Noel Capon

Customers Win, Suppliers Win: Lessons from One of IBM's Most Successful Strategic Account Managers by Noel Capon and Gus Maikish vividly draws account management best practices from IBM's up and down fortunes since the 1970s. In the process, it also offers an illuminating insider perspective on Big Blue's best and worst times - as experienced in day-to-day interactions with some of its most important customers. The book's most provocative takeaway: IBM's services-led sales strategy has often hindered, rather than helped, efforts to achieve a fruitful long-term synergy of high margin hardware and software sales with low-margin services sales. The 1990s breakup of the salesforce to serve rival line of business organizations and the 2002 acquisition of PwC Consulting emerge as culture-shaking events for IBM that could only be turned to advantage by great account management.

At 186 pages and 20 chapters, Capon's Marketing Essentials provides the essence of marketing.Developed by popular request, Capon's Marketing Essentials highlights the key features of developing and implementing market strategy, in an easy-to-read and much smaller volume than either Managing Marketing in the 21st Century or Capon's Marketing Framework. What Capon's Marketing Essentials lacks in examples, it makes up for in conciseness. Students gain an excellent understanding of marketing.Capon's Marketing Essentials contains Internet links to additional material, video/audio interviews, and multiple choice and true/false questions and answers.

Frameworks for Market Strategy helps students understand how to develop and implement a market strategy and how to manage the marketing process. Marketing activity is the source of insight on the market, customers, and competitors and lies at the core of leading and managing a business.To understand how marketing fits into the broader challenge of managing a business, Capon and Go address marketing management both at the business and functional levels. The book moves beyond merely presenting established procedures, processes, and practices and includes new material based on cutting-edge research to ensure students develop strong critical thinking and problem-solving skills for success. In this European edition, Capon and Go have retained the strong framework of the book, but have updated the cases, examples, and discussions to increase the book’s relevance for students outside the USA. Key features include:• A strong strategic focus, teaching students how to analyze markets, customers, and competitors to plan, execute, and evaluate a winning market strategy• Practical examples from a range of contexts, allowing students to develop the skills necessary to work in for-profit, public, or non-profit firms• Emphasis on understanding the importance of working across organizational boundaries to align firm capabilities• Full chapters devoted to key topics, including brand management, digital marketing, marketing metrics, and ethical as well as social responsibilities• Focus on globalization with a chapter on regional and international marketing• Multiple choice, discussion, and essay questions at the end of each chapterOffering an online instructor’s manual and a host of useful pedagogy – including videos, learning outcomes, opening cases, key ideas, exercises, discussion questions, a glossary, and more – this book will provide a solid foundation in marketing management, both for those who will work in marketing departments, and those who will become senior executives.

Frameworks for Market Strategy helps students understand how to develop and implement a market strategy and how to manage the marketing process. Marketing activity is the source of insight on the market, customers, and competitors and lies at the core of leading and managing a business.To understand how marketing fits into the broader challenge of managing a business, Capon and Go address marketing management both at the business and functional levels. The book moves beyond merely presenting established procedures, processes, and practices and includes new material based on cutting-edge research to ensure students develop strong critical thinking and problem-solving skills for success. In this European edition, Capon and Go have retained the strong framework of the book, but have updated the cases, examples, and discussions to increase the book’s relevance for students outside the USA. Key features include:• A strong strategic focus, teaching students how to analyze markets, customers, and competitors to plan, execute, and evaluate a winning market strategy• Practical examples from a range of contexts, allowing students to develop the skills necessary to work in for-profit, public, or non-profit firms• Emphasis on understanding the importance of working across organizational boundaries to align firm capabilities• Full chapters devoted to key topics, including brand management, digital marketing, marketing metrics, and ethical as well as social responsibilities• Focus on globalization with a chapter on regional and international marketing• Multiple choice, discussion, and essay questions at the end of each chapterOffering an online instructor’s manual and a host of useful pedagogy – including videos, learning outcomes, opening cases, key ideas, exercises, discussion questions, a glossary, and more – this book will provide a solid foundation in marketing management, both for those who will work in marketing departments, and those who will become senior executives.

At 446 pages and 26 chapters, Capon's Marketing Framework 4th Edition is shortened version of Managing Marketing in the 21st Century, 4th Edition. Nonetheless, this book provides a solid framework for marketing students.Capon's Marketing Framework is about understanding how to develop market strategy and manage the marketing process. This is not a book that attempts to describe all there is to know about marketing; rather, this book focuses on what the prospective manager needs to know. Hence, Capon's Marketing Framework differs from other senior undergraduate and introductory graduate-level marketing texts. We take a position on what we believe is a better or worse course of action for marketers. Marketing is an applied field, and we believe textbook writers should provide guidance for good marketing practice. In addition, we focus on the manager, not just the marketer. For readers committed to a career in marketing (and we hope there are many), Capon's Marketing Framework will form a solid foundation as you study marketing further and deeper. But the vast majority of you will not work in marketing departments, and will instead become senior executives, general managers, CFOs, and CEOs. We write for you also, because an understanding and appreciation of marketing is central to virtually every important decision that managers make. Because this marketing course will be the only one many of you will take, in a sense, this book provides what every general manager and senior executive must know about marketing. Marketing activity lies at the core of leading and managing a business. Marketing provides the focus for interfacing with customers. Marketing is also the source of insight about the market, customers, competitors, complementors, and the business environment in general.Capon's Marketing Framework contains introductory chapter cases, many examples, Internet links to additional material, video/audio interviews, key ideas, marketing questions, and multiple choice and true/false questions and answers.

