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1 The Fight Against Corporate Autism in Industrial Companies |
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1 | (10) |
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A Company's `How-to-Do' and `What-to-Do' |
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3 | (1) |
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A Company's Vision and Industrial Marketing |
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3 | (2) |
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5 | (2) |
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7 | (4) |
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2 Misinterpreting Customer Orientation |
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11 | (22) |
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11 | (5) |
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Understanding Customer Orientation |
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16 | (3) |
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When Excellence Doesn't Get Past the Hygienic Base |
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19 | (2) |
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When Good Intentions Become Strategic |
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21 | (1) |
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The COP Paradigm: Customer Orientation Through the Product |
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22 | (2) |
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The Customer/Product Relationship |
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24 | (1) |
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Customer Orientation Through the Product (COP) Is Different from the Concept of After-Sale |
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25 | (1) |
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What Does Industrial COP Need in Order To Be Successful? |
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26 | (2) |
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The First Steps to Instituting COP Culture |
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28 | (5) |
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3 A Conceptual Framework for Understanding Technical Products |
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33 | (30) |
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33 | (1) |
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Technical Products: Hidden, Autonomous, Functional |
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34 | (1) |
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When It Comes to Technical Products, Professionalization Is Inevitable |
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34 | (1) |
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The Physical Nature of a Technical Product: Building Awareness in Order to Design a Winner Business Strategy (I) |
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35 | (4) |
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35 | (1) |
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36 | (1) |
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37 | (2) |
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The Conceptual Nature of a Technical Product: Building Awareness in Order to Design a Winner Business Strategy (II) |
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39 | (3) |
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Understanding How a Product Is Made |
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39 | (1) |
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Understanding What a Product Is |
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40 | (1) |
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Understanding What a Product Does and How It Does It |
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40 | (1) |
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Understanding What a Product Provides for an End-User |
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41 | (1) |
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Understanding What a Product Provides for the Ultimate Customer in the Industrial Chain |
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41 | (1) |
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Commodity Marketing: Strategic Options for Ingredient Product Manufacturer |
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42 | (1) |
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The CCC, or the Chemically Complex Commodity |
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43 | (1) |
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The PTC, or the Periodic Table Commodity |
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43 | (2) |
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The Concept of Technical Product Functionality |
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45 | (1) |
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45 | (4) |
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Technical Product Attributes |
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49 | (1) |
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Intermediation Attributes |
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50 | (1) |
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50 | (1) |
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Attributes in Case of Externalities |
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50 | (1) |
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Cost Reduction Attributes |
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51 | (1) |
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Performance Enhancing Attributes |
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51 | (1) |
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Self-Protection Attributes |
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51 | (1) |
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Market Applications for Technical Products |
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52 | (1) |
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The Industrial Product and the Technical Standards That Regulate Its Availability and Use |
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53 | (1) |
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A Technical Product's Impact on a Customer's Business |
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54 | (2) |
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Abstract Thinking and the Path to Successful Decommoditization |
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56 | (2) |
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Technical Product Performance |
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58 | (1) |
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The Concept Behind Industrial Product Categories |
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59 | (2) |
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A Technical Product's Life Cycle: Riding on the Back of a Phantom |
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61 | (2) |
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4 Exploring Industrial Markets |
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63 | (60) |
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63 | (4) |
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What Not to Do During Industrial Market Research |
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67 | (2) |
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The Concept Behind Ongoing Market Exploration |
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69 | (1) |
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The Race Against Imitators |
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69 | (2) |
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Identifying Industrial Customers' Needs |
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71 | (3) |
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The Industrial Market Research Process: Getting the Big Picture |
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74 | (1) |
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Customer Needs and Ideas for Solutions |
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74 | (5) |
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77 | (1) |
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78 | (1) |
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Organizing Different Customer Needs According to Their Different Applications |
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79 | (1) |
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Environmental Conditions and Product Performance |
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79 | (1) |
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Metrics for Customer Needs |
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80 | (1) |
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The Industrial Chain and Downstream Market Trends |
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80 | (1) |
