Strategic focus Top 3 strategic focus points for value innovation (Customer/Supplier collaboration matrix may be used to prioritize focus points) 1. <Competency/resource to be used/ developed or acquired to address < Customer Business Challenge or Business Headache>
2. <Competency/resource to be used/ developed or acquired to adrdress < Customer Business Challenge or Business Headache>
3. <Competency/resource to be used/ developed or acquired to address < Customer Business Challenge or Business Headache>
Top 3 Personalized Value Propositions (selected stakeholders ‘open to change’)
1. Person (prioritized stakeholder) Untapped Potential: Perspective: Reason to belief:
2. Person (prioritized stakeholder) Untapped Potential Perspective: Reason te belief:
3. Person (prioritized stakeholder) Untapped Potential: Perspective: Reason to belief:
Implementation Top 3 Actions in Customer Organization 1. Who (within customer dmu)
Why?
What?
When?
2. Who (within customer dmu) Why? What? When?
3. Who (within customer dmu) Why? What? When?
Top 3 Actions in Supplier Organization 1. Who (colleague within supplier dmu)
Why?
What?
When?
2. Who (colleague within supplier dmu) Why? What? When?
3. Who (colleague within supplier dmu) Why? What? When?
140 Transformational Sales
Appendix D: Joint Profit & Loss Statement
Perspective
Joint Profit & Loss Statement
Increased revenues Decreased costs
Economicrevenues
Emotionalrevenues
Economiccosts
Emotionalcosts
Customer
Direct
Indirect(scalability)
SupplierDirect
Indirect(scalability)
Appendix 141
Appendix E: How Transformational is your Sales? – Self-assessment
Bui
ldin
gB
lock
1:
Driv
ing
Cha
nge
with
Stra
tegi
c C
usto
mer
s
Tran
sact
iona
lTr
ansf
orm
atio
nal
We
do n
otdi
ffere
ntia
tebe
twee
nla
rge
and
stra
tegi
ccu
stom
ers
Cus
tom
erdi
ffere
ntia
tion
Stra
tegi
ccu
stom
ers
are
sepa
rate
dfro
mla
rge
cust
omer
s
1.2.
3.4.
5.
Cus
tom
ers
are
prio
ritiz
edba
sed
on th
eir
impo
rtanc
eto
the
supp
liero
rgan
isat
ion
Mat
chor
mis
mat
ch?
Cus
tom
ers
are
prio
ritiz
edba
sed
on th
eim
porta
nce
of th
e cu
stom
er a
ndth
e im
porta
nce
toth
e cu
stom
er
1.2.
3.4.
5.
Turn
prod
uct i
nto
cash
flow
Valu
e lo
gic
Mak
e cu
stom
er m
ore
succ
essf
ulin
thei
rm
arke
ts
1.2.
3.4.
5.
Cus
tom
er is
in a
‘sta
te o
f cer
tain
ty’
Supp
lier(
Sale
s) M
inds
etC
usto
mer
is in
a ‘s
tate
of u
ncer
tain
ty’
1.2.
3.4.
5.
ToB
uyM
ajor
cust
omer
reas
onfo
r int
erac
tion
with
supp
lier
ToLe
arn
1.2.
3.4.
5.
142 Transformational Sales
Bui
ldin
gB
lock
2:
Setti
ng th
e Jo
int T
rans
form
atio
nAg
enda
Tran
sact
iona
lTr
ansf
orm
atio
nal
Arti
cula
ted
Cus
tom
er N
eeds
Star
ting
Poin
t for
Val
ue C
reat
ion
Insi
ghti
nto
upco
min
gC
usto
mer
Bus
ines
s C
halle
nges
in th
eirm
arke
ts
1.2.
3.4.
5.
Prim
ary
focu
son
dec
isio
nm
aker
s an
dst
akeh
olde
rs w
ithth
e ‘a
utho
rity
tosp
end’
Focu
s w
ithin
Cus
tom
er B
uyin
gC
ente
rP
rimar
yfo
cus
onst
akeh
olde
rs ‘o
pen
toch
ange
’ and
bein
gab
leto
influ
ence
deci
sion
mak
ers
1.2.
3.4.
5.
