chapter 5

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44 On account management, good recommendations are: Capon N., Key account management and planning. NewYork, Free Press, 2001; Cheverton P., Key account management. London, Kogan Page, 2001; Wilson K., Speare N.& Reese S., Successful global account management. London, Kogan Page, 2002. The website of the Strategic AccountManagement Association provides additional useful information (www.strategicaccounts.org).45 Stahl H.K., Matzler K. & Hinterhuber H.H., ‘Linking customer lifetime value with shareholder value’, IndustrialMarketing Management, 32, 267 – 279 (2003).46 In Chapter 3, we mentioned the lack of data in many organisations. In order to improve the share-of-customer,a fact-based marketing approach will be needed. Anderson J.C. & Narus J.A., ‘Selectively pursuing more of yourcustomer’s business’, Sloan Management Review, 44 (3), 42 – 49 (Spring 2003).47 Moenaert R.K. & Robben H.S.J., Visionaire marketing. Concurreren nu, bouwen voor de toekomst (inaugural lecture).Breukelen (The Netherlands.), Nyenrode Business Universiteit, 1999.48 A Richmond Research study among a panel of 200 marketing professionals showed that only 10% had been acustomer for 5 years at the same advertising agency. About half the companies with a turnover of £1 billion andmore acknowledged that they did not experience being the most valued customer at their ad agency! (FinancialTimes, ‘They don’t understand us…’, 9 August 2004).49 ‘Welcome to Russia. Sochi beats South Korean city for ‘14 Winter Olympics’, on cnn.com website, 4 July 2007.50 Grönroos C., Service management and marketing. Managing the moments of truth in service competition. Lexington(usa), Lexington Books, 1990.51 Cespedes F.V., ‘Industrial marketing: managing new requirements’, Sloan Management Review, 335 (3), 45 – 60(Spring 1994); Wilson K.J. & Millman A.F., ‘The Global Account Manager as a political entrepreneur’, on www.questteam.com website, 2000.52 Smith A.K., Bolton R.N. & Wagner J., ‘A model of customer satisfaction with service encounters involving failureand recovery’, Journal of Marketing Research, 35, 356 – 372 (August 1999).53 Jenkins P., ‘German banks get a lesson in winning customers’, Financial Times, 10 October 2004.54 Razeghi A.J. & Calder B.J., ‘Using interaction maps to create brand experiences and relationships’, in Kellogg onintegrated marketing, Iacobucci D. & Calder B. (editors). Hoboken (usa), Wiley, 2003, p. 39 – 54. Website: www.celebrationhealth.com.55 URL: www.tarp.com56 Many changes concerning customer orientation occur inside the heads of employees. An excellent frame of referencefor shaping such change trajectories can still be found in: Kilmann R.H., Beyond the quick fix. Managing fivetracks to organizational success. San Francisco (usa), Jossey-Bass, 1984.57 According to calculations by The Economist, Air Miles are the most voluminous currency in the world today. Thevalue of unredeemd Air Miles is larger than the cash supply of American dollars and British pounds combined(The Economist, 6 January 2005).58 It is ironic that even Siebel needed a refreshment course of its own! In August 2004, Siebel ceo J. Michael Lawriesent fifty top managers on a three-day seminar to bring them ‘up to top speed’, both emotionally and intellectually,and restore contact with customer demand. This introspective mea culpa was highly needed. Since 2000, revenueshad halved and stock prices had fallen by 93%.59 www.versteven.be/aldi and www.aldiarchives.info60 Gundling E., The 3m way to innovation. Balancing people and profit. Tokio, Kodansha International, 2000.61 See also: Fombrun C.J., Reputation. Realizing the value from the corporate image. Boston (usa), Harvard BusinessSchool Press, 1996; Schulz M., Hatch M.J. & Larsen M.H., The expressive organization. Linking identity, reputationand the corporate brand. Oxford (uk), Oxford University Press, 2000; Fombrun C.J. & van Riel C.B.M., Fame &Fortune. How successful companies build winning reputations. Upper Saddle River (usa), Prentice Hall, 2004.62 Watzlavick P., Beavin J. & Jackson D., Pragmatics of human communication. A study of interactional patterns, pathologiesand paradoxes. New York, Norton, 1967.63 Leonhardt D., ‘Is uncertainty the only thing that is certain?’, New York Times, 17 July 2002.64 Reichheld F., ‘Loyalty-based management’, Harvard Business Review, 71, 64 – 73 (March – April 1993).65 Jackson B.B., ‘Build customer relationships that last’, Harvard Business Review, 63, 120 – 128 (November – December1985).66 ‘Logistics. A moving story’, The Economist, 5 December 2002.67 Beyond maturity, the decline phase commences. Strategic guidelines have also been formulated for this phase.See the classic article: Harrigan K.R., ‘Strategy formulation in declining industries’, Academy of ManagementReview, 5 (4), 599 – 604 (1980).© rudy moenaert, henry robben, peter gouw, lannoocampus • marketing strategy & organization
