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Download Business Project Management and Marketing: Mastering by Michael Kleinaltenkamp, Wulff Plinke, Ingmar Geiger PDF

By Michael Kleinaltenkamp, Wulff Plinke, Ingmar Geiger

Marketing and enforcing large-volume orders and significant tasks demands particular varieties of services. This textbook offers with the entire administration initiatives concerned: order administration, inquiry review and inspiration instruction, pricing and profit making plans, order financing and monetary engineering, agreement administration, negotiation administration, venture administration, and eventually undertaking cooperation. Adopting a cross-sector point of view, it examines either conventional production industries and business-to-business companies. All contributions are offered in an available type, making the e-book well-suited as either a managerial textbook and beneficial functional advisor.

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Furthermore, the reference carrier as well as the reference target must be ready for making contact. For example, bilateral competitive relationships may be an obstacle to it. Order Management 29 Reference target (customer) Offer partner Reference subject (own company) Market environment Reference carrier (customer/partner) Reference object (system/facility/p roject) Fig. 10 Modeling of the reference In summary, we can formulate the following requirements for a good reference: • A fundamental similarity between the past and the planned transaction is required.

An occasion is always then given for a systematic order loss analysis when an order has gone to another competitor despite acquisition efforts from one’s own company. A systematic order loss analysis is characterized by the following characteristics: Table 9 Possible reasons for a loss of orders The customer’s demand is no longer applicable (“project died”). The customer has deferred the demand. The customer business has been bought up or gone bankrupt (“customer died”). The customer is inhibited in the pursuit of the project (“force majeure”).

However if one considers that the quota from the actual receipt of the order, so the number of orders for which a supplier actually receives the premium from the customer in proportion to the total number of orders for which he seeks to not exceed the value of 10 % in many businesses, it will very quickly become clear that substantial learning effects must also be expected from an analysis of those orders which were lost to the competition (Plinke and Fließ 1988a, b). They cause considerable losses due to high costs of the proposal preparation and unfavorable order rates.

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