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	<title>Newsflash from Hans Walter Fuchs</title>
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	<description>In his Newsflash, Hans Walter informs you about his latest offerings and activities and discusses exciting challenges in the areas of Business Management, Marketing and Sales.</description>
	<pubDate>Sat, 04 Apr 2026 04:56:34 +0200</pubDate>
	<copyright>(c) Hans Walter Fuchs International Consulting</copyright>
	<ttl>60</ttl>
	<item>
		<title>More Pricing Power through Value Power</title>
		<description><![CDATA[Suppliers of supposedly “interchangeable” products such as C-parts (screws, nuts, office supplies, etc.) are under particular price and cost pressure. To remain competitive, they have two options: they are either better or cheaper than their competitors. Companies who focus on being ‘cheaper’ quickly find themselves in a price war they cannot win. Suppliers who focus on being ‘better’ face a variety of opportunities to create added value beyond the product. Ultimately, the customer always decides what added value is.

In the B2B environment, suppliers provide added value, e.g., by reducing their customers´ Total Cost of Ownership. If they do this better than their competitors, they have Value Power. And Value Power is the basis of Pricing Power: Customers recognize the added value, are willing to pay higher prices, and react less strongly to price increases.

How can you find opportunities to create added value (differentiation), especially when you offer ´interchangeable´ products?]]></description>
		<pubDate>Thu, 04 Sep 2025 12:14:10 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/more-pricing-power-through-value-power/</link>
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		<title>Boost your Pricing Power with Strategic Value Selling</title>
		<description><![CDATA[In a dynamic environment, many companies are faced with increasing cost and price pressure. However, companies which offer unique added value in their customers´ eyes still manage to achieve above-average profits. They are successful, because they have &#x00027;pricing power&#x00027; - their customers are prepared to pay higher prices and don´t immediately change providers when prices are increased.

Pricing power can be systematically built through Strategic Value Selling. Strategic Value Selling goes beyond &#x00027;classic&#x00027; Value Selling. Starting with a company&#x00027;s business model, it considers the entire marketing and value creation process that precedes the sales conversation. Thus, the company creates a basis on which the salesperson can build to develop unique solutions with measurable added value together with their customer partners.

Strategic Value Selling comprises the following core steps
Continuously evolve your business model as a foundation for value creation
A company&#x00027;s business model is the foundation of its]]></description>
		<pubDate>Tue, 19 Mar 2024 11:18:23 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/mehr-pricing-power-mit-strategic-value-selling/</link>
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		<title>Value-oriented Selling and Pricing of Industrial Goods and Services</title>
		<description><![CDATA[Is your company facing increasing price pressure? Then you are in good company: In a survey by the German Engineering Federation (VDMA), around 70 percent of machine builders cited growing price competition as a major future challenge (Commerzbank: Industry Report &#x00027;Mechanical Engineering in Germany&#x00027;, April 2021).

What can be done about it? Basically, there are two strategic options: Either you try to survive on the market with lower prices than the competition or you offer innovative solutions with substantial added value. A low-price strategy always carries the risk that competitors will enter the market with even lower-priced offers and start a price war in which everyone loses in the end. 

Not every customer is prepared to pay for added value. It is therefore useful to segment customers based on their needs and willingness to pay. As a rule, two groups of customers emerge here: buyers who tend to purchase on the basis of value and who want a close personal relationship with the supplier,]]></description>
		<pubDate>Wed, 08 Sep 2021 11:13:17 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/industriegueter-und-services-wertorientiert-verkaufen-und-bepreisen/</link>
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	<item>
		<title>Using Scenarios to develop successful Future Strategies</title>
		<description><![CDATA[Do you have a plan for the future – a strategy which will keep your company still relevant 5 years from now?  Admittedly, it is difficult, if not impossible, to make plans in a turbulent environment. Short-term survival is the first priority. But managing a business without a strategy is like flying blind without instruments: Upcoming dangers are not recognized in time and the imminent crash is pre-programmed!]]></description>
		<pubDate>Thu, 15 Oct 2020 12:49:39 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/using-scenarios-to-develop-successful-future-strategies/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/using-scenarios-to-develop-successful-future-strategies/</guid>
	</item>
	<item>
		<title>Building value-added partnerships through Co-Creation</title>
		<description><![CDATA[Customer loyalty is high on the corporate agenda: Loyal customers buy bigger quantities, they buy more frequently and they recommend a company to others. This leads to recurring business and boosts financial success.
