B2B Marketing

Module 1
A Perspective of B2B Marketing
Introduction
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Facts
Proportion of pure B2B firms ~ 30%
Share of B2B transactions ~ 46% of GDP



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Nature
Customer is an organisation Organisational
marketing?
Enterprises
Users
OEMs
Dealers & distributors
Institutions
Government
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The B2B-B2C dichotomy
Differences in
Market structure
Buying behaviour
Marketing practices
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Market Structure
Demand
Derived vs. direct
Volatility of demand
Greater
Elasticity of demand
Less elastic vs. more elastic perverse (?)
Market size
Larger
Geographic concentration
Often clustered vs. usually dispersed

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The Accelerator Effect
Due to derived demand
Rate of change of secondary/tertiary demand
> rate of change of primary demand



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Buying Behaviour
Buying influences
Many vs. few
Purchase cycles
Often long vs. usually short
Transaction value
Higher
Process complexity
More complex
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Buying Behaviour Contd.
Buyer-seller interdependence
Often very close
Importance of relationships
Mostly very high
Purchase professionalism
High vs. low
Degree of interactivity
High vs. low
Formal, written rules
Common vs. uncommon


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Marketing Practices
Selling process
Systems vs. product
Personal selling usage
Extensive vs. limited
Promotion
Customer-specific vs. mass marketing
Branding
Limited vs. extensive
Market research
Limited vs. extensive

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Marketing Practices Contd.
Use of relationships
Extensive vs. limited
Web integration
Greater
Segmentation
Rudimentary vs. sophisticated
Product complexity
Greater
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Customer Value Proposition
Particular set benefits that matter most to target
customers
Demonstrate the value of this superior
performance
Communicate to convey a sophisticated
understanding of the customers business
(process, priorities)
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Supply Chain
Upstream Suppliers
Tier I Suppliers
Auto Manufacturers
Dealers
Business / Individual Buyers
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Classification of Goods
Entering
Raw materials farm products, natural products
Manufactured materials & parts
Foundation
Installations
Accessories
Facilitating
Supplies / MRO items
Services

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Planning
Business
Marketing
Finance &
Accounting
HR
Logistics
R&D
Purchase
Operations
Service
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Business Marketing
Strategy
Formulation
Thank You!
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B2B Marketing
Module 2
The Market
B2B Market
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Commercial Enterprises
Institutions
Government

Commercial Enterprises
Distribution by size
Geographical concentration
Purchasing organisation - strategic procurement


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Size
Buying firms are bigger in size
MSMEs
26 million units
45% of the manufacturing
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Geographical Concentration
Concentrated marketing efforts sales personnel,
distributors
Warehouses and/or distribution centres effective
coverage
Concentrated HQ coverage

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Purchasing Organisation
70% of costs (manufacturing firms) straight
impact on bottomline
Centralised procurement strategy
Buyers responsible for specific group of
products
Development of technical expertise
Emergence of purchase engineers material
evaluation, cost studies

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Goals of Purchasing
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Materials, services, supplies to keep operations moving
Uninterrupted flow
Minimise investment
Inventory
Careful evaluation and selection of products and services
Quality
Find competent suppliers
Establish collaborative relationships
Supplier relationships
Lowest total cost
Total cost
Lowest possible level of purchase administration costs
Administrative costs
Reduce supply chain costs
Capitalise on supplier capabilities
Competitive position of
firm
Procurement as Strategy
Leveraged
Buy
(Buy for
less)
Linked Buy
(Buy better)
Value Buy
(Consume
better)
Integrated
Sell
(Sell better)
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Strategy
Understand items having
Criticality in operations
Business risk dimensions customers customers
value
Focus on strategic purchases
High revenue & high customer value impact
For less strategic purchases
Provide complete assortment, timely
service/supply support, simplified ordering
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Government
Public procurement in India
Central Government Ministries & departments
States & Union territories
Municipal and other local bodies
PSUs
25-30% of GDP
INR 18000+ billion
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Organisations
Defence vs. non-Defence
15% of government procurement
Governed by GFR (General Financial Rules,
2005)
Purchasing norms
Upto INR 15,000: purchase without quotation
15,000 100,000: local purchase committee
Above 100,000: through tendering



