Building and Maintaining Relationships (Relationship Management) -- 4.2 Cultural Fit-Appearance in Sales-Compliance -- 4.2.1 Kindness and Empathy with Customers -- 4.2.2 Appearance in Sales -- 4.2.3 Compliance -- 4.3 Sales versus Consulting -- 4.4 Who is the Right Contact Person at the Customer? -- 4.4.1 Selling-Center Meets Buying-Center -- 4.4.2 Decision-Maker Pyramid-Speaking Time with Influential People -- 4.5 The Sales Conversation and the Customer Relationship -- 4.5.1 Salesmen Personalities -- 4.5.2 Forms of Personal and Impersonal Sales -- 4.5.3 Preparation and Follow-up of Customer Contacts with CRM Systems -- 4.5.4 Cold Acquisition versus Hot Acquisition -- 4.5.4.1 Cold Calling with Software Support and Telephone Contact -- 4.5.4.2 Warm Acquisition-Sales Leads, Funnel, Pipeline -- 4.5.5 Technical Articles and Conference Contributions -- 4.5.6 Customer Visits or Video Conferences with Appointment and Offers -- 4.5.6.1 Preparation of Customer Visits-Travel Planning, Samples, and Presentations -- 4.5.6.2 Sales Conversations-Who is Likely to Participate and Who Should Participate?. ; 4.5.6.3 Touchable Samples and Product Presentations with Software -- 4.5.6.4 Accelerate and Record Sales Negotiations -- 4.5.6.5 Follow-up in Sales Processes -- 4.5.6.6 Customer Retention and Effort for Customer Recovery -- 4.6 The Offer and the Purchase Agreement -- 4.6.1 Offer Price, Invoice Price, and Conditions -- 4.6.2 Purchase Contract, Work Contract, Terms and Conditions, SLAs, Liability, and Listings -- 4.6.3 Customer Inquiry Management -- 4.7 Customer Journey and Customer Experience -- 4.7.1 Sales is the Voice of the Customers within the Company -- 4.7.2 Customer Satisfaction with Product or Service-Pre- and After-Sales -- 4.7.3 Customer Satisfaction with Delivery Performance, Payment Terms, Payment Arrears, and Complaint Processing -- 4.7.4 Customer Satisfaction Studies Based on Customer Surveys -- 4.8 Work-Life Balance -- Anchor 37 -- References.
• Titolo autorizzato: Integrated Product and Sales Management in B2B
• ISBN: 3-658-42227-0
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910799224303321
• Lo trovi qui: Univ. Federico II