| Chapter 1 – Relearning How to Grow |
| We are inward looking, complacent, arrogant, and insufficiently entrepreneurial. |
| Sir John Jennings,Royal Dutch Shell |
| Chairman and CEO |
- The Cost Cutters
- The Deal Makers
- The Milkers
- The Great Builders
- Restarting Organic Growth
- Barriers To Any Transformation
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| Chapter 2 – Outside‑In Management |
| Bureaucracy is the beast that strangles growth. |
| Ken Iverson, Nucor Corporation |
| Founder and Chairman Emeritus |
- Inward-Looking Companies
- The Outside-In Process
- Culture is a Double-Edged Sword
- Arrogance and Complacency
- Smaller Company Role Model
- Bottom-Up Companies
- Keep It Informal
- Assessing Your Business Unit
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| Chapter 3 – Everyone is in Marketing |
| Industrial marketing is too important to be left to only the marketing department. |
| David Packard, Hewlett-Packard |
| Co-Founder |
- Where Industrial Marketing Fails
- The Entrepreneurial Compass
- Market Maturity is a Mind-Set
- Work Closer with Customers
- Cross-Functional Team Work
- Superior Customer Value
- Face Up to Your Deficiencies
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| Chapter 4 – Segmenting Industrial Markets |
| We have segmented our businesses so we can better understand and respond to customer needs. |
| Jim Griffith, The Timken Company |
| President and COO |
- The Foundation for Strategy
- Everything Follows Segment Choices
- Common Errors and Mistakes
- Segment by Common User Needs
- Counterattack Existing Segments
- Attack New Market Segments
- Manage Strategic Market Segments
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| Chapter 5 – Assessing Industrial Markets |
| Market facts are a strategic investment, not an unnecessary cost. |
| Pat Parker, Parker Hannifin Corp. |
| Chairman |
- Necessary Market Facts
- Assessing Market Positions
- Estimating Segment Potentials
- Cutting-Edge Customers
- Customer Consultations
- Market Segment Attractiveness
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| Chapter 6 Successful New Products |
| We need to identify customers’ unarticulated needs, and then develop
new products that are demonstrably better than other solutions. |
| Desi DeSimone, 3M |
| Chairman and CEO |
- Better Mousetraps
- Technical Push or Market Pull
- Critical Up-Front Work
- First-to-Market or Fast Followers
- Reducing Time-to-Market
- Global Product Considerations
- Rapid Product Launches
- Post-Launch Reviews
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| Chapter 7 – The Consultative Sales Force |
| Sales professionals should have a doctor-patient attitude and aptitude. |
| T. J. Dermot Dunphy, Sealed Air Corporation |
| Chairman and CEO |
- Doctor-Patient Relationships
- Organizational Approaches
- Industry and Application Knowledge
- Sales Competency Quizzes
- Going Electronic
- Relationships Still Matter
- Develop a Sales Career Ladder
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| Chapter 8 – Working With Industrial Distributors |
| One of the most difficult challenges facing manufacturing
executives is distributor relationships. |
| Don Fites, Caterpillar, Inc. |
| Chairman |
- Why Use Distributors?
- When to Use Distributors
- Marketing Channel Choices
- Types of Channel Partners
- Distributor Relationships
- Develop Distributor Policies
- Managing the Network
- Evaluating Distributors
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| Chapter 9 – Knowing Your Costs |
| You can’t sell your way out of a cost-structure problem. |
| Jim Kennedy, National Starch and Chemical Co. |
| Chairman and CEO |
- Seven Cost Principles
- What Business Schools Never Teach
- Product Line Net Profitability
- Cost-to-Serve Customers
- Customer Net Profitability
- Trust Your Employees
- Sharing Cost-Profit Information
- Never Believe One Financial Number
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| Chapter 10 – Pricing for Profit and Position |
| If you price low enough, you can have the whole market. |
| Jim Hewlett, Hewlett-Packard Company |
| Co-Founder |
- Understanding Customer Value
- Understanding Competition
- Overemphasis on Volume
- Knowing Your Costs
- Establish Growth and Profit Targets
- Internet Pricing
- Enforce Pricing Policies
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| Chapter 11 - Top Management Leadership |
| The day once was when being named the CEO was considered the culmination
of a career. Today it is the start of leading your company to new heights. |
| Jack Welch, General Electric Company |
| Chairman |
- Make Marketing the Whole Company
- Create a Growth Culture
- Set Stretch Goals
- Provide Broad Guidelines
- Product Management
- Market Management
- Business Unit managers
- Global Business Teams
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| Chapter 12 – Winning Market Strategies |
| A good industrial market strategy is a series of
integrated actions leading to a competitive advantage and sales and profit growth. |
| Andy Grove, Intel |
| Chairman |
- Mostly a Bottom-Up Process
- Questionable Strategy Consultants
- Strategy Without Buzzwords
- Be Different and Better to Users
- All Advantages are Temporary
- Difficult to Copy Advantages
- Grow North-by-Northeast
- Regional-Global Strategies
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| Chapter 13 – Developing a Business Plan |
| The business plan must be developed by a cross-functional
team, never just a marketing plan generated by one or two people. |
| Chuck Ames, Reliance Electric |
| Chairman and CEO |
- Common Planning Pitfalls
- Overemphasis on Form Filling
- Company-wide Profit Planning
- Lack of Strategic Options
- Product and Market Planning
- Strategic Issue Management
- Regional and Global Teams
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| Chapter 14 - Evaluating a Business Plan |
| A team developed business plan should document superior
customer value, have a sound strategy, and describe the necessary cross-functional
implementation programs. |
| Chuck Knight, Emerson Electric Company |
| Chairman | |
- Customer Value Statements
- Sound Strategy Statements
- Necessary Fact Base
- Cross-Functional Programs
- Challenge Assumptions
- Competitive Comparisons
- Tracking Performance
- Pay Teams for Performance
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| Chapter 15 - Correcting Your Weaknesses |
| If you think of this practical management workshop as an expense,
just try ignorance as an alternative. |
| J. I. W. Anderson, Unilever Chemicals |
| Chairman |
- Working in a Learning Organization
- Company Learning Disabilities
- The Growth Diagnostic
- Overcome Your Deficiencies
- Partnerships with Employees
- Role of Training and Development
- Great Role Models
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