18. Customer Acquisition and Retention Business Market Management, 3 rd edition Chapter 10- Acquire Customer Foot-in- The Door Follow-on Sales Other Sales Retain Customer Time Revenue
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21. HP’s Migration Strategy Business Market Management, 3 rd edition Chapter 10- Develop trusted advisor relationship Migrate up to IT Infrastructure and enterprise-wide solutions Start where HP has a price/performance advantage
33. III. Delivering Superior Value with Relationship-Specific Offerings Business Market Management, 3 rd edition Chapter 10-
34. Flaring Out from the Industry Bandwidth Business Market Management, 3 rd edition Chapter 10- a d b c Pure Transactional Exchange Flaring Out By Unbundling Focal Industry Flaring out with Augmentation Pure Collaborative Exchange
35. Construct Relationship-Specific Market Offerings Business Market Management, 3 rd edition Chapter 10- Flare Out from Industry Bandwidth Supplier firm tries to gain a competitive advantage over other suppliers by better meeting customer requirements and preference sin both collaborative-emphasis and transaction- emphasis segment Flare Out by Unbundling Eliminate certain standard elements from the market offering entirely or transform them into options Flare Out with Augmentation Draw on the practices of more collaborative industries and add new programs and systems that collaborative accounts will value to the standard offering or as options
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42. IV. Managing a Portfolio of Customers Business Market Management, 3 rd edition Chapter 10-
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46. The Loyalty Ladder Business Market Management, 3 rd edition Chapter 10- Willing to pay a premium Actively seeks to expand relationship Buys a bundle of products Skeptic— Willing to be convinced Enthusiastic Advocate Invests in the relationship Switcher—will buy if the price is right Cynic—won’t buy
47. The Loyalty-Customer Management Effort (Cost-to-Serve) Framework Business Market Management, 3 rd edition Chapter 10- Most Valuable Customer (MVC) Partner Switcher Undesirable Customers Customer Management Effort Position on the Loyalty Ladder Lo Hi
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50. Motorola’s Statement of Partnership Goals Chapter 10- Business Market Management, 3 rd edition Objective I Objective II All partnership programs such as codesign or joint development will result in profits for both Motorola and its partner firm. Motorola’s sales to the partner firm will be substantial or exhibit significant growth potential. Objective III Objective IV Motorola should have a significant, if not exclusive, share of the partner’s business. The partnership should contribute to the achievement of Motorola’s technology roadmap goals.
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52. V. Sustaining Customer Relationships Through Connected Relationships Business Market Management, 3 rd edition Chapter 10-
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56. VI. Looking Ahead—A Final Thought on Managing Customers Business Market Management, 3 rd edition Chapter 10- “ Whom we serve affects what we are, and what we are affects whom we can serve.”
