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Philosophy behind our Global Executive Relationship Marketing (GERM™)

  • Executive Champions influence projects as they are defined and introduce change when they move to new organisations.
  • Executive Champions give their stamp of approval and have a unique knowledge of managerial and political shifts that influence buying decisions, and who will be detractors and champions of their competitors.
  • Senior Executive Team must constantly find, attract, and win new Executive Champions in their customers; nurture and retain those the company already has; entice former executive champions back into the fold.
  • Business-to-Business, larger-scale, longer life cycle projects are won when robust executive champion relationships are stronger than those of the competitors - no matter how good the sales-team.
  • Senior executives operate in a world of ever more complex global multi-partner projects, shortening stakeholder time-scales, consolidations, and acquisitions. They value help to build a pipeline of strong executive relationships in emerging market sectors and target clients.

 

 

 

 

Executive Relationships
  • The AMaCLimited Methodology
  • Philosophy behind our Global Executive Relationship Marketing (GERM™)
  • A (PDF) Guide to Executive Relationship Outsourcing (ERO)
Facilitating Executive Conversations
Recommended articles
  • Paid for Connections?
    Social Networks, Executive and Outside Director Compensation", Horton, J, Millo, Y and Serafeim, G (2009), Working Paper, 9 June.
  • Security Analyst Networks, Performance and Career Outcomes, Horton, J and Serafeim, G (2009), Harvard and Exeter Working Paper, Revise and Resubmit Journal of Finance
  • Spotlight on innovative:
    To date, e-commerce has rarely ventured across borders.
  • A Crowd of Watchdogs:
    Toward a System Dynamics Model of Media Response to Corporate Social Responsibility and Irresponsibility Initiatives
  • Kiwi companies fly by being on the ground
    As ON-Brand Partners starts to become established and gain more success internationally, I’ve been asked by a number of people to share my thoughts about what it takes for a New Zealand company to ‘get started’ on the international stage. While I certainly don’t have all the answers, we’ve certainly learnt some valuable lessons
  • The Future of Banking
    Two years ago, in the midst of the Global Financial Crisis (GFC), I was asked by the CEO of a leading New Zealand bank to present to the Management Board around the Future of Banking. That presentation included some key insights around the role of banking and financial markets and encouraged them to think beyond the economic cycle and consider deeper structural issues and trends. As renewed concerns mount about financial market and economic weakness, I’ve been giving consideration to what has and hasn't changed.
  • Strong evidence as to why Management Matters!
    Paul Leacock, a Director of our TakeON! Business Partner in New Zealand recently shared a video with us that he had seen on Breakfast TV, that provides a compelling case for TakeON! Management Matters.

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