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The Substitute, or Competitors on the Prowl |
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81 | (1) |
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The Discovery Team: A Multidisciplinary Method for Exploring Industrial Markets |
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82 | (3) |
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What a Discovery Team Is Not |
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85 | (1) |
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How to Manage a Discovery Team |
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85 | (1) |
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The Organizational Structure of a Discovery Team |
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86 | (1) |
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What Does a Discovery Team Do? |
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86 | (2) |
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Stage No 1 On the Discovery Team Road Map. Planning Visits |
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88 | (1) |
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Stating the Objectives of a Visit |
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88 | (1) |
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Out of All the Customers on the Industrial Chain, Which Ones Should a Company Visit? |
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89 | (2) |
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Who Should the Discovery Team Meet with When They Go to the Customer's Facilities? |
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91 | (1) |
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92 | (1) |
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Partnering with Other Suppliers on Customer Visits |
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93 | (1) |
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Stage No 2 The Discovery Team in the Field |
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93 | (1) |
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94 | (2) |
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Questions and Issues to Consider During an Interview |
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96 | (1) |
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Creating a Discussion Guide for Customer Interviews |
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97 | (1) |
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97 | (1) |
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Assessing Opportunities in a Product's Application |
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97 | (1) |
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Analysis of the Technology-in-Use |
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98 | (1) |
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98 | (1) |
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Summarizing and Closing the Interview |
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99 | (1) |
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99 | (1) |
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What Is the DT Looking for During On-Site Observation? |
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100 | (2) |
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What Stage or Process in the Industrial Chain Should Be Observed? |
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102 | (2) |
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How Should the DT Conduct Its Observation and Record Its Findings? |
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104 | (1) |
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Who Should Participate in Field Observation? |
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105 | (1) |
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Debriefing After Each Discovery Team Visit |
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106 | (4) |
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A Discovery Team's Briefing with Company Executives |
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110 | (1) |
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Stage No 3 The Metrics and Technical Specifications of Customer Needs |
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111 | (6) |
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The Economic Benefits to the Customer Metric |
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113 | (2) |
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The Product Performance Metric |
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115 | (1) |
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The Product Design Metric |
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116 | (1) |
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A Discovery Team's Second Briefing with Company Executives. Final Prioritization of Findings |
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117 | (1) |
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Stage No 4 The Discovery Team's Role in New Product Development |
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118 | (1) |
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Stage No 5 The Discovery Team's Role in New Product Introduction |
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119 | (1) |
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Stage No 6 The Discovery Team and Future Product Improvements |
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120 | (3) |
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5 Industrial Market Segmentation |
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123 | (30) |
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123 | (2) |
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Why Should Industrial Companies Segment Their Customers? |
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125 | (1) |
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Segmenting Industrial Markets Based on Product/Service Application |
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126 | (4) |
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Industrial Market Segmentation Based on Customer Purchasing Behavior |
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130 | (1) |
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The Overall Process of Industrial Market Segmentation |
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131 | (1) |
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Stage No 1 Exploring Product Applications at the End-User Level |
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132 | (2) |
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Step One Choose a Specific Product to Start the Segmentation Program |
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132 | (1) |
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Identify and Diagram a Product's Industrial Chain from Manufacturer to End-User |
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133 | (1) |
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Identify and Characterize a Product's End-User |
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134 | (1) |
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Stage No 2 Analyzing Product Applications |
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135 | (2) |
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Identify a Product's Application |
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135 | (1) |
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Describe Product Applications |
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136 | (1) |
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Stage No 3 What's Required of a Product? Assessing a Product's Functionalities and Attributes |
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137 | (1) |
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Products That Provide Multiple Functionalities Per Application |
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138 | (4) |
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Determine a Product's Functionality and Attribute Metrics |
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140 | (2) |
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Stage No 4 Targeting Market Applications |
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142 | (4) |
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Criteria a Company Needs to Consider When Targeting Market Applications |
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143 | (1) |
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Targeting Market Applications When a Company Has Several Related Product Lines |
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144 | (2) |
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Stage No 5 Adapting a Product to Specific Applications |
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146 | (3) |
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Using Lead-User Research to Inspire Technological Innovation |
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146 | (2) |
