The B2B Executive Playbook: The Ultimate Weapon For Achieving Sustainable, Predictable And Profitable Growth By Sean Geehan

The B2B Executive Playbook: The Ultimate Weapon For Achieving Sustainable, Predictable And Profitable Growth By Sean Geehan List Price: $24.95 Price: $16.36 & eligible for FREE Super Saver Shipping on orders over $25. Details Availability: Usually ships in 24 hours Ships from and sold by Amazon.com 43 new or used available from $14.97 Average customer review: (17 customer reviews)

Product Description

The first book completely focused on successfully running B2B, which is very different from B2C. The fate of a B2B lies in the hands of a few individuals so what ultimately determines if a company thrives, or even survives, is how these key relationships are targeted, structured and managed. Over 30 percent of all B2B product development, marketing, and other discretionary dollars are wasted. When the realities of B2B marketplace are not integrated into a company's SOP, it is more likely that the company is wasting money as well as the employees' time and efforts. If the budget and plans aren't structured for B2B specifically, they won't move the meter. But there is good news — there is a corresponding equal amount of potential revenue, growth and prosperity. The leading B2B companies dramatically build their top and bottom lines when leaders realize that success, undeniably and unquestionably, resides with how they engage with the their customers and how that will drive their internal alignment and operations. What is it that they are doing differently than their competition and others in their industry that drive revenue growth, deliver predictable earnings, retain and grow customers and develop new offerings that customers will not only buy, but for which they will pay premiums.

Product Details

• Amazon Sales Rank: #38058 in Books
• Published on: 2011-11-29
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 192 pages

Customer Reviews

Most helpful customer reviews

11 of 11 people found the following review helpful.
All Business about Business to Business
By Douglas Collins
The insights and the guidance that the B2B Playbook offers rest on the simple, yet insightful observation that, for companies that sell to other companies, it's often the case that a handful of customers comprise the bulk of their revenues and a large share of their profits.

Losing a customer in this context can be catastrophic. Growing one can be transformative.

From this premise, the playbook explores the approaches that a B2B company can pursue in order to meaningfully engage and develop thought leadership with the critical stakeholders on the client side who ultimately decide the scope and nature of the business relationship that they will support with the organization.

This book enjoys two strengths. The author has taken great pains to discern and elaborate on the different challenges and opportunities B2B firms face, relative to their B2C brethren. The author has likewise practiced what he preaches in the playbook from having helped B2B firms develop their customer engagement strategies for a number of years. His experience allows him to ground his insights in reality and to provide a number of illuminating examples from his own practice.

Anyone who has a hand in guiding and developing their organization's approach to customer engagement in the B2B realm would benefit from reading this book and allowing the author's perspective to influence their approach for growing the business with their key accounts. The lessons learned here can serve as a competitive weapon for those who take the time to thoughtfully apply them to their own circumstances.

4 of 4 people found the following review helpful.
A description of how to manage the complex relationships of business-to-business
By Charles Ashbacher
The differences between the relationships that a company has with other businesses (B2B) and the relationships that they have with end user customers (B2C) are enormous, yet not always understood by the company's decision makers. In a B2C relationship, the end user is generally the decision maker and there are a large number of customers, making the loss of one or two insignificant and inevitable. A survey of end user satisfaction is an accurate measure of how well the company is doing in pleasing the customers.
However, in the B2B relationship the end users are not the decision makers and the numbers tend to be small, rarely getting into triple digits. The executive that decides whether or not to continue the relationship may have no hands on experience in dealing with the supplier. This means that a customer survey could indicate that everything is going very well and then the account is lost with no understanding of why it happened. Furthermore, the loss of one or two of these customers can be devastating and in extreme cases even fatal.
The key point of this book is a demonstration of how B2B differs from B2C and an explanation of some of the pitfalls of assuming that the B2B situation is just a slightly modified B2C. Knowing how to move your way through the first layers in a company so that you are directly interacting with the decision maker is key to keeping the lines of communicate open so that problems and mutual interests can be identified and dealt with quickly. Geehan describes some of the most effective ways to do this and to avoid the dangerous reliance on clairvoyance, predicting what the customers will want before they decide what it is that they want.
Executives in B2B situations will find this book invaluable as a set of guidelines on how to understand the circumstances and dynamics of what are necessary and critical relationships to your success. Even people that are managing B2C relationships will find information of value, for the tactics are designed for dealing with decision makers, which by definition every customer is.

6 of 7 people found the following review helpful.
The difference between "B2B" and "B2C" is massive
By Keith Hawk
Sean Geehan has provided new insights into the harsh reality that B2B is a greatly different mission than B2C. While all around us want to talk about the great jobs done by Apple, P&G, Pepsi and all the other master companies, the reality is that they are marketing to consumers. Meanwhile, most of us are laboring in a world of developing products, building marketing plans, and leading salesforces that direct our products and services to COMPANIES, not individuals. Geehan has written a book that aims directly at this reality and offers insights into the differences that must be planned for in this world. Very solid book that every strategist, marketer, and sales leader should read. -- Keith Hawk, LexisNexis.

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