Blog — Gordian Business

Why do you need to know what your customers really think of you?

Why do you need to know what your customers really think of you?

Competition is increasing along with pressure on price, which can lead to a race to become the lowest price. However, discounting prices further to keep customers only prevents you from being competitive in the future because you have lower margins to invest.

With companies having fewer but larger customers it means that the top 10-20 customers for a company typically represent 60-80% of revenue and profit. Losing one of these customers can have dramatic impacts on a company - adding still further pressure to discount prices.

Gary Peacock, Customer ExperienceGary Peacock16 February 2018Customers, Executive Interviews, Price Pressure, Discounting, Strategic, AM, Account Management, KAM, Key Account Management, SAM, Strategic Account ManagementComment

B2B or B2C - What's the difference and why should I care?

B2B or B2C - What's the difference and why should I care?

Business to business (B2B) or Business to Consumer (B2C), it's just selling and marketing to one person, isn't it? With B2C it's selling and marketing to the person who picks the product off the shelf or clicks the link on a webpage. With B2B, its selling to the buyer who gives you a purchase order, isn't it? To be successful you must understand two critical differences between B2B and B2C.

Gary Peacock, Account ManagementGary Peacock9 February 2018B2B, B2C, purchasing, Decision Makers, Costs, RevenueComment

With customer's you can't afford to lose, watch out for the C word [Culture vs IT]

With customer's you can't afford to lose, watch out for the C word [Culture vs IT]

People rarely talk about the C word because it's not something easy to mention in business circles. Mention culture and at least one business person in the room will roll their eyes. Why? People are reluctant to talk about culture because they have seen many unsuccessful attempts to change the culture. Often these attempts use posters and coffee cups.

Most attempts to change culture fail. Why? Because it's tough and it's often an unequal fight between well-meaning management and the existing culture: a man and a shotgun versus a man and a tank.

So, should you give up? Start by understanding the risk.

Change, Gary PeacockGary Peacock2 February 2018Culture, IT, ChangeComment

Stop Competing on Price, Start Competing on Value

Stop Competing on Price, Start Competing on Value

To be blunt, for customers usually, there are not many significant differences between suppliers. Occasionally, you have a special product or service that no-one else has because it's protected by patent or special knowledge. Even then, the advantage lasts for a limited time. So, most of your time you compete with similar products and services.

So what?

Account Management, Gary PeacockGary Peacock25 January 2018Competition, Value, Price Pressure, Commoditisation, PriceComment

Creativity in Negotiations Means Thinking Differently

Creativity in Negotiations Means Thinking Differently

As negotiations become ever more complex, it is necessary to find more creative solutions to make sure both parties gain value. To be creative in a negotiation you need to think differently, using your imagination to find original ideas. Here are three ways you can open your mind to be creative:

Negotiation, Stephen KozickiStephen Kozicki19 January 2018Negotiation, Creativity, Critical Thinking, Questions, PerspectiveComment

Your Future is Faster

Your Future is Faster

In Engineering and Psychology, there is a principle of Least Work. That's least physical work and least mental work. Our experience tells us if something is mentally hard, many people will tend to do nothing or keep doing the same.

So what?

Business Problems, Gary PeacockGary Peacock15 December 2017Future, Fast, Rapid Results from Teams, ChangeComment

What are the three types of Negotiating No?

What are the three types of Negotiating No?

Every negotiator gets a No, regularly. If you don't get a No regularly, then you are too generous and leaving too much value on the table. Negotiators shouldn't be afraid of No because No helps define the limits of the current negotiation. So, what should you do when you hear No?

Gary Peacock, NegotiationGary Peacock8 December 2017Negotiation, BATNA, ConsequencesComment

What should you include in your account plan and why?

What should you include in your account plan and why?

Let's deal with the 'why' first. Everyone is talking about the era of big data. The account plan is about insights, not data, and it is about how to manage a top account in a very competitive marketplace. A key to the account plan is to use it as a living document to drive value with key stakeholders and not just ticking a box for the 'call' ratios on this account.

Account Management, SAM, Stephen KozickiStephen Kozicki1 December 2017Account Plan, Account Management, AM, Key Account Management, KAM, Strategic Account Management, SAMComment

Successful Negotiating Teams are well-prepared

Successful Negotiating Teams are well-prepared

Successful negotiating teams need to be well-prepared with solid research, 'what-if' scenarios and all the other essentials of negotiating. But they also need to be well-prepared as a team.

Negotiation, Stephen KozickiStephen Kozicki24 November 2017Negotiation, Team Negotiations, PreparationComment

How does your image affect your presentation success?

How does your image affect your presentation success?

Before you even open your mouth, the audience will begin to make judgements about you. Their first impressions of you are based on your image.