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Product Diversification via Related Functionalities and Attributes |
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148 | (1) |
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The Link Between Applications and Standard Industrial Classification |
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149 | (1) |
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Stage No 6 Segmenting Markets According to Customer Purchasing Behavior |
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149 | (4) |
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A New Product Versus a Mature Product |
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149 | (1) |
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The Final Cut: Industrial Customers and Their Individual Circumstances |
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150 | (3) |
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6 Industrial Product Design and Development |
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153 | (50) |
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153 | (1) |
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An Empty Shell: What Happens When a Company Doesn't Develop Products |
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154 | (2) |
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What Does a Company Need in Order to Do Good Product Development? |
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156 | (1) |
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Turning Customer Needs into Product/Service Development |
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157 | (1) |
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Where Needs Arise: The Marketplace Versus the Laboratory |
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158 | (2) |
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A Product Development Program |
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160 | (2) |
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Stage No 1 The Discovery Team's Specification of Application Needs |
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162 | (1) |
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Stage No 2 Planning a Product Development Project |
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162 | (6) |
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The Development Project's Mission Statement |
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162 | (1) |
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The Structure and Organization of a Development Team (New Product Development Team NPDT) |
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163 | (3) |
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Scheduling Interdependent Development Activities |
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166 | (2) |
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The Development Project Budget |
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168 | (1) |
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Stage No 3 Developing, Selecting, and Testing Product Concepts |
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168 | (7) |
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The Stages of Product Concept Development |
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169 | (1) |
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Analyze, Understand and Represent the Needs of Target Application Customers |
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169 | (1) |
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Identify Generic Subsystems or Technological Components in the Product Design |
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170 | (1) |
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Research Existing Solutions for Each Subsystem |
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171 | (1) |
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Organize Sub-systems into Related Groups |
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171 | (1) |
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172 | (2) |
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174 | (1) |
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Stage No 4 Analyzing the Feasibility and Potential Success of a New Product |
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175 | (17) |
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Commercial Feasibility. The First Checkpoint in the Development Process |
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175 | (1) |
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Size and Scope of the Potential Product's Target Application |
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175 | (1) |
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The Economic Benefits to the Customer Metric (EBM) |
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176 | (1) |
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The New Product's Annual Sales Forecast |
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176 | (3) |
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The Structure of the Downstream Industrial Chain and Potential Commercial `Bottlenecks' That Could Affect the New Product |
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179 | (1) |
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The Ease with Which a Product Can Be Imitated by Competitors |
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180 | (1) |
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The Final Report on Commercial Feasibility. Checkpoint for Deciding Whether to Continue a Project |
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180 | (1) |
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Technological and Production Feasibility: The Second Checkpoint in the Development Process |
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181 | (1) |
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What Raw Materials, Components, and Suppliers Are Needed in Order to Manufacture the New Product? |
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182 | (1) |
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Assessing the Reliability, Performance, Cost, and Volume Availability of the Technologies Needed to Develop a Product |
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183 | (1) |
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Collaborating with Other Businesses on Technology Transfer |
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183 | (1) |
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Necessary Conditions for Production |
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183 | (1) |
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The Final Report on Technological Feasibility. Checkpoint for Deciding Whether to Continue a Project |
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184 | (1) |
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Regulatory Feasibility. Checkpoint for Deciding Whether to Continue a Project |
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184 | (1) |
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Identify Any and All Standards Pertaining to the Product and the Product's Supply Chain |
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185 | (1) |
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Review Any Market-Specific Product Standards |
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185 | (1) |
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Checkpoint for Identifying Any Conflicts Between Product Design and Current Standards |
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186 | (1) |
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Regulatory Feasibility Analysis |
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186 | (1) |
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The Final Report on Regulatory Feasibility. Checkpoint for Deciding Whether to Continue a Project |
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186 | (1) |
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Logistics and Distribution Feasibility |
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186 | (1) |
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Checkpoint for Determining Customers' Logistics Needs |
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187 | (1) |
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Types of Product Distribution to End-Users |
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188 | (1) |
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The Final Report on Logistics and Distribution Feasibility. Checkpoint for Deciding Whether to Continue a Project |
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189 | (1) |
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190 | (2) |
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Stage No 5 Determining Product Architecture |
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192 | (2) |
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Stage No 6 Things to Consider in the Design for Manufacturability and Serviceability |