Often, customer retention is unilaterally initiated by suppliers and it seems that they profit more from the relationship than their customers. However, a well functioning, long-term relationship is based on the same rules as a good partnership in private life: There must be trust and the relationship has to be considered fair. In a business context, fairness means that the resulting added value for both parties is financially quantified and equitably shared.  
Customers should not feel ´locked-in´ by a relationship, with only a small chance to escape, because they technologically or contractually depend on a supplier. Rather, both parties should aim to build a long-term partnership where they jointly create value.]]></description>
		<pubDate>Sun, 20 Oct 2019 15:48:10 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/mit-co-creation-zur-mehrwertpartnerschaft/</link>
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	<item>
		<title>Implementing Strategy in Sales</title>
		<description><![CDATA[When you ask salespeople if they know their company´s strategy, you often get mixed results: Some will cite objectives, such as ´growth´ or ´profit´ (instead of describing a strategy). Others often don´t know their company´s strategy at all.
In many cases, there is a lack of clarity about what strategy is. Therefore, here is a pragmatic definition: A strategy is a plan. It includes clear decisions about what a company does (e.g. exclusively serving a luxury segment) and does not do (e.g. not serving a low-price segment.) Based on these decisions, strategic initiatives (actions) are initiated to build competitive advantage and reach growth goals (turnover, profit, market share). The sum of all decisions and strategic initiatives constitutes the strategy.]]></description>
		<pubDate>Fri, 22 Mar 2019 11:55:35 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/die-unternehmensstrategie-im-vertrieb-umsetzen/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/die-unternehmensstrategie-im-vertrieb-umsetzen/</guid>
	</item>
	<item>
		<title>Strategic Excellence – Learning from the Best</title>
		<description><![CDATA[When it comes to Strategic Excellence, Google, Apple, Amazon and Facebook are often cited as best practice examples. What makes these companies so successful? In his book ´The Four´, Author Scott Galloway shows that they have not only discovered new business models - they also satisfy basic needs and concentrate on what is essential: Amazon activates our archaic hunter-gatherer instinct, Google addresses our urge for knowledge, Facebook satisfies the need  to connect with other people and Apple meets our desire to stand out from the crowd (Handelsblatt, August 31, 2018). However, there are also excellent small and medium-sized companies in Germany, whose success should inspire business leaders.]]></description>
		<pubDate>Sat, 15 Sep 2018 18:00:04 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/strategic-excellence-learning-from-the-best/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/strategic-excellence-learning-from-the-best/</guid>
	</item>
	<item>
		<title>Value-Added Strategy 4.0 in the Machinery Industry: More Value for your Customers - More Profit for your Business</title>
		<description><![CDATA[Growing price pressure is becoming an increasingly daunting challenge for many companies in the machinery industry. The reasons are manifold: Saturated markets, more demanding customers, rapid technological progress and low-price competition from emerging markets.]]></description>
		<pubDate>Thu, 01 Mar 2018 11:50:40 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/value-added-strategy-4.0-in-the-machinery-industry/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/value-added-strategy-4.0-in-the-machinery-industry/</guid>
	</item>
	<item>
		<title>Why Companies (don´t) change</title>
		<description><![CDATA[Agilty is the new management buzzword. It says that organizations should react quickly and flexibly to a changing environment or – ideally – that they should drive the change themselves before others do so. If they react too late, their very existence will sooner or later be at stake.]]></description>
		<pubDate>Thu, 16 Nov 2017 13:31:21 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/why-companies-dont-change/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/why-companies-dont-change/</guid>
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	<item>
		<title>Corporate Culture as a Competitive Advantage</title>
		<description><![CDATA[Companies which ask themselves how they can strengthen their position amid ever stronger competition should take a look at their culture. Unlike hard competitive factors like, e.g., the price-performance ratio, technical product parameters or outstanding service and consulting, culture is invisible and difficult to measure.]]></description>
		<pubDate>Mon, 14 Aug 2017 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/die-unternehmenskultur-als-wettbewerbsvorteil/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/die-unternehmenskultur-als-wettbewerbsvorteil/</guid>
	</item>
	<item>
		<title>How to use Strategy Tools in the right Way!</title>