© rudy moenaert, henry robben, peter gouw, lannoocampus • marketing strategy & organization68 Czepiel J.A., Competitive marketing strategy. Englewood Cliffs (usa), Prentice Hall, 1992.69 Porter M.E., 1980, o.c.70 Porter M.E. 1980, o.c. A similar reasoning on the incompatability of differentiation and efficiency is presented in:Treacy M. & Wiersema F., The discipline of market leaders. Reading (usa), Addison-Wesley, 1995.71 Hambrick D.C., ‘An empirical typology of mature industrial-product environments’, Academy of ManagementJournal, 26, 213 – 230 (1983).72 See, for example, Hooley G., Lynch J.E. & Jobber D., ‘Generic marketing strategies’, International Journal ofResearch in Marketing, 9,: 75 – 89 (1992).73 Dess G. & Davis P.S., ‘Porter’s generic strategies as determinants of strategic group membership and organizationalperformance’, Academy of Management Journal, 27, 467 – 488 (1984).74 Utterback J.M., Mastering the dynamics of innovation. Boston (usa), Harvard Business School Press, 1994.75 Presentation by Michael Porter, Nyenrode Business University (24 January 2003).76 Tierney C., Palmer A.T., Dawson C. & Muller J., ‘Michelin’, Business Week, 30 September 2002.77 Abele J.M., Elliott B.R., O’Hara A.A. & Roegner E.V., ‘Fighting for your price’, in McKinsey Quarterly, 4, 117 – 125(2002).78 Heil O.P. & Helsen K., ‘Toward an understanding of price wars’, International Journal of Research in Marketing, 18,83 – 98 (2001). Rao A.R., Bergen M.E. & Davis S., ‘How to fight a price war’, Harvard Business Review, 107 – 116(March – April 2000).79 Marn M.V., Roegner E.V. & Zawada C.C., The price advantage. Hoboken (usa), Wiley, 2004.80 Simon H., Bilstein F.F. & Luby F., Manage for profit, not for market share. Boston (usa), Harvard Business SchoolPress, 2006.81 See, for example, Bundschuh R.G. & Dezvane T.H., ‘How to make after-sales services pay off’, McKinsey Quarterly, 4, (2003).82 Porter M.E., ‘The five forces that shape strategy’, Harvard Business Review (Special HBS Centennial Issue), 86 (1),79 – 93 (January 2008).83 Anderson J.C., Kumar N. & Narus J.A., Value merchants. Demonstrating and documenting superior value in businessmarkets. Boston (usa), Harvard Business School Press, 2007; Leszinski R. & Marn M.V., ‘Setting value, not price’,McKinsey Quarterly,1, 98 – 115 (1997).84 See Guiltinan J.P., ‘The price bundling of services: a normative framework’, Journal of Marketing, 51, 74 – 85(April 1987).; Stremersch S. & Tellis G.J., ‘Strategic bundling of products and prices: a new synthesis for marketing’,Journal of Marketing, 666, 55 – 72 (January 2002).85 Ries A. & Trout J., Marketing warfare. New York, McGraw-Hill, 2006 (anniversary edition).86 Classic papers on the subject are Kotler P. & Singh R., ‘Marketing warfare in the 1980s’, Journal of Business Strategy,1 (3), 30 – 41 (Winter 1981); Kotler P. & Singh R., ‘Marketing strategy and the science of warfare’, in Competitivestrategic management, Lamb R.B. (editor). Englewood Cliffs (usa), Prentice Hall, 1984, p. 94 – 133.87 Cusumano M.A. & Yoffie D.B., Competing on Internet time. Lessons from Netscape and its battle with Microsoft. NewYork, Touchstone, 1998, p. 301.88 Cusumano M.A. & Yoffie D.B., o.c., p. 104. It did not help Netscape by ‘mooning the giant’, as Cusumano and Yoffieobserve. Netscape executives described, on repeated occasions, the Microsoft operating system as a ‘mundanecollection of not entirely debugged device drivers’. (p. 317).89 Burns T. & Stalker G.M., The management of innovation. London, Tavistock, 1961. Woodward J., Industrial organisation.New York, Oxford University Press, 1980 (1st edition: 1960).90 Taylor A.J.P. The First World War. London, Penguin Books, 1966, p. 194.91 Mintzberg H., The rise and fall of strategic planning. New York, Prentice Hall, 1994.92 Wood C.E., Mud. A military history. Washington (usa), Potomac Books, 2006, p. 22.93 Ries A. & Trout J., The 22 immutable laws of marketing. New York, Harper Business, 1994.94 Ries A. & Trout J., Marketing warfare, o.c., p. 3 – 4.95 U.S. Marine Corps. Warfighting. The U.S. Marine Corps book of strategy. New York, Doubleday, 1994.
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