Business Market Management ^{3rd Ed.}

For Business-to-business marketing courses. Anderson builds the book around a framework of understanding, creating, and delivering value.

• Section I: Introduction and Overview
• Chapter 1: Business Market Management: Guiding Principles
• Overview
• Value as the Cornerstone of Business Market Management
• What is Value in Business Markets?
• Assessing Value in Practice
• Managing Business Market Processes
• Shareholder Value, Business Processes, and Marketing
• Core Business Processes
• Contributions of Marketing
• Business Market Management and Business Marketing
• Business market processes
• Business marketing
• Doing Business Across Borders
• Language and Culture
• Cross-Border Negotiation and Dispute Resolution
• Cross-border negotiations
• Cross-border dispute resolution
• Currency Exchange and Payment Risk
• Working Relationships and Business Networks
• Work Teams
• Working Relationships
• Collaborative relationship agreements
• Collaborative relationship development
• Business Networks
• Business network characteristics
• Analyzing business networks
• Summary
• Section II: Understanding Value
• Chapter 2: Market Sensing: Generating and Using Knowledge About the Market
• Overview
• Defining the Market
• Market Segmentation
• Conventional bases of segmentation
• Progressive bases of segmentation
• Determining Market Segments of Interest
• Market segment size and growth
• Sales and profit potential.
• Monitoring Competition
• A Framework for Competitor Analysis
• Future goals
• Assumptions
• Current strategy
• Capabilities
• Improving Monitoring Performance
• Competitor intelligence systems
• Seek disconfirming as well as confirming evidence
• Assessing Value
• Value Assessment Methods
• Internal engineering assessment
• Field value-in-use assessment
• Indirect survey questions
• Focus group value assessment
• Direct survey questions
• Conjoint analysis
• Benchmarks
• Compositional approach
• Importance ratings
• Customer Value Management
• Translating business issues into projects
• Customer value workshop
• Customer value research
• Constructing a business case for change
• Value realization
• Gaining Customer Feedback
• Customer Satisfaction Measurement
• American Customer Satisfaction Index (ACSI)
• What customer satisfaction results mean
• Customer Value Analysis
• Net Promoter Score
• Summary
• Chapter 3: Understanding Firms as Customers
• Overview
• Understanding Purchasing Orientation
• The Buying Orientation
• Obtaining the best deal
• Maximizing power over suppliers
• Avoiding risk
• Developments in buying
• The Procurement Orientation
• Improving quality
• Reducing total cost of ownership
• Cooperating with suppliers
• The Supply Management Orientation
• Focus on end-users
• Craft a sourcing strategy
• Build a supply network
• Sustain highly collaborative relationships with select suppliers
• Apply purchasing portfolio management
• Putting Knowledge of Purchasing Orientation to Use
• Understanding how Purchasing works with Other Functions and Firms
• Value Management as a Cooperative Framework
• Adding Value to the Purchasing Process through Buying Teams
• Team member roles
• Buying situations
• Buying team tasks
• Working with Suppliers and Across Functions
• Developing supply resources
• Improving existing offerings
• Contributing to new offering realization
• Understanding the Purchase Decision Process
• Understanding Customer Requirements and Preferences
• Converge on customer requirements
• Map customer activity and value cycles
• Learning the Customer’s Purchase Process
• Evaluating Supplier Performance
• Reviewing price, quality, and availability
• Scrutinizing total costs
• Tracking supplier value
• Summary
• Chapter 4: Crafting Market Strategy
• Overview
• Business Strategy as the Context for Market Strategy
• A Resource-Based View of the Firm
• Core competencies
• Capabilities
• Brands as resources
• Reliance on outside partners for resources
• Fundamental Value-Based Strategies
• Product leadership
• Customer intimacy
• Operational excellence
• Strategy Making
• Who makes strategy?
• Defining purpose
• Strategy as orderly advances punctuated by radical change
• Planning Market Strategy in Business Markets
• What Do We Know?
• Review recent performance
• Gather essential market information
• Construct scenarios
• What Do We Want to Accomplish?
• Targeting
• Setting goals and objectives
• Positioning in business markets
• Customer value propositions
• Building brands in business markets
• How Will We Do It?
• Develop an action plan
• Marketing and sales programs
• Take stock of implementation skills
• Learning and adapting
• Summary
• Section III: Creating Value
• Chapter 5: Managing Market Offerings
• Overview
• Some Conventional Thinking About Market Offerings
• The Tunnel Vision of Commodity Markets
• Understanding the true extent of commoditization
• Rebuilding differentiation
• Services as Core Products in Market Offerings
• Constructing Flexible Market Offerings
• The Concept of Flexible Market Offerings
