- Becoming more customer-centric is not just another project for top executives to put on the to-do list; it is an essential part of growth and a fundamental driver of success.
- Most executives see spending time with customers as a way to stay abreast of the market and as part of their job.
- By engaging with strategic customers—those critical to their firms’ future—senior leaders at B2B suppliers can have a significant impact on their companies’ revenue, profits, growth, shareholder value, and very survival.
- We have seen in our own research and consulting work with global sales organizations, the results of their involvement vary widely.
- g-f(2)174 THE BIG PICTURE OF THE DIGITAL AGE (3/20/2021), geniouxfacts, Executive guide of golden knowledge to fire up your unlimited growth.
- g-f(2)163 THE BIG PICTURE OF THE DIGITAL AGE, geniouxfacts, The Current Story Illuminates a Successful Path, 3/10/2021.
- g-f(2)151 The Big Picture of the Digital Transformation, 3/1/2021, geniouxfacts, How To Succeed At Business Digital Transformation.
- g-f(2)153 The Big Picture of Business Artificial Intelligence (3/3/2021) in a Single “g-f KBP” Chart
- We conducted 30 executive education workshops with 515 strategic and global account managers in New York, Rotterdam, St. Gallen (Switzerland), and Singapore from 2012 to 2018.
- On the basis of that work, we identified five distinct roles that senior executives play in relation to strategic customers. In this article we discuss those roles, their rewards and risks, and the impact each has on business performance.
- Hands-off, or “not my problem.” It’s not uncommon for senior executives to adopt a hands-off policy with sales: Fully 28% of those in our study did so.
- Loose cannon. A leader in this role typically meets with major customers without soliciting information or background from their account managers, who may not even know the meeting is happening (or, in the most egregious cases, that it has happened).
- Social visitor. Executives in this role—19% of those in our study—seek to build personal relationships with the customer rather than directly generate revenue.
- Dealmaker. Executives in this role are highly focused on revenue and only marginally concerned with relationship building. In our study, 18% of executives fell into this group.
- Growth champion. This role demonstrates the most productive customer-facing behavior. Leaders in this group have a keen focus on both relationships and revenue building, and as they unlock growth opportunities, they serve as role models for others in the organization. Unfortunately, the smallest share of executives in our study—just 14%—fit this profile.
Category 2: The Big Picture of the Digital Age
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