Gary Peacock, PersuasionGary Peacock17 November 2017Image, Success, Presenting, Persuading for Results, First ImpressionsComment

Do you know the real Interests in the Negotiation?

Do you know the real Interests in the Negotiation?

To find out what the real interests are in your negotiation you need to follow Roger Fisher's advice: separate the people from the substantive issues.

Over the years, I have been an observer and adviser to many global negotiations with individuals and companies that fail to heed this advice, and they always fail.

Negotiation, Stephen KozickiStephen Kozicki10 November 2017Negotiation, Interests, Win-Win, Questions, ListeningComment

3 ways to reframe your problem for a successful solution

3 ways to reframe your problem for a successful solution

Many companies don't struggle with solving problems, but they do struggle with what is the problem. Across 17 countries, Thomas Wedell-Wedellsborg surveyed 106 C-suite executives from 91 private and public sector companies. 85% of executives said their companies were bad at diagnosing problems and 87% agreed this incurred significant costs. Most managers tend to leap straight into searching for solutions, without checking they deeply understand the problem.

Gary Peacock, Business ProblemsGary Peacock3 November 2017Problem Solving, Framing, Reframing, Solutions, PerspectiveComment

What is your risk-taking style when negotiating?

What is your risk-taking style when negotiating?

There are two main risk-taking styles on the continuum. It is important to know your basic style, as it has a great impact on your willingness to take risks during a negotiation. But, regardless of your personal style, you will move along the continuum and back again during a negotiation.

Negotiation, Stephen KozickiStephen Kozicki27 October 2017negotiation, risk-taking, valueComment

Are your Account Managers capable of Strategic Account Management (SAM)?

Are your Account Managers capable of Strategic Account Management (SAM)?

It is surprisingly difficult to predict how your account team will adapt to a more strategic way of managing their accounts, and the more influential role they will play in the company. Until your SAM program is underway, you won't know who will make the transition.

Gary Peacock, Account Management, SAMGary Peacock20 October 2017AM, Account Management, KAM, Key Account Management, SAM, Strategic Account Management, Account Managers, Key Account Managers, Strategic Account Managers, Capabilities, Long-term, Sales Comments

How does belief affect your reality when negotiating?

How does belief affect your reality when negotiating?

If there is anything that will destroy your negotiation, even before you start, it will be your belief that the other side is far stronger, wiser, bigger, has better products, or whatever.

Negotiation, Stephen KozickiStephen Kozicki13 October 2017Negotiation, Belief, Reality, Perception, ConditioningComment

Checklist: use your data to provide a competitive edge

Checklist: use your data to provide a competitive edge

You have a mountain of data but how can you use it to persuade and provide you with a competitive edge?

Gary Peacock, PersuasionGary Peacock6 October 2017Data, Big Data, Persuasion, Persuading for ResultsComment

What capabilities do you need in a robotic age?

What capabilities do you need in a robotic age?

The B2B world is changing, and the skills and capabilities of staff need to change to match this. Is your company prepared? Have you started to build your capabilities for an unsure and volatile future? Creativity, critical thinking and tech capability are becoming essential skills for leaders.

Business Problems, Gary Peacock, StrategyGary Peacock29 September 2017Creative, Innovation, Capability, Robotics, Artificial Intelligence, CollaborationComment

Amazon - why kill bookstores and then open bookstores?

Amazon - why kill bookstores and then open bookstores?

Over the last five years, we have all watched Amazon dominate book sales and many retail book stores have closed unable to compete. So, when I heard Amazon were opening bookstores, I was baffled. When Amazon have destroyed bookstores, why would they start to open bookstores?

On a recent visit to New York I was curious to see just what an Amazon bookstore looked like. See for yourself:

Gary Peacock, StrategyGary Peacock22 September 2017Amazon, Strategy, Loyalty Comment

How do smart people make decisions? [Limit your time and act]

How do smart people make decisions? [Limit your time and act]

Imagine you have a meeting with seven senior managers. The task of the meeting is to choose four customers to manage differently for the next 24 months. How long will it take to decide which four customers? Are you talking hours, or maybe days?

Account Management, Business Problems, Gary Peacock, SAMGary Peacock15 September 2017Decision Making, Time, Process, Focus, Action, Rapid Results, AM, Account Management, KAM, Key Account Management, SAM, Strategic Account ManagementComment

How does Leadership affect Negotiation Outcomes in your Organisation?

How does Leadership affect Negotiation Outcomes in your Organisation?

Whether you are negotiating on the sell-side with your best accounts or negotiating with key and strategic suppliers, the leadership team needs to be clear on how suppliers can create value that flows through to your best accounts.

Negotiation, Stephen KozickiStephen Kozicki11 September 2017Negotiation, Leadership, Value, Procurement, CollaborationComment