Business Market Management James C Anderson Pdf
Anderson is the William L. Ford Professor of Marketing and Wholesale Distribution, and Professor of Behavioral Science in Management at the Kellogg School of Management, Northwestern University. Professor Anderson joined the faculty of the Kellogg School in 1984 as an assistant professor of marketing. In 1987, he was named the first to hold the Kellogg School's newly-endowed William L. Ford Distinguished Chair in Marketing and Wholesale Distribution. Professor Anderson teaches the graduate-level course in business marketing. He is the program director of the Business Marketing Strategy executive program and teaches in a number of executive development programs at the Kellogg School.
He has consulted and provided seminars for a number of companies in North America, South America, Europe, Asia, and Australia, such as American Express, bioMerieux, ExxonMobil, GE, Holcim, International Paper, C. Kelco, Orkla, PPG Industries, and Tetra Pak. He is Principal of James C. Anderson LLC, an international management consulting firm focusing on implementing customer value management at client firms. Professor Anderson's research interests are in constructing persuasive value propositions in business markets, and measurement approaches for demonstrating and documenting the value of market offerings.
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He has written more than 50 journal articles, including six published in Harvard Business Review. His management practice book, Value Merchants: Demonstrating and Documenting Superior Value in Business Markets, was published in November, 2007 by Harvard Business School Press.
He also has co-authored the book, Business Market Management: Understanding, Creating and Delivering Value, which was published in its third edition in June, 2008 by Pearson Prentice Hall. He is a member of the editorial boards of the Journal of Business-to-Business Marketing and Journal of Strategic Marketing, and has served on the editorial boards of the Journal of Applied Psychology and Journal of Marketing Research. He is a Fellow of the American Psychological Association. Professor Anderson is the Irwin Gross Distinguished ISBM Research Fellow at the Institute for the Study of Business Markets and is a member of its advisory board. He has been a visiting research professor at the School of Business, Public Administration, and Technology, University of Twente, The Netherlands; Eindhoven University of Technology, the Netherlands; and Uppsala University and Stockholm School of Economics, Sweden. He also has been vice president of the business marketing division of the American Marketing Association (AMA) and a member of the board of directors of the AMA.
Professor Anderson came to Kellogg after three years as a member of the marketing faculty of the University of Texas at Austin. Prior to that, from 1978 to 1981, he worked as a senior research psychologist in the corporate marketing research division of E.I.
DuPont de Nemours and Company, Inc. He earned his Ph. Kanye West Ft Rihanna Diamonds Remix Mp3 Download. D. In Psychology from Michigan State University in 1978.
To get a fair return on the superior value that their offerings deliver to customers, progressive B-to-B companies transform their sales forces from value spendthrifts into value merchants. These companies foster value merchants in more ways than simply compensating salespeople on profitability. As a result, their salespeople become value merchants, making business with customers more profitable by finding value drains and value leaks--rather than by seeking price cuts to retain or gain business.
This study investigates the adoption of total cost of ownership (TCO) analysis to improve sourcing decisions. TCO can be seen as an application of activity based costing (ABC) that quantifies the costs that are involved in acquiring and using purchased goods or services. TCO supports purchasing decision-makers in focusing on total value received and not simply price, and it extends ABC concepts and tools to an inter-organizational context.
Based on ABC-adoption literature and focus-group discussions with senior purchasing executives, a model is developed to explain relationships among eight constructs hypothesized to explain TCO adoption: competitive pressure in customer markets, strategic purchasing orientation, top management support, functional management commitment, value analysis experience, adequacy of TCO information, success of TCO initiatives, and use of TCO-based review and reward systems. We test this model using multi-sample structural equation modeling on survey data collected from purchasing managers and plant maintenance managers.