Business Project Management And Marketing: Mastering Business Markets

Springer Texts in Business and Economics Michael Kleinaltenkamp Wulff Plinke Ingmar Geiger Editors Business Project Management and Marketing Mastering Business Markets Springer Texts in Business and Economics More information about this series at http://www.springer.com/series/10099 Michael Kleinaltenkamp • Wulff Plinke • Ingmar Geiger Editors Business Project Management and Marketing Mastering Business Markets Editors Michael Kleinaltenkamp Freie Universita¨t Berlin Berlin Germany Wulff Plinke European School of Management and Technology Berlin Germany Ingmar Geiger Freie Universita¨t Berlin Berlin Germany Translation from German language edition: Auftrags- und Projektmanagement by Michael Kleinaltenkamp, Wulff Plinke and Ingmar Geiger Copyright # Springer Gabler 1998, 2013 Springer Gabler is a part of Springer Science+Business Media All Rights Reserved ISSN 2192-4333 ISSN 2192-4341 (electronic) Springer Texts in Business and Economics ISBN 978-3-662-48506-4 ISBN 978-3-662-48507-1 (eBook) DOI 10.1007/978-3-662-48507-1 Library of Congress Control Number: 2015954664 Springer Heidelberg New York Dordrecht London # Springer-Verlag Berlin Heidelberg 2016 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper Springer-Verlag GmbH (www.springer.com) Berlin Heidelberg is part of Springer Science+Business Media Preface “Closing a deal” is for many sales managers the ultimate goal of their daily business. For repeat purchases of more or less commoditized goods and services, closing a deal may mean one among many others. If one order is lost, another may just line up. In the business type we are focusing on here, the project business, such a view is certainly not warranted. Rather, in order to close a deal for a large-scale construction project or a high-volume consulting project, many people on both the supplier and the customer side will have been involved before a transaction is sealed. From a supplier’s perspect