The first book completely focused on successfully running B2B, which is very different from B2C. The fate of a B2B lies in the hands of a few individuals so what ultimately determines if a company thrives, or even survives, is how these key relationships are targeted, structured and managed. Over 30 percent of all B2B product development, marketing, and other discretionary dollars are wasted. When the realities of B2B marketplace are not integrated into a company’s SOP, it is more likely that the company is wasting money as well as the employees’ time and efforts. If the budget and plans aren’t structured for B2B specifically, they won’t move the meter. But there is good news — there is a corresponding equal amount of potential revenue, growth and prosperity. The leading B2B companies dramatically build their top and bottom lines when leaders realize that success, undeniably and unquestionably, resides with how they engage with the their customers and how that will drive their internal alignment and operations. What is it that they are doing differently than their competition and others in their industry that drive revenue growth, deliver predictable earnings, retain and grow customers and develop new offerings that customers will not only buy, but for which they will pay premiums.
I'm Sean Geehan, founder and CEO of Geehan Group - the recognized leader in connecting B2B Executives to their most strategic customers in order to maximize customer retention, sales, profits, and long-term market alignment. I'm on a mission to transform how B2B companies fundamentally operate.
In the last 5-7 years when attending conferences and summits, I recognized that there weren't many example or cases studies on how B2B companies were run. In fact, there was simply no one distinguishing B2B from B2C at all. And when B2B leaders heard about the great things Starbucks, Apple or Coke are doing, little to none of those methodologies could be applied to most companies in the B2B arena - from materials science, professional services, outsourcing services, tool and die, etc. Yet most B2B companies are appying B2C strategies and failing as a result.
I've spent more than 20 years in the areas of leadership, strategy, sales, marketing and product development, and have gained expertise on B2B leadership, executive market engagement programs and integrating innovation into the strategic planning process to drive long-term and predictable business results. I was fortunate enough to receive the prestigious Ernst & Young Entrepreneur of the Year award in 2002 and since have been inducted into the E&Y National Hall of Fame. I received my BA in Marketing/Finance and an MBA from the University of Dayton and I've attended executive programs at Columbia, Northwestern and Harvard.
Acknowledged as a leading professional services company, Geehan Group has been featured by the Wharton School of Business, Columbia Univerusty, ITSMA, American Marketing Association, CMO Council, Marketing Profs, CFO magazine and National Public Radio. Our world-class client list includes HCL, Intel, Standard Register, Patni, Harris, LexisNexis, Microsoft, Oracle, Quest Diagnostics/MedPlus, Springer, Xerox and more. Feel free to check out our Geehan Group website (www.geehangroup.com) for more information on our work.
If I weren't running Geehan Group or writing books, I'd be surfing the North Shore of Oahu, playing the guitar, spending more time with my wife and four children, and coaching my son's water polo team from my home in Dayton, Ohio.