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194 | (2) |
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Stage No 7 Detailed Design |
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196 | (1) |
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Stage No 8 Prototyping, Tests, and Perfecting the Product |
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197 | (3) |
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Stage No 9 Production Planning and Scaling-Up |
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200 | (3) |
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7 Organizing an Industrial Company's Marketing and Sales Department |
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203 | (32) |
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203 | (2) |
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The Driving Force Behind a Sales Department's Organizational Structure: Specialization |
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205 | (1) |
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A Company's Strategy Statement: An Outline of Where the Company Is Headed |
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205 | (1) |
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Gathering Information from the Field (E.g. Discovery Team©) |
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206 | (5) |
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Designing the Organizational Structure for an Industrial Marketing and Sales Department |
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211 | (1) |
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Cross-Selling Technical Products |
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212 | (2) |
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214 | (1) |
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The Technical Sales Representative |
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215 | (1) |
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215 | (1) |
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216 | (1) |
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The Functionality Manager |
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216 | (2) |
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The Organizational Structure of an Industrial Sales Force |
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218 | (1) |
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Case 1 Limited Number of Customers, a Small Number of Products, and One or Two Market Applications |
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219 | (1) |
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Case 2 Organic Growth Strategy: A Small Number of Products, One or Two Target Applications, and a Growing Number of Customers |
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220 | (1) |
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Case 3 A Growing Number of Products for a Fixed Number of Customers, and a Small Number of Market Applications |
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221 | (3) |
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Case 4 A Small Number of Products for a Growing Number of Customers and Applications |
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224 | (1) |
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Case 5 A Large Number of Products and Customers, and One or Two Market Applications |
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225 | (2) |
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Case 6 A Large Number of Applications, Customers and Products |
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227 | (4) |
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Determining the Right Number of Sales Personnel |
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228 | (3) |
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The Organizational Structure of an Industrial Marketing Department |
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231 | (4) |
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8 The Industrial Sales Force |
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235 | (46) |
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235 | (1) |
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The Purpose of an Industrial Sales Force |
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236 | (1) |
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The Industrial Purchasing Process from Beginning to End |
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237 | (7) |
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The Industrial Selling Process from Beginning to End |
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244 | (7) |
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The Sales Engineer's Role in After-Sales Management |
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251 | (5) |
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After-Sales Services Implemented by the Sales Engineer |
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251 | (3) |
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After-Sales Services Used as a Profit Center |
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254 | (2) |
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When Companies Misunderstand After-Sales: Doing Business Behind the Customer's Back |
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256 | (1) |
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Consultative Sales Management for Capital Industrial Projects (Capex) |
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257 | (3) |
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260 | (3) |
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Consultative Sales Force Activities That Take Place During The Project Development |
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263 | (12) |
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Detection and Identification of Capex Projects |
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263 | (1) |
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Assessment and Selection of Capex Projects |
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264 | (1) |
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Creation of a Project Map |
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265 | (1) |
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The Importance of the Project Map for Production Planning |
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265 | (1) |
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The Importance of the Project Map for Financial Planning |
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265 | (2) |
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The Importance of the Project Map for Logistics Planning |
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267 | (1) |
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The Importance of the Project Map for the Proposal Department |
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267 | (1) |
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The Importance of the Project Map for Managing a Company's Industrial Marketing |
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268 | (1) |
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The Importance of the Project Map for Providing Activity Forecasts to Senior Management |
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268 | (1) |
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The Importance of the Project Map for Providing Informational Feedback to a Company's Databases |
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268 | (1) |
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The Importance of the Project Map for Managing and Overseeing the Sales Force |
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269 | (1) |
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The Importance of the Project Map for Other Areas Within the Supplier Company |
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269 | (1) |
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The Purchasing Process for Maintenance, Repair, and Operations: Going from a Project Map to a Contract Map (Opex Projects) |
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269 | (1) |
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Joint Customer-Sales Activities That Take Place During Project Development |
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270 | (1) |
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How Many Projects Can a Sales Engineer Manage at Once? |
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271 | (1) |
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The Bidding Stage in a Business Project |
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271 | (4) |
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The Essential Characteristics of Consultative Sales Force Personnel |
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275 | (1) |
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Industrial Sales Force Compensation |