• Articulate the Present Market Offering for Each Market Segment
• The true breadth of the market offering
• The arbitrary nature of charges
• Lack of variation across segments
• Assess Customer Value and Supplier Cost
• Measuring customer value
• Coming to grips with service costs
• The payoff from value and cost assessments
• Formulate Flexible Market Offerings by Market Segment
• Reevaluating existing standard services
• Reexamining optional services
• Building flexibility with new services
• Pricing Implications
• Prepare to Implement Flexible Market Offerings
• Option menu versus tailored-value package
• Branding market offerings
• Anticipating implementation problems with customers
• Breaking away from the pack
• Value-Based Pricing
• Traditional Pricing Approaches
• Cost-plus pricing
• Competition-based pricing
• An Approach to Value-Based Pricing
• Managing Market Offerings Across Borders
• Adapting Market Offerings Across Borders
• International market development
• Providing transnational market offerings
• Global branding
• Pricing Across Borders
• Pricing in local markets
• Harmonizing pricing across borders
• Summary
• Chapter 6: New Offering Realization
• Overview
• Realization Strategy
• Development Goals and Objectives
• Overall development goals
• Project objectives
• The Aggregate Project Plan
• Mapping the kinds of development projects
• Making capacity decisions
• Gaining critical skills and capabilities
• Concurrent Engineering in Realization Strategy
• Point-based versus set-based approaches to concurrent engineering
• Set-based concurrent engineering and flexible market offerings
• Outside Development Relationships and Networks in Realization Strategy
• Alternate development structures
• Aims of development relationships and networks
• Decision considerations
• Realization Process Models
• A Variety of Realization Process Models
• Smallfry Industrial Design
• AKZO NOBEL Coatings
• Kleinwort Benson Investment Management
• ABB Asea Brown Boveri large system projects
• ABN-AMRO Bank Global Transaction Services
• A General Realization Process Model
• Augmenting services in realization process models
• "Next generation" realization process models
• Market-Oriented Realization
• Market-Oriented Research
• Create focused research centers
• Connecting research with the market
• Market-Oriented Development
• Positioning statements as a market-focusing mechanism
• Researching market requirements and translate them into design specifications
• Guiding realization efforts with customer value assessment
• Tailoring market introductions of new offerings
• Summary
• Chapter 7: Business Channel Management
• Overview
• Designing Superior Value-Adding Marketing Channels
• Specify Marketing Channels Goals and Objectives
• Assess the Customer Value of Potential TCE Elements
• Envision a Value Proposition for Each Targeted Market Segment
• Reformulate the Intended TCE for Each Targeted Market Segment
• Configure the Channel Network
• Maximize market access by balancing exposure and coverage
• Optimize value-added through postponement or speculation
• Minimize cost-to-serve via functional acquisition and functional spin-off
• Build a channel network model
• Finalize Marketing and Distribution Arrangements
• Devise profit models
• Carefully select channel partners
• Consider e-business and wireless technologies
• Build international marketing channels
• Formalize partnership agreements
• Creating Value Through Direct Channels
• Creating a Sales Force of Value Merchants
• Internally promote a value-based marketing philosophy and culture
• Train value merchants
• Compensate value merchants based on profitability of accounts
• Deploying Value Merchants
• Establish necessary sales units
• Determine the number of value merchants needed
• Designate areas of responsibility
• Assign value merchants to areas of responsibility
• Designing a Logistics System that Creates Value
• Segment the market into logistically distinct businesses
• Establish differential service standards for each market segment
• Tailor unique logistics systems to deliver differential services
• Exploit economies of scale among the different logistics systems
• Strengthening Reseller Performance
• Building Marketplace Equity
• Decompose marketplace equity
• Cultivate brand and reseller equity
• Determine Reseller Performance Expectations
• Assess the Reseller Value of Channel Offering Elements
• Construct a channel positioning matrix.
• Craft a Reseller Value Proposition and Channel Offering
• Devise and pretest the channel offering.
• Improve reseller target-marketing efforts via tailored channel offerings.
• Communicate the Reseller Value Proposition
• Summary
• Section IV: Delivering Value
• Chapter 8: Gaining New Business
• Overview
• Differentiating Potential Business
• Managing Single Transactions
• Managing Long-term Customer Relationships
• Impact of Selection Decisions on Suppliers
• Prospecting For New Business
• Generate Leads from Business Market Databases
• Prompting and Gathering Inquiries via Integrated Marketing Communications
