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Enabling Internal Transformation

In: Transformational Sales

Author

Listed:
  • Philip Kotler

    (Northwestern University)

  • Marian Dingena

    (MPCN, Action Learning & Business Coaching/Rotterdam School of Management)

  • Waldemar Pfoertsch

    (Pforzheim University)

Abstract

Transformation of the customer-supplier interaction is a process of leading change. It does not happen automatically. In practice the transformative relationship is built over time. In chapter 5 the book rounds up the efforts of undertaking the transformative journey of the customer and supplier. This chapter is about building a learning partnership at all touch points in the customer-supplier interaction and about fostering ‘thriving relationships’. This includes creating a shared improvement agenda and moving from a ‘one-way’ assessment of supplier performance to a two-way ‘joint performance dashboard’ including both the customer and supplier organization. Fostering transformative customer-supplier relationships goes beyond processes and systems. In this chapter the ‘creative states’ prerequisite to building transformative customer-supplier relations are described. The book ends where it in fact all begins, with a conscious reflection upon the own (implicit) assumptions that strategic salespeople may have. The authors summarize some of the assumptions that they observe in practice and that may be challenged to drive real change and make a difference.

Suggested Citation

  • Philip Kotler & Marian Dingena & Waldemar Pfoertsch, 2016. "Enabling Internal Transformation," Springer Books, in: Transformational Sales, edition 1, chapter 5, pages 101-119, Springer.
    • Handle: RePEc:spr:sprchp:978-3-319-20606-6_5
    DOI: 10.1007/978-3-319-20606-6_5
    as

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