		<description><![CDATA[Strategy tools are used to take decisions and to simplify and visualize complex situations. They are ´intelligence boosters´ which help us to do the right things - e.g. to decide whether a particular product should be discontinued or if entering a new market makes sense or not.]]></description>
		<pubDate>Mon, 17 Jul 2017 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/how-to-use-strategy-tools-in-the-right-way/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/how-to-use-strategy-tools-in-the-right-way/</guid>
	</item>
	<item>
		<title>Avoiding Discounts through Value-based Pricing</title>
		<description><![CDATA[Increasing price pressure is a universal phenomenon and many companies struggle to get their prices accepted by increasingly demanding buyers. An effective way to counter this trend is Value-based Pricing. The underlying logic is that if a company can convincingly demonstrate the unique value of its offering to the customer, it is in a far stronger position to charge a price that reflects this value.]]></description>
		<pubDate>Mon, 12 Jun 2017 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/avoiding-discounts-through-value-based-pricing/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/avoiding-discounts-through-value-based-pricing/</guid>
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	<item>
		<title>Strategic Marketing is more than Advertising</title>
		<description><![CDATA[Manufacturers of complex technical products often believe that Marketing is synomymous with marketing communications. This includes producing sales literature, organizing trade fairs and publishing advertisements in the specialized press. However, with this thinking, companies only leverage a tiny part of Marketing´s full potential, because Marketing is more than advertising!]]></description>
		<pubDate>Mon, 15 May 2017 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/strategic-marketing-is-more-than-advertising/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/strategic-marketing-is-more-than-advertising/</guid>
	</item>
	<item>
		<title>Developing and implementing breakthrough Strategies for profitable Growth and competitive Advantage</title>
		<description><![CDATA[In turbulent markets, a superior business strategy is the key to long-term success. Cost cutting and process optimization are necessary, but they are not sufficient for a company to remain competitive in the long term.]]></description>
		<pubDate>Mon, 17 Apr 2017 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/developing-and-implementing-breakthrough-strategies-for-profitable-growth-and-competitive-advantage/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/developing-and-implementing-breakthrough-strategies-for-profitable-growth-and-competitive-advantage/</guid>
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		<title>Achieving Peak Performance in International Product Management</title>
		<description><![CDATA[In a global world, International Product Management plays a key role. Products need to be adapted to the individual requirements of different markets and have to be sold locally. As intrapreneurs, product managers coordinate the international product development process and support their local partners with the introduction and marketing of new offerings.]]></description>
		<pubDate>Mon, 20 Mar 2017 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/achieving-peak-performance-in-international-product-management/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/achieving-peak-performance-in-international-product-management/</guid>
	</item>
	<item>
		<title>Leveraging Value Selling to escape Price Competition!</title>
		<description><![CDATA[Many companies today are facing increasing price pressure and are looking for new ways to boost their profits. The prevailing view is that customers buy ex- clusively based on price and that they hardly appreciate any added value]]></description>
		<pubDate>Mon, 20 Feb 2017 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/leveraging-value-selling-to-escape-price-competition/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/leveraging-value-selling-to-escape-price-competition/</guid>
	</item>
	<item>
		<title>Growing more by doing less</title>
		<description><![CDATA[Companies which are confronted with rising costs often offer an inflated portfolio of products and services, many of which are neither profitable nor competitive. These organizations can be compared to a growing tree which develops an increasingly complex structure of twigs and branches. To make sure that the tree survives in the long term, it has to be pruned and reshaped regularly.]]></description>
		<pubDate>Mon, 16 Jan 2017 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/growing-more-by-doing-less/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/growing-more-by-doing-less/</guid>
	</item>
	<item>
		<title>Are you nickel and diming yourself to death?</title>
		<description><![CDATA[When reading the business press or talking to decision makers, you can get the impression that short-term profit maximization through cost cutting is a company´s primary goal.