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Strategy
Understand the complex rules and standards
Develop system to keep abreast of procurement plans of
each purchasing agency
Product development and R&D strategy in line with
government needs
Develop a communications strategy
Generate a negotiation strategy to secure favourable
terms payment, contract completion, overruns
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Institutions
Similar to governments
Dictated by law
Constrained by political
considerations
Privately managed
Broader range of purchase
than corporates
Value of efficient buying
acknowledged

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Budget limit based buying
Staffed with professionals
Dedicated materials management department
Group purchasing
Strategy
Evaluate budgetary status
Attention to third-party contractors
Cultivate professional staff for product benefits

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Effect of IT on Purchase Behaviour
Communicating with external markets
Independent third parties
Industry consortia
Electronic marketplaces Auctions, Catalogue
purchasing
Types
Vertical - related to core operations
Horizontal - not related
Internal coordination
Inter- & intra-firm coordination - SCM
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Vertical Marketplace
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E-Procurement
Use of Web-based applications, decision support
tools, and associated services to streamline and
enhance strategic sourcing processes and
knowledge management
Purchasing managers
Look out for new vendors
Communicate with current suppliers
Transact


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Evolution
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Traditional
procurement
mainly paper
based
Electronic
systems to
support
traditional
procurement
Mainframe, PC,
ERP, EDI
Web as
communication
channel to
support
traditional
procurement
E-mail, websites
Internet tools
and platforms to
complement
traditional
procurement
online supplier
databases, e-
catalogs, web-
enabled EDI
Internet tools
and platforms to
replace
traditional
procurement
fully integrated e-
markets,
automatic stock
replenishment
Time
T
e
c
h
n
o
l
o
g
y

Capabilities
Online negotiations
Create RFP, RFQ, RFI
Conduct reverse auctions
Collaboration tools
With internal stakeholders specs, priorities
Description of requirements in RFP
Knowledge management
Repository of procurement data
Analytical tools
Cost and spending analysis top management
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Auctions
English highest bidder; sale of unwanted items -
scrap
Reverse lowest bidder; online form of tender
purchasing
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Reverse Auctions
One buyer several pre-qualified sellers
Dynamic, real-time, competitive bidding
Used for entering and facilitating goods

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Suppliers Buyers
Reasons New business
Market penetration
Cycle time reduction
Inventory management
Reduced purchase price
Lower administrative costs
Control on inventory levels
Risks Low price focus threatens
long-term relationships
Competitive bargaining tool
for buyer
Offering unrealistic prices
Undermines trust
Reduced buyer commitment makes
supplier less willing to make
relationship-related investments
Insufficient number of suppliers may
cause non-competitive scenario
Market-centred Organisation
Marketing
Market
Research
Sales
Advertising
Markets
Commercial
Segments
1n
Government
Institutions
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Thank You!
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B2B Marketing
Module 3
Organisational Buying Behaviour
Introduction
No firm is an island
Buying is a process generally well-drawn out
Access to supply markets is imperative
Factors for reaching supply markets & products
External
Organisational
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Organisational Factors
Nature of business
Business strategy
Purchasing orientation
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Nature of Business
Unit production
Bespoke
Technological complexity and scale affect
competitiveness
Design and production capabilities of
suppliers
Mass production
Efficiency determined by equipment,
integration among sections, raw material
costs
Highly inflexible suppliers to adjust their
logistics and processes to be compatible
Suppliers contribute in NPD process, crucial
for survival and growth
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Nature of Business
Process production
High volume, continuous, efficient
Continuity is imperative
Mostly produce intermediates & raw materials
Infrequent big-ticket equipment purchases
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Business Strategy
Generic strategy guides actions and decisions at
functional level purchasing
Product leadership
Relentless innovation
Technical and creative abilities
Suppliers knowledge of customers business; offer
design and product expertise to contribute to innovation;
responsiveness to innovativeness
Cost leadership
Ongoing process of cost containment - central theme of
dealing with suppliers
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Business Strategy - Social
Social responsibility
strategy may affect
dealing with suppliers
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Purchasing a Component
Imagine you are a purchase manager for a PC
manufacturer. Your boss has asked you to order a
large quantity of major electronic component.
There are 3 potential suppliers A, B & C. To the
best of your knowledge, they are equal in product
quality and availability.
In each of the following situation, which supplier
would you place your order on?
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Situations
Supplier A Supplier B Supplier C
Situation 1 150 per unit 155 per unit 170 per unit
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Situation 2 150 per unit 155 per unit 170 per unit
More
traditional
design.
Installation
cost: 12 per
unit
Your manufacturing
manager says the
component has a
special modular design
that has an installation
cost of 5 per unit
More traditional design.
Installation cost: 14 per unit