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276 | (5) |
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9 The Distribution of Technical Products |
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281 | (42) |
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281 | (4) |
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It's Costly for Manufacturers to Distribute Their Own Goods |
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283 | (1) |
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The Need to Provide Replacements and Repairs to Users for Whom the Product Is a Crucial Part of Their Operations |
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283 | (2) |
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The Need to Provide a Sales Force and to Communicate with End-User Companies |
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285 | (1) |
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Some Distinguishing Features of Industrial Distribution |
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285 | (1) |
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Evolving from a Conflictive Relationship into a Partnership |
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286 | (3) |
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The Manufacturer's Responsibility to the Distributor |
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287 | (1) |
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The Distributor's Responsibility to the Manufacturer |
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288 | (1) |
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Types of Industrial Distribution |
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289 | (29) |
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A Product Specialist Distributor |
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289 | (3) |
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A Technology Specialist Distributor |
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292 | (3) |
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An Application Specialist Distributor |
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295 | (3) |
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298 | (3) |
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Exclusive Industrial Distribution |
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301 | (3) |
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Multi-Channel Industrial Distribution |
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304 | (2) |
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Parallel Industrial Distribution |
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306 | (4) |
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Selling and Distributing Technical Products Over the Internet |
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310 | (3) |
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Direct Distribution Through Company-Owned Distribution Centers |
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313 | (2) |
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Distributing Industrial Products/Services Through Franchises |
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315 | (3) |
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Important Things to Consider When Designing an Industrial Distribution Channel |
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318 | (5) |
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323 | (24) |
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323 | (3) |
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Different Types of Industrial Brands |
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326 | (10) |
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327 | (1) |
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328 | (1) |
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329 | (1) |
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329 | (2) |
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331 | (2) |
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333 | (2) |
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Country of Origin (COO) Brands |
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335 | (1) |
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Four Types of Downstream Industrial Chains That Affect Industrial Branding |
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336 | (9) |
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Industrial Branding for Industrial Chains with Fragmented Intermediaries |
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338 | (1) |
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Industrial Branding for Supply Chains with Fragmented End-Users |
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339 | (4) |
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Industrial Branding for Supply Chains with No Downstream Market Fragmentation |
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343 | (1) |
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Industrial Branding for Dual Supply Chains: What to Do When the Same Brand Reaches Both Companies and Individual Consumers |
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344 | (1) |
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The Eight Laws of Industrial Branding |
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345 | (2) |
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11 Pricing Technical Products |
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347 | (24) |
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347 | (1) |
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Common Mistakes in Industrial Price Management |
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348 | (6) |
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349 | (1) |
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Cost-Based and Competitor-Based Pricing |
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349 | (1) |
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Prices Based on Customers' Purchasing Behavior |
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350 | (1) |
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Prices That Ignore Differences in Product Applications |
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350 | (1) |
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Manipulating Prices in Order to Increase Sales |
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351 | (1) |
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Using the Price as a Tool to Capitalize on Production Capacity (in Markets with Steady Inflation) |
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351 | (2) |
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Companies That Lower Their Prices Even When Their Product/Service Provides Outstanding Performance for a Specific Application |
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353 | (1) |
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A General Model of Price Determination for Technical Products |
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354 | (1) |
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In Search of a Reference Price |
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355 | (4) |
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Common Mistakes in Value-Based Pricing |
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359 | (2) |
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The Limits of Value-Based Pricing |
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361 | (1) |
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Using the Reference Price to Create a Price Band |
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362 | (3) |
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365 | (1) |
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The Price List for Industrial Products and Services |
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366 | (2) |
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The Price of a Product and the Cost of Its Service Life |
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368 | (3) |
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12 Introducing New Technical Products into the Market |
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371 | |
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371 | (2) |
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Things to Consider Before and During the New Product Introduction Program |
|
|
373 | (6) |
|
The Adoption Process: The Stages Leading Up to the Purchase of New Technology |
|
|
379 | (4) |
|
The Awareness and Interest Stage |
|
|
380 | (2) |
|
The Evaluation and Trial stage |
|
|
382 | (1) |
|
Variables That Affect the Success of a New Product Introduction Program |
|
|
383 | (1) |
|
An Adaptable Protocol for Difficult or Risky Introduction Scenarios |
|
|
383 | (2) |
|
Three Fundamental Stages in a New Product Introduction Program |
|
|
385 | |
|
Stage No 1 Pre-Introduction |
|
|
386 | (32) |
|
|
|
418 | (1) |
|
|
|
419 | |
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