Of course, it is necessary to continuously optimize one´s cost position in the face of hyper competition. However, short-term cost cutting can be fatal in the medium and long term. The example of Deutsche Bahn shows what can happen when a company runs its equipment until it wears out and when it doesn´t invest sufficiently in personnel and infrastructure: Service quality will dramatically decline and the company will have problems serving its customers at all!]]></description>
		<pubDate>Mon, 12 Dec 2016 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/are-you-nickel-and-diming-yourself-to-death/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/are-you-nickel-and-diming-yourself-to-death/</guid>
	</item>
	<item>
		<title>Identifying and realizing growth potentials in your sales organization</title>
		<description><![CDATA[Realizing significant sales and turnover increases is a particular challenge in mature and stagnating markets. Still, most companies have ambitious growth objectives: They want to grow faster than the market and, ideally, achieve double-digit growth rates. What can the sales organization do to leverage additional sales and turnover potential in this situation?]]></description>
		<pubDate>Mon, 28 Nov 2016 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/identifying-and-realizing-growth-potentials-in-your-sales-organization/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/identifying-and-realizing-growth-potentials-in-your-sales-organization/</guid>
	</item>
	<item>
		<title>Strategic new Business Development</title>
		<description><![CDATA[Successful companies usually have ambitious growth goals. However, in many cases the performance of their current business is not strong enough to reach these goals. As a result, companies have to realize new growth potentials. To do so, we recommend a systematic approach.]]></description>
		<pubDate>Mon, 24 Oct 2016 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/strategic-new-business-development/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/strategic-new-business-development/</guid>
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		<title>Boosting Business Success with integrated Market Management</title>
		<description><![CDATA[Meanwhile, a number of approaches are available to solve the classical ´conflict´ between Marketing and Sales. However, there is much less focus on the cooperation of the two functions with their company´s service department. This is all the more astonishing as a growing number of successful companies actively market a range of services in addition to their physical products, thereby increasing turnover and profit.]]></description>
		<pubDate>Mon, 12 Sep 2016 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/boosting-business-success-with-integrated-market-management/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/boosting-business-success-with-integrated-market-management/</guid>
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		<title>Professional Management as a permanent Turnaround</title>
		<description><![CDATA[When companies get into trouble, a more or less radical turnaround is required to get them back on track. However, professional turnaround managers don´t have a magic formula which enables them to save a company overnight! Rather, under great time pressue and in a project mode, they usually make up for what has been neglected in the past. From that perspective, a turnaround can be seen as the application of proven and professional management methods and processes in a situation of great urgency.]]></description>
		<pubDate>Mon, 15 Aug 2016 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/professional-management-as-a-permanent-turnaround/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/professional-management-as-a-permanent-turnaround/</guid>
	</item>
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		<title>Optimizing cross-functional cooperation, releasing growth potential</title>
		<description><![CDATA[In many companies, the different departments don´t really cooperate – rather, they work alongside each other and, sometimes, even against each other. This leads to delayed decision-making and slower processes, frustration, unnecessary discussions and conflicting signals sent to the market and customers. To sum up, problems involving cross-functional cooperation weaken a company´s competitive position and strangle its growth.]]></description>
		<pubDate>Mon, 18 Jul 2016 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/optimizing-cross-functional-cooperation/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/optimizing-cross-functional-cooperation/</guid>
	</item>
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		<title>Why do your customers buy from you?</title>
		<description><![CDATA[Do you know why your customers buy from you? If you ask managers and co-workers in your company´s different departments, you will most probably get widely differing answers. Often, quality (what do you understand by this?), long-term market presence, excellent service or strong brands are mentioned.

