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List of figures and tables |
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xi | |
About the authors |
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xiii | |
Foreword |
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xiv | |
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Professor Malcolm McDonald |
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Preface |
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xvi | |
Acknowledgements |
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xxi | |
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01 B2B organizations are stuck in a Sea of Sameness |
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1 | (20) |
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Why should a customer choose YOU? |
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1 | (2) |
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Research reveals customers are stuck in a Sea of Sameness |
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3 | (7) |
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Not just a telecommunications industry problem |
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10 | (5) |
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Recognizing the Sea of Sameness is everywhere |
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15 | (2) |
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17 | (2) |
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References and further reading |
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19 | (2) |
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02 Why does sameness happen in B2B marketing? |
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21 | (23) |
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21 | (1) |
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Why does sameness happen? |
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21 | (5) |
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Differentiation and distinctiveness: what's the difference and why it matters to you |
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26 | (3) |
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What experienced B2B professionals told us about the pursuit of differentiation and swimming away from sameness |
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29 | (12) |
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41 | (1) |
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References and further reading |
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42 | (2) |
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03 The V.A.L.U.E. competency framework -- core competencies for B2B differentiation |
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44 | (14) |
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V.A.L.U.E. competencies -- what are they? |
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45 | (10) |
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55 | (1) |
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How do you fare against our competency framework? |
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55 | (1) |
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References and further reading |
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56 | (2) |
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04 The role of sales and marketing in B2B organizations -- what is important? |
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58 | (21) |
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What is the role of sales? |
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59 | (6) |
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Sales roles -- have you got them covered? |
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65 | (1) |
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66 | (9) |
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Marketing roles -- have you got them covered? |
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75 | (1) |
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76 | (2) |
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References and further reading |
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78 | (1) |
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05 The visionary -- competencies for seeing the next competitive move |
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79 | (18) |
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What do we mean by visionary competency? |
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79 | (1) |
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Why is visionary competency so important? |
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80 | (2) |
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Why the difference between individual visionary competency and a corporate vision mission statement matters |
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82 | (1) |
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What does good look like? |
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83 | (1) |
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Enabling factors for visionary competency |
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84 | (1) |
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Derailers of visionary competency |
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84 | (2) |
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Visionary competency elements |
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86 | (7) |
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Visionary competency assessment |
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93 | (2) |
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References and further reading |
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95 | (2) |
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06 The activator -- competencies for getting things done |
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97 | (28) |
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What do we mean by activation competencies? |
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97 | (1) |
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Why are activation competencies so important? |
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98 | (2) |
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What does good look like? |
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100 | (1) |
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Enabling conditions for successful activation |
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100 | (3) |
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Derailers -- what can prevent effective activation? |
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103 | (4) |
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Mobilizers for activation |
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107 | (3) |
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Competencies for activation |
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110 | (12) |
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122 | (1) |
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References and further reading |
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123 | (2) |
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07 The learner -- competencies for staying in tune with your customers |
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125 | (24) |
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125 | (1) |
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126 | (1) |
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127 | (6) |
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133 | (7) |
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Common pitfalls that impede learning |
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140 | (5) |
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145 | (2) |
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References and further reading |
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147 | (2) |
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08 Usefulness -- competencies for becoming indispensable to your customers |
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149 | (21) |
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What does it mean to be useful? |
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149 | (4) |
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Why is being useful so important? |
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153 | (3) |
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156 | (1) |
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What does good look like? Usefulness competencies |
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157 | (10) |
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167 | (1) |
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References and further reading |
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168 | (2) |
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09 The evaluator -- competencies for making good decisions |
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170 | (22) |
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What do we mean by evaluator competencies? |
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170 | (3) |
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Why is evaluation so important? |
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173 | (1) |
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How well are you evaluating right now? |
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174 | (3) |
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How good are organizations at evaluating ROMI? |
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177 | (3) |
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What does good look like? |
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180 | (4) |
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Evaluator competencies -- so what are they? |
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184 | (4) |
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188 | (2) |
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References and further reading |
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190 | (2) |
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10 Building a V.A.L.U.E. competency culture |
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192 | (13) |
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Differentiation is a whole company initiative |
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192 | (1) |
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So what do we mean by organizational culture? |
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193 | (2) |
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A V.A.L.U.E. competency culture is an innovative culture |
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195 | (4) |
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The importance of employee engagement and organizational learning |
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199 | (1) |
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Things that undermine a V.A.L.U.E. culture |
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200 | (2) |
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References and further reading |
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202 | (3) |
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11 Using V.A.L.U.E. competencies to stand out from your competitors |
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205 | (25) |
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The relationship between skills, competency, culture and leadership |
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206 | (1) |
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Golden threads of stand-out marketing |
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207 | (1) |
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Who is responsible for competency mapping? |
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208 | (1) |
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Identifying behavioural indicators of competency |
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209 | (1) |
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V.A.L.U.E. competency mapping |
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209 | (17) |
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226 | (1) |
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227 | (2) |
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References and further reading |
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229 | (1) |
Index |
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230 | |