Book launch - Challenging Customers: Driving Competitiveness through Customer Relationship...

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1 CBS Competitiveness Day © Ritter & Geersbro 2015 Book Launch Challenging Customers Thomas Ritter Professor of Market Strategy and Business Development Department of Strategic Management and Globalization Academic Director, CBS Competitiveness Platform Kilevej 14A, DK-2000 Frederiksberg +45 3815 2121 – [email protected] Jens Geersbro Associate Professor of Marketing and Sales Competence Department of Marketing Solbjerg Plads 3, DK-2000 Frederiksberg +45 3815 2128 – [email protected]

Transcript of Book launch - Challenging Customers: Driving Competitiveness through Customer Relationship...

Page 1: Book launch - Challenging Customers: Driving Competitiveness through Customer Relationship Optimization (Thomas Ritter & Jens Geersbro)

1CBS Competitiveness Day© Ritter & Geersbro 2015

Book Launch

Challenging Customers

Thomas Ritter

Professor of Market Strategy and Business DevelopmentDepartment of Strategic Management and Globalization

Academic Director, CBS Competitiveness PlatformKilevej 14A, DK-2000 Frederiksberg

+45 3815 2121 – [email protected]

Jens Geersbro

Associate Professor of Marketing and Sales CompetenceDepartment of Marketing

Solbjerg Plads 3, DK-2000 Frederiksberg+45 3815 2128 – [email protected]

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Why Challenging Customer?

CHALLENGE

   (dictionary.cambridge.org)

(the situation of being faced with) somethingthat needs great mental or physical effortin order to be done successfully andtherefore tests a person's ability

an invitation to compete or take part,especially in a game or argument 

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What customers want

Low Prices – Good payment schemes

Safe supplies – and flexible

Lots of knowledge

Quality

Innovation

Volume

A supplier to be proud of

New Friends

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Assessing innovation

Best innovation partner

Significant modifications

Radically new offerings

New business model

Worst innovation partner

No modifications

No new offerings

No new business model

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Value Radar

Payment

Volume

Quality

Safeguard

Innovation

Information

Access

Motivation

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A value portfolio

Payment

Volume

Quality

Safeguard

Innovation

Information

Access

Motivation

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There are six different relationship strategies…

Aquisition Development

Blockage Maintenence

Termination Reduction

Existing customer portfolio

Who is here?Who should be here?

Who should not be here?

Who is here?Who should be here?

Who should not be here?

Who is here?Who should be here?

Who should not be here?

Who is here?Who should be here?

Who should not be here?

Who is here?Who should be here?

Who should not be here?

Who is here?Who should be here?

Who should not be here?

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…and six corresponding implementation processes

Aquiring Developing

Blocking Maintaining

Terminating Reducing

Existing customer portfolio

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

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…and we can benchmark our implementation processes

Aquiring Developing

Blocking Maintaining

Terminating Reducing

Existing customer portfolio

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

Verybad ok

Verygood

?

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There are six different interaction processes

Convincing”Selling”

NegotiatingGaining accept

SocializingGetting to know each

otherBuilding personal trust

DeliveringGoods and/or services

LinkingIntroducing partners,

collaborators

LearningUsing information,

improvingAdapting

MonitoringWhat is going on,

new trends

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Benchmarking our interaction capabilities

Convincing”Selling”

NegotiatingGaining accept

SocializingGetting to know each

otherBuilding personal trust

DeliveringGoods and/or services

LinkingIntroducing partners,

collaborators

LearningUsing information,

improvingAdapting

MonitoringWhat is going on,

new trends

Much worse than competitors

Same level as

competitors

Much better than

competitors

Much worse than competitors

Same level as

competitors

Much better than

competitors

Much worse than competitors

Same level as

competitors

Much better than

competitors

Much worse than competitors

Same level as

competitors

Much better than

competitors

Much worse than competitors

Same level as

competitors

Much better than

competitors

Much worse than competitors

Same level as

competitors

Much better than

competitors

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The relationship processes matrix shows how implementation and interaction processes interweave

Maintaining

Terminating

Learning

Delivering

Blocking

Convincing

Developing

Acquiring

Socializing

Reducing

Monitoring

Linking

Impl

emen

tatio

n pr

oces

es

Interaction proceses

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… acquiring a new customer (example)

Maintaining

Terminating

Learning

Delivering

Blocking

Convincing

Developing

Acquiring

Socializing

Reducing

Monitoring

Linking

Impl

emen

tatio

n pr

oces

es

Interaction proceses

X X

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… developing existing customer (example)

Maintaining

Terminating

Learning

Delivering

Blocking

Convincing

Developing

Acquiring

Socializing

Reducing

Monitoring

Linking

Impl

emen

tatio

n pr

oces

es

Interaction proceses

X XX

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Over time the processes will vary in intensity

Time

Pro

cess

inte

nsity

Convincing

Socializing

Delivering

Linking

Learning

Monitoring

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Relationship State

Relationship Management

The challenge framed

Relationship Structure- Criticality- Distance- Interface- Climate

Relationship Value- Payment- Volume- Quality- Safeguard

- Innovation- Information- Access- Motivation

Relationship Quality- Satisfaction- Trust- Commitment

Relationship Strategy

Relationship Processes

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www.saxo.com/item/29285680

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NEVER STOP COMPETING!