Req
uire
sun
ders
tand
ngof
exi
stin
gpr
oduc
tsan
dse
rvic
es
Req
uire
dC
ompa
ny In
sigh
t(s
uppl
iero
rgan
izat
ion)
Req
uire
sun
ders
tand
ing
of a
llav
aila
ble
and
acce
ssib
leca
pabi
litie
sw
ithin
the
supp
liero
rgan
isat
ion
and
valu
ene
twor
k
1.2.
3.4.
5.
Task
of a
ccou
ntm
anag
er/ a
ccou
ntte
amAc
coun
tpla
nnin
g pr
oces
sJo
intc
usto
mer
/sup
plie
rpro
cess
resu
lting
in jo
ined
trans
form
atio
nag
enda
1.2.
3.4.
5.
<1
year
Plan
ning
Hor
izon
>2-3
yea
rs
1.2.
3.4.
5.
Appendix 143
Bui
ldin
gB
lock
3: G
uidi
ngC
usto
mer
Bus
ines
s Tr
ansf
orm
atio
nTr
ansa
ctio
nal
Tran
sfor
mat
iona
l
Diff
eren
tiate
byde
mon
stra
ting
valu
eas
com
pare
dto
com
petit
ive
offe
rings
Supp
lierp
urpo
seM
ake
a D
iffer
ence
bybr
oade
ning
the
cust
omer
per
spec
tive
on it
sbu
sine
ss m
ovin
gbe
yond
com
petit
ion
1.2.
3.4.
5.
US
Pof
pro
duct
or s
olut
ion
Cus
tom
erVa
lue
Prop
ositi
onVi
sion
on th
e re
leas
e of
unt
appe
dcu
stom
er b
usin
ess
pote
ntiia
l
1.2.
3.4.
5.
In th
e en
d al
ltha
tcou
nts
for t
he
cust
omer
is lo
wer
ing
the
pric
eSu
pplie
rim
pact
In th
e en
d w
e ar
e ab
leto
incr
ease
cust
omer
com
petit
iven
ess
and
succ
ess
in
thei
rmar
kets
byde
crea
sed
econ
omic
or
emot
iona
lcos
tsan
d/or
incr
ease
dec
onom
icor
em
otio
nalr
even
ues
1.2.
3.4.
5.
Firs
t and
fore
mos
twe
have
toco
nvin
ceou
rcus
tom
ers
with
ratio
nalf
acts
and
figur
es.
Bel
ief u
pon
how
to‘s
core
’ with
cust
omer
sTo
beab
leto
guid
e th
e cu
stom
er in
m
akin
g th
eirb
usin
ess
run
bette
rwe
have
to
beab
lefir
st to
genu
inel
yco
nnec
ton
anem
otio
nall
evel
with
prio
ritiz
edst
akeh
olde
rs
1.2.
3.4.
5.
We
have
tose
llou
rpro
posi
tion
toth
e cu
stom
er in
a c
ompe
lling
way
Bel
ief u
pon
how
toco
nvey
a va
lue
prop
ositi
onTo
brin
ga
valu
epr
opos
ition
tolif
e re
quire
sto
enab
leth
e cu
stom
er to
see
the
pote
ntia
ltha
t’sth
ere,
yet
unse
en
1.2.
3.4.
5.
144 Transformational Sales
Bui
ldin
gB
lock
4: E
nabl
ing
Inte
rnal
Tran
sfor
mat
ion
Tran
sact
iona
lTr
ansf
orm
atio
nal
Sal
es is
(or s
houl
dbe
) an
‘out
side
job’
an
dth
e re
al fu
nis
in b
uild
ing
exte
rnal
rela
tions
with
cust
omer
s
Sale
s M
inds
etB
usin
ess
trans
form
atio
nre
quire
san
inte
grat
ive
pers
pect
ive
upon
the
sale
s ro
le
1.2.
3.4.
5.
Sal
esin
itiat
ive
(focu
s on
reve
nues
)Pe
rcep
tion
of s
trat
egic
cust
omer
man
agem
ent w
ithin
supp
liero
rgan
isat
ion
Bus
ines
sVe
ntur
e (J
oint
P&
L)
1.2.
3.4.
5.
Sel
ling
Sale
ste
am ro
leB
eing
anin
trapr
eneu
rwith
inth
e bo
unda
ries
of th
e or
gani
satio
n
1.2.
3.4.
5.
