Driving Change with Strategic Customers

Philip Kotler (), Marian Dingena () and Waldemar Pfoertsch
Additional contact information
Philip Kotler: Northwestern University
Marian Dingena: MPCN, Action Learning & Business Coaching/Rotterdam School of Management
Waldemar Pfoertsch: Pforzheim University

Chapter 2 in Transformational Sales, 2016, pp 9-39 from Springer

Abstract: Abstract Chapter 2 focuses on the business transformation that can result from the transformative collaboration between suppliers and their strategic customers. The chapter starts with separating those strategic customers with whom we will be able to drive change and make a difference, from other important customers. You will find the definitions and various management tools to determine the future value of your customer portfolio. Additionally the concept of Transformational Sales is brought to life by illustrating how to bring sales to a more strategic level and move beyond transactional and solution sales approaches. Building transformative relationships requires thinking beyond sourcing or selling categories and assessing the potential value of the customer-supplier relationship. In essence Transformational Sales is described as guiding organizational change and business transformation, starting with sales itself, provoking new perspectives upon the way of doing business, and thereby moving beyond the competition.

Keywords: Switching Cost; Competitive Priority; Transformative Relationship; Customer Organization; Total Customer (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-319-20606-6_2

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DOI: 10.1007/978-3-319-20606-6_2

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