Situation 3 150 per unit 155 per unit 170 per unit
No premium
expected
No premium expected Your marketing manager
says C has spent crores in
successful campaign to
promote the brand equity of
this component. Consumers
may pay extra 50 per PC for
having this component.
Purchasing Orientation
Three types (Dobler & Burt, 1996)
Buying
Reductions in monetary value L1; based on its own price
to the customer
Maximises buyer power playing a supplier against
another
Procurement
Based on total cost of ownership (TCO)
Reducing TCO needs willingness to share information with
suppliers - target cost to supplier
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Purchasing Orientation
Supply management
Maximise value along the supply chain extensive
collaboration
Focus on end-customers
Assessment of competencies and capabilities to determine
which activities to be done in-house and which to
outsource
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Marketing Implications
Buying orientation + less important (MRO)
Focus on efficiency
Innovation in the offering
Supply management orientation + high
complexity & high risk
Strive to become key contributor in customer strategy;
technical, human & financial resources necessary
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Segmenting Purchase Decisions
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Advertising
Telemarketing
Office supplies
Travel
Materials
Logistics
Professional services
Critical components
High-technology
products
Purchase complexity
B
u
s
i
n
e
s
s

r
i
s
k

Low
High
High
Purchase Process
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Performance feedback & evaluation
Selection & establishment of order routine
Proposal evaluation & supplier selection
Search & qualification of potential sources
Determination of specification & quantity
Organisational problem recognition
Buying Situation
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Based on familiarity with products or process
New task
Judgmental
Strategic
Modified re-buy
Simple
Complex
Straight re-buy
Casual
Routine low priority
Buygrid Framework
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New task Modified re-buy Straight re-buy
Problem recognition Yes Possibly No
Determination of
specification
Yes Yes No
Source search &
qualification
Extensive Limited No
Proposal evaluation &
supplier selection
Extensive Limited No
Selection of order
routine
Yes Possibly No
Performance feedback
& evaluation
Yes Yes Yes
Marketing Implications
New task
Get involved at an early stage
Obtain information on the nature of the purchasing
problem
Identify specific product requirements
Formulate proposals to match the requirements
In-suppliers to monitor changing needs &
support the customer in such situations
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Marketing Implications Contd.
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Modified re-buy
Happens when customer sees potential benefits from
re-looking into alternative supply solutions
In-suppliers
Move decision-makers from modified to straight re-buy thus
reducing perceived benefits
Invest into understanding purchase requirement and
extinguish problems fast
Out suppliers
Ensure the purchase stays in modified re-buy as long as
possible
Offer performance guarantees

Marketing Implications Contd.
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Straight re-buy
In-suppliers
Regular contact to ensure no complaints
Identify and resolve problem areas quickly
Reduce customer buying effort automated re-ordering
Out suppliers
Price cutting not an attractive option for customer
Move to modified re-buy by reducing the total cost of
ownership

Forces Shaping OBB
Roles, relative
influences, and patterns
of interaction of buying
centre members
Job function
Past experience
Buying motives
Goals, objectives, strategies
Organisational position of
purchasing
Economic outlook
Pace of technological
change
Global trade relations
Environmental Organisational
Group Individual
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Environmental Forces
Economic
Shapes a firms ability and willingness to buy
Emerging economies turning into sourcing hubs
Technological
Internet
Pace of change importance of purchasing manager
More intense but less time-intensive search
Tracking social media buzz
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Organisational Forces
Strategic priorities
How can procurement be a stronger competitive
weapon?
Best value-chain wins
Organisational position
Centralisation of procurement
Integrate procurement with corporate strategy
Economise on procurement costs
Nature of supply environment
Location of key buying influences
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Group Forces
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Buying Centre
Initiators
Deciders
Buyers
Influencers
Users
Gatekeepers

Functions vs. Roles
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Operations
Purchasing
Engineering
Finance
Marketing
Gatekeeper
Buyer
Decider
Influencer
User
Marketing to DMU
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For new task, get in touch with DMU members
at an early stage
Identify the specific requirements / concerns
with respect to the current purchasing issue
Satisfy individual needs and reduce the
perceived risk
Know the key members of the DMU

Clues
Isolate the personal stakeholders
Follow the information flow
Identify the experts
Trace the connections to the top
Understand the role of Purchase
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Individual Forces