Sin
gle
poin
t of c
onta
ct (b
ow-ti
e in
tera
ctio
n)C
usto
mer
-Sup
plie
rint
erac
tion
Cro
ssbo
unda
ry/ o
r int
egra
ted
inte
ract
ion
on m
ultil
evel
sin
bot
hor
gani
satio
ns,
incl
udin
gC
-leve
l
1.2.
3.4.
5.
Mob
ilizi
ngin
tern
alre
sour
ces
and
com
pete
ncie
sre
quire
sa
focu
s up
onw
hatw
e ne
edfro
mot
hers
Bel
iefu
pon
impa
ct/ e
ffect
ing
chan
geIn
ord
er to
incr
ease
impa
ct w
e ne
edto
insp
ireot
hers
tore
leas
e un
tapp
edpo
tent
ial.
This
requ
ires
a fo
cus
upoo
nw
hato
ther
sm
aybe
capa
ble
and
will
ing
toco
ntrib
ute
1.2.
3.4.
5.
Appendix 145
Bui
ldin
gB
lock
5: U
nder
taki
ngth
e Tr
ansf
orm
ativ
eJo
urne
yTr
ansa
ctio
nal
Tran
sfor
mat
iona
l
Ther
eis
a ‘o
ne-w
ay’a
sses
smen
t of
supp
lierp
erfo
rman
ce b
yth
e cu
stom
erPe
rfor
man
ce M
easu
rem
ent
Inor
der t
om
onito
r per
form
ance
a ‘j
oint
(c
usto
mer
/ sup
plie
r) pe
rform
ance
da
shbo
ard’
is c
reat
ed
1.2.
3.4.
5.
Onc
ew
e ha
ve a
cle
arro
adm
apab
out
how
toim
plem
entt
he p
ropo
sed
solu
tions
at th
e cu
stom
er p
lace
, we
are
halfw
ayth
ere
Cha
nge
proc
ess
The
trans
form
ativ
ejo
urne
yto
valu
ein
nova
tion
with
ours
trate
gic
cust
omer
sis
to
a ce
rtain
exte
nta
jour
ney
into
the
unkn
own,
whi
chre
quire
sto
‘pav
eth
e pa
th’ a
s w
e w
alk
on it
1.2.
3.4.
5.
We
solv
ecu
stom
er p
robl
ems
Impa
ctIn
the
end
we
trans
form
both
the
cust
omer
and
supp
lierb
usin
ess
1.2.
3.4.
5.
We
regu
larly
ask
ourc
usto
mer
for t
heir
feed
back
Lear
ning
We
fost
eran
den
cour
age
lear
ning
at a
llto
uch
poin
ts w
ithin
the
cust
omer
-sup
plie
rin
tera
ctio
n
1.2.
3.4.
5.
Iam
able
tom
ake
real
pro
gres
son
ceth
e rig
ht s
yste
ms
and
proc
esse
sar
e in
pl
ace
Bus
ines
str
ansf
orm
atio
nR
eal v
alue
is c
reat
edbe
yond
syst
ems
and
proc
esse
s. A
llbu
sine
ss
trans
form
atio
nst
arts
with
pers
onal
tra
nsfo
rmat
ion
1.2.
3.4.
5.
Credit Lines for Permission Clearance
Exhibit 2.2: Assessing the customer relationship, Based on Senn (2012, p. 38),reproduced with permission.Exhibit 2.3: Joint Innovation with strategic Automotive Customers at Kendrion.Based on interviews with Dr. Bernd Gundelsweiler (CEO Division Automo-tive) and Piet Veenema (CEO Kendrion) in September 2013, published withpermission.Figure 2.4: International Purchasing Survey: purchasing ratios across indus-tries. IPS Data, 2009, provided by Finn Wynstra, Rotterdam School of Man-agement, reproduced with permission.Figure 2.5: Dupont-analysis Heineken NV (2014): impact of purchasing sav-ings on Return on Capital Employed, Van Weele, 2014, p. 13, updated byVan Weele with data 2014 in April 2015, reproduced with permission.Figure 2.6: Six stages of purchasing maturity and related purchasing focus,Based on Van Weele 2014, p. 68, reproduced with permission.Exhibit 2.9: Deepening the understanding of purchasing strategies: includecompetitive priorities. Source Ateş (2014), and interview with Melek AteşMach 2014, reproduced with permission.Figure 3.2: BCG’s value creators report: the global population is increasinglyconnected. Source: Boston Consulting Group 2013: The 2013 TMT ValueCreators Report: The Great Software Transformation, reproduced with per-mission.Exhibit 3.2: Industry 4.0: the fourth industrial revolution is already on itsway, Roland Berger, 2014, p. 7–9, reproduced with permission.Exhibit 3.4: Royal DSM: Customer Insight means ‘thinking B-to-C and act-ing B-to-B’. Based on interviews with Mauricio Adade (Chief Marketing Of-ficer DSM, Theo Verweerden (Marketing Program Director Value Creation,Rossana Rodriguez (SeniorMarketing Consultant, DSM) in November 2014,Company Presentation 2014, DSM at a Glance, DSM Factbook, publishedwith permission.