At 668 pages and 26 chapters, Managing Marketing in the 21st Century is about understanding how to develop market strategy and manage the marketing process. This is not a book that attempts to describe all there is to know about marketing; rather, the book focuses on what the prospective manager needs to know. Hence, Managing Marketing in the 21st Century differs from other senior undergraduate and introductory graduate-level marketing texts. We take a position on what we believe is a better or worse course of action for marketers. Marketing is an applied field, and we believe textbook writers should provide guidance for good marketing practice. In addition, we focus on the manager, not just the marketer. For readers committed to a career in marketing (and we hope there are many), Managing Marketing in the 21st Century will form a solid foundation as you study marketing further and deeper. But the vast majority of you will not work in marketing departments, and will instead become senior executives, general managers, CFOs, and CEOs. We write for you also, because an understanding and appreciation of marketing is central to virtually every important decision that managers make. Because this marketing course will be the only one many of you will take, in a sense, this book provides what every general manager and senior executive must know about marketing. Marketing activity lies at the core of leading and managing a business. Marketing provides the focus for interfacing with customers. Marketing is also the source of insight about the market, customers, competitors, complementors, and the business environment in general.Managing Marketing in the 21st Century contains introductory chapter cases, many examples, Internet links to additional material, video/audio interviews, key ideas, marketing questions, and multiple choice and true/false questions and answers.

The perfect supplementary text for any global account management course In recent years, many corporations large and small, based in many countries around the world, have developed key, strategic, and global account management programs. Correspondingly, business schools, consulting organizations, and the Strategic Account Management Association (SAMA) offer courses for practicing managers. Additionally, business schools provide courses for graduate and undergraduate students, often supplementing courses on sales management and personal selling. To some extent, these courses suffer from a lack of cases studies of real-life account management situations. This volume is an attempt to redress that situation. Some cases are traditional long-form cases; others are merely a single paragraph. Regardless, each case focuses on a particular account management issue. Some cases require extensive preparation; other cases can be assigned just a few minutes before class discussion. This book is available in printed from an as an e-book. We use print-on-demand technology. Hence, we anticipate updating the book from time-to-time with additional cases as they become available.

Strategic Account Strategy is designed to help corporations and businesses develop key/strategic and global account programs, and for individual key/strategic and global account managers to develop strategy and action programs for individual accounts. The volume comprises a set of frameworks in two books: Book 1 -The Strategic Account Program and Book 2 - Planning for Strategic Accounts.

The vastly increased level of competitive intensity faced by corporations and the increased costs of selling have radically changed the nature of the traditional selling process. Key or "strategic" accounts have now become a company's most important asset, in some cases supplying in excess of 80 percent of a firm's revenues. Here, in one powerful volume, key account management expert Noel Capon provides the most comprehensive treatment of key account management and planning yet published. For the first time, Capon introduces his breakthrough four-part "congruence model" of key account management -- a new, thoroughly researched approach to optimally managing your key account portfolio. First, the author shows how to select and conceptualize the key account portfolio; second, how to organize and manage key accounts; third, how to recruit, select, train, retain, and reward key account managers; and fourth, how to formulate and execute strategy and issues of coordination and control. This congruence model serves as a backdrop as Capon takes the reader step-by-step through the vital functions of key account management including identifying key account criteria, considering the threats and opportunities for the key account, and understanding the roles and responsibilities of critical players. Capon backs up his points with extensive research, real-life stories of successes and failures at a variety of companies, and clarifying figures. Special chapters are devoted to partnering with key accounts and in-depth information on global key account management, an increasingly important weapon for staying ahead of the competition.Timely, important, and essential, Key Account Management and Planning is the only reference handbook those with key account responsibilities will ever need.

Managing Global Accounts will help you address the issues of dealing with global customers. As globalization takes hold several things happen; customers are more demanding and sophisticated, competition gets tougher, business is more complex and fast changing, and highly competent global account managers are in short supply. The managerial challenges of competing in a global world are more difficult in orders of magnitude than competing domestically. Life is especially tough when the corporation is not centrally focused on the global customer when corporate personnel across functions and around the world do not get it.To get it means understanding at a visceral level that success or failure with global customers maybe synonymous with success or failure of the entire enterprise. Unless all employees are focused in the firms relationship with its global customers, competitors that do get it will surpass them. Indeed, competitive advantage based on building global supplier customer relationships may be longer-lasting than competitive advantage based on products or services. Companies cancel products but they less easily cancel people, especially those that have served them well. But the promise of long-run sustainable competitive advantage can be secured only if the firm truly focuses in serving the global customer. No matter where they are located, all firm employees must understand they are competing in a global world and that success with global customers is the Holy Grail. They must throw off the shackles of ethno-centrism and nationalism acquired in their youths, and embrace the global challenge. Not only should they defend their turf against global competitors but they must do what they can to make their global customers succeed. In pursuing this goal, they may develop a global account management system that in itself becomes a competitive advantage.