In many cases, it is not clear at all why customers buy from a company – people don´t know where their competitive advantage lies.]]></description>
		<pubDate>Mon, 13 Jun 2016 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/why-do-your-customers-buy-from-you/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/why-do-your-customers-buy-from-you/</guid>
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		<title>How to develop a great business plan</title>
		<description><![CDATA[Business plans are often associated with start-up companies which need money from a bank and therefore have to present a comprehensive concept. A business plan describes the strategy with which an entrepreneur or intrapreneur demonstrates how he wants to develop his business and reach ambitious growth goals.]]></description>
		<pubDate>Mon, 23 May 2016 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/how-to-develop-a-great-business-plan/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/how-to-develop-a-great-business-plan/</guid>
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		<title>Who is your competitor?</title>
		<description><![CDATA[At first sight, the answer to the question ´Who is your competitor? seems easy: All companies which produce or market similar or comparable products and services. However, this is a limited view, because, in general, competition is not limited to direct rivals, but goes far beyond. And management practice shows that it is the indirect or new competitors which are the most dangerous as they are either unknown or not considered rivals in the first place.]]></description>
		<pubDate>Mon, 11 Apr 2016 00:00:00 +0200</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/who-is-your-competitor/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/who-is-your-competitor/</guid>
	</item>
	<item>
		<title>Sell Profit, not Products!</title>
		<description><![CDATA[Your customer is not interested in your products and services at all! He buys from you, because he wants to solve his problems and reach his targets. That may sound provoking, however, the customer is always focused on his own benefit. To him, your products and services are the vehicles which provide this benefit.]]></description>
		<pubDate>Mon, 21 Mar 2016 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/sell-profit-not-products/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/sell-profit-not-products/</guid>
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		<title>Get out of the Commodity Trap!</title>
		<description><![CDATA[Many companies are facing the challenge of product ´commoditization´ over time. Commodities are offerings with no unique differentiators, sold primarily via low prices. Example: 10 years ago, the mobile phone was something special and the privilege of important decision makers who had to be accessible at any time. Today, mobile phones offering the basic ´telephoning´ function have become a commodity (throw-away product), and competition has shifted from hardware (the mobile phone) to software and internet connectivity.]]></description>
		<pubDate>Mon, 15 Feb 2016 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/get-out-of-the-commodity-trap/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/get-out-of-the-commodity-trap/</guid>
	</item>
	<item>
		<title>The 5 Pillars of an excellent Business Strategy</title>
		<description><![CDATA[Excellent business strategies rest on 5 pillars. They can be used as a benchmark to review existing strategies or to develop a new strategic direction.]]></description>
		<pubDate>Mon, 25 Jan 2016 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/the-5-pillars-of-an-excellent-business-strategy/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/the-5-pillars-of-an-excellent-business-strategy/</guid>
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		<title>Building new competitive Advantage with product-enhancing Services</title>
		<description><![CDATA[Many producers of industrial products are facing increased price pressure. Competition is mainly coming from Asian low-price companies which aggressively enter European markets. To avoid a cutthroat price battle, an increasing number of companies offer services in addition to their physical products. This allows them to create added value for their customers and to differentiate themselves from low-price rivals. In addition, product-enhancing services help to build customer loyalty and to generate additional income.]]></description>
		<pubDate>Mon, 14 Dec 2015 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/building-new-competitive-advantage-with-product-enhancing-services/</link>
		<guid>https://www.hanswalterfuchs.com/en/news/building-new-competitive-advantage-with-product-enhancing-services/</guid>
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		<title>Introducing Key Account Management successfully</title>
		<description><![CDATA[Given limited sales resources, (even the biggest company has ´limited´ resources), ambitious growth and profit targets can only be achieved by strictly focusing on attractive customers. This, of course, does not mean that the other customers should no longer be served. The question is, however, how much time and attention is allocated and through which channels (distributor or internet instead of personal sales) they are served.]]></description>
		<pubDate>Mon, 16 Nov 2015 00:00:00 +0100</pubDate>
		<link>https://www.hanswalterfuchs.com/en/news/introducing-key-account-management-successfully/</link>
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