Exhibit 3.5: New Lens Scenarios at Shell, Extract from the ‘New Lens Sce-nario’s publication, Shell international, 2013’, reproduced with permission.Exhibit 3.6: Festo: Embedded engineers at Marel. Based on interviews withFolkert Hettinga (Industrial Sales Manager Food & Beverage, Agriculture atFesto), April 2014, and Festo Highlights 2014. Published with permission.Exhibit 3.7: Europcar and Daimler: Car2go-on-demand mobility. Based oninterview with Esther van Koot (Commercial Director Europcar Netherlands)in May 2014 and Europcar Activity Report 2011–2012, published with per-mission.Exhibit 3.8: Philips: applying natural daylight simulation technology inpromising areas. Based on interviews with Selin Kelleci-Van Balen (SeniorRegional Product MarketingManager at Philips Lighting), Matthew Cobham(Lighting Application TeamManager, Indoor Professional Lighting SolutionsEurope), June 2014 and Philips Annual report 2013, Philips 2013 (Schoolvi-sion), Philips 2014, Lighting Europe/AT Kearney, 2013, published withpermission.Exhibit 3.9: ABInBev and JF Hillebrand: redefined value in Global Bever-age Logistics, Based on interviews with Pierre Bonel (Chief commercial Offi-cer) and Sander Ouwehand (Corporate Accountmanager), December 2013–April 2014, published with permission.Exhibit 4.3: Europcar moving your way: flawless experience for business trav-elers, Based on interview with Esther van Koot (Commercial Director Europ-car Netherlands and Europcar Activity Report 2011–2012, published withpermission.Exhibit 4.5: Festo: Reducing Total Cost of Ownership for their global cus-tomers, Based on interview with Folkert Hettinga (Industrial Sales ManagerFood & Beverage, Agriculture at Festo), April 2014, published with permis-sion.Exhibit 4.9: Joint-Go-to-Market; Vodafone and Amazon increase ‘always onexperience’. Source: Vodafone 2014 – Vodafone Global Enterprise AmazonCase study, published on Vodafone website, Reproduced with permission.Exhibit 4.11: Value-bridge at TNT: design a close to damage free process,Based on interview with Hugo Koppelaars, Director Sales TNT, February2013, published with permission.Exhibit 5.2: From Customer Insight to solid business development at TNT,Based on interviews with Martijn Legemaat, Corporate Account Insight Di-rector at TNT, June 2013–January 2014, published with permission.
Figure 5.2: Benefits of top executive engagement to Siemens and their strategiccustomers. Source: Senn, 2006, p. 33, reproduced with permission.Figure 5.3: Impact of Top Executive Relationship Process (TERP) at Siemens:The Executive Growth Factor, Source: Senn, 2006, p. 34, reproduced withpermission.Exhibit 5.8: Creating alignment and delivering the promise at TNT, Based oninterview with Swinda Hagedoorn, Director Global Solutions ManagementTNT, June 2013, published with permission.Exhibit 6.1: Vodafone: The Power of Simplicity, Based on interviews withIvo Rook, Director Northern Europe at Vodafone Global Enterprise, April toSeptember 2014, and Vodafone (2013, 2014), published with permission.
Philip Kotler (M.A., University of Chicago, Ph.D., M.I.T.) is the S. C.Johnson Distinguished Professor of International Marketing at the KelloggSchool of Management, Northwestern University. He has published Mar-keting Management, 15th edition, Principles of Marketing , 16th edition, B2BBrand Management, Ingredient Branding, Building Global Biobrands, WinningGlobal Markets and 50 other books. His research covers strategic marketing,innovation, industrial marketing, and corporate social responsibility.