• Use integrated marketing communications to reach the target market
• Encourage and process inquiries
• Foster strong brands
• Qualifying Leads and Inquiries
• Getting the Sales Force to Follow-Up with Prospects
• Provide knowledge to create an informed sales force
• Motivate sales representatives to follow-up
• Give sales representatives experience dealing with prospects
• Furnish abundant sales support
• Assessing Fit
• Understanding and Communicating Value
• Communicate the Four Types of Customer Benefits
• The value stack
• Oganizing the Selling Effort
• Scheduling the First Meeting
• Getting started for orders
• Initiating dialogue for new customer opportunities
• Learning Prospect Requirements and Preferences and Communicating Value
• Plan the call
• Open the call
• Investigate requirements and preferences
• Gaining the Initial Transaction
• Transaction versus Consultative Selling
• Demonstrating and Documenting Value
• Propose solutions
• Gain the initial transaction
• Negotiating the First Sale
• Pricing the initial offering
• Negotiation approaches
• Understanding BATNA
• Initial Order Fulfillment
• Coordinating Supplier Functions
• Completing the Transaction
• Manage revenue
• Follow up with prospects after the sale
• Validating the Initial Designation of Order Versus Customer
• Summary
• Chapter 9: Sustaining Reseller Partnerships
• Overview
• Aligning Mutual Self Interests and Complementary Resources
• Insuring Alignment
• Strengthening Partnerships In a Stable Market
• Fulfilling Supplier Commitments to Deliver Value
• Train and coach partner firms
• Provide responsive sales and marketing programs
• Back-up resellers with pricing support
• Furnish operational and technical support
• Fulfilling Reseller Commitments to Deliver Value
• Provide consistently superior service to customer firms
• Innovate in the local marketplace
• Enhance the supplier’s brand equity
• Strengthening Interfirm Coordination
• Participate in joint annual planning
• Clarify roles and responsibilities through written agreements
• Improve communications through bridging
• Synchronize efforts with a partner relationship management system
• Ensuring that Value is Delivered
• Conduct market research
• Getting an equitable return on delivered value
• Responding Adaptively to Incremental Market Changes
• Adjusting Commitments
• Establish a reseller advisory council
• Reformulate channel partners’ gives & gets
• Make responsive adjustments to the joint annual plan
• Seek influence among channel partner firms
• Establish a process and procedures for conflict resolution
• Creating Adaptive Channels
• Provide support in extraordinary situations
• Responsively broaden the market offering
• Share capabilities with other channel members
• Transforming Channels in the Face of Disruptive Forces
• Creating integrated multi-channels
• Skillfully Handling Relationship Transfers
• Delineate relationship transfer criteria
• Establish equitable compensation for relationship transfers
• Terminating Partnerships
• Summary
• Chapter 10: Managing Customers
• Overview
• Differentiating Transactional and Collaborative Customers
• Thinking strategically about relationships
• Consider industry bandwidths
• Partnering as a focused market strategy
• Pursuing Continuity and Growth
• Pursuing Growth in a Customer Account
• Estimate and target share of customer’s business
• Two generic approaches to building share over time
• Pursuing Continuity
• Promote honest and open communication
• Build trust and commitment
• Implement coordination mechanisms
• Anticipate and resolve conflicts
• Delivering Superior Value with Relationship-Specific Offerings
• Construct Relationship-Specific Market Offerings
• Price Relationship-Specific Offerings
• Organize to Deliver Relationship-Specific Offerings
• Focused Share Building
• Pursue single sourcing and multiple-single-sourcing
• Building new organizational capabilities
• Adopt new profit models
• Document the profitability of greater share
• Managing a Portfolio of CustomerS
• Measuring Cost-to-Serve Customers and Customer Loyalty
• Using the Loyalty Ladder to Manage Customer Relationships
• Executing Migration Strategies
• Emerging CRM Applications
• Allocating resources for customer acquisition, retention, and growth
• Synchronizing marketing efforts
• Updating customer value
• Sustaining Customer Relationships Through Connected Relationships
• Managing within a Business Network Context
• Adding Value through Business Networks
• Looking Ahead — a Final Throught on Managing Customers
• Summary

It starts out very well, seems to cover everything that you may need to know, gives short explanations of everything and seems comprehensive while having a lot of references.

And that is its large problem: it tries to be too comprehensive, cover too much and yet falls short of explaining it all in enough details to make it worthwhile the inflated price-tag! It is a decent book, but you will probably not read it unless forced to, and then you will complain about all the missing bits.

In short, I can't really fault it, but I can neither recommend it.