He has consulted GE, IBM, Apple, Honeywell, Ford,Merck, Samsung andmany other companies and has lectured on all the continents. He has lec-tured to many companies about how to apply sound economic and marketingscience principles to increase their competitiveness and growth. He has alsoadvised foreign governments on how to develop the service quality of govern-ment agencies and how governments can support their domestic companies toprosper in the global marketplace. He has also extensively consulted nonprofitorganizations on marketing strategies and policies.
In 2013, Professor Kotler was selected as the first recipient of theWilliamL.Wilkie AmericanMarketing Association Foundation’s (AMAF) ‘Marketing fora Better World’ Award for significant contributions to marketing’s theory andpractice. Professor Kotler is the recipient of 22 honorary degrees from abroad.He has been chosen by the marketing profession as a Legend in Marketing.
152 Transformational Sales
Dr. Marian Dingena is visiting faculty at the Rotterdam School of Manage-ment (Erasmus University Rotterdam) and other European Business Schoolsand founder ofMPCNAction Learning. At the RotterdamSchool ofManage-ment she is involved in custom and open enrollment programs with corporateclients, such as the Strategic Account Management and the Sales LeadershipDiploma Program. As a change management expert, Marian has over 20 yearsof international experience in guiding business transformation through actionlearning programs and customized interventions. She has experience across awide range of industries and worked throughout Europe, Southern Africa,North America, and India.
Marian is specialized in Strategic CustomerManagement, Sales andMarketLeadership and Change management. Marian is working as a business coach,sparring partner, lecturer, source of inspiration, and independent researcher.
Earlier publications include:TheCreation of Meaning in Advertising (1994),Successful Marketing Planning (co-author, original publication: 1997), andKeyAccount Management (2002).
Customers repeatedly report having experienced a business-altering, career-and even life-changing impact as a result of her action learning programs andbusiness coaching interventions.
Marian: ‘It’s my professional passion to explore genuine customer value and toinspire business leaders to make a significant and meaningful difference in thecontribution of their choice’.
About the Authors 153
Dr. Waldemar A. Pfoertsch is professor for International Business at thePforzheim University, Germany. From 2007–2010 he was professor of mar-keting at China Europe International Business School Shanghai (CEIBS). Hisother teaching positions have been at the Executive MBA Program at the Uni-versity of Illinois, Chicago and at the Steinbeis University in Berlin, the Uni-versity of Cooperative Education Villengen-Schwenningen. He was visitingAssociate Professor at Kellogg Graduate School of Management, Northwest-ernUniversity and Lecturer for StrategicManagement at Lake Forest GraduateSchool of Management. He has taught online with the University of Mary-land University College Graduate School. At the start for his career he wasResearch Assistant at the Technical University of Berlin.
Waldemar Pfoertsch has extensive experience in management consulting.In his years at UBM/Mercer Consulting Group, Arthur Andersen Opera-tional Consulting and LEK Consulting, he worked throughout Europe, Asiaand North America, assisting companies in developing international strate-gies. His earlier positions include sale and strategy positions at SIEMENS AGin Germany/USA and being an Economic Advisor to the United Nations In-dustrial Development Organization (UNIDO) in Sierra Leone, West Africa.
He is the author of various books and numerous articles. The most cur-rent book was published with Katherine Xin, Arthur Yeung, and ShengjunLiu – The Globalization of Chinese Companies: Strategies for Conquering Inter-national Markets. Ingredient Branding: Making the Invisible Visible and B2BBrandManagement were co-authored with Philip Kotler from Kellogg Gradu-ate School of Management. He also published Business-to-Business Marketingwith Rob Vitale and Joe Giglierano in 2010 and with Peter Godefroid B2BMarketing in 2009. In the field of Internet Marketing, he has published Liv-ing Web and Internet Strategy, books on application of Internet marketingand Internet strategy. He has also written numerous articles on international
154 Transformational Sales
strategies; B2B Brand Management, Ingredient Branding, Internet Market-ing, CRM and market opportunities in emerging markets. He holds variousboard positions with private and not-for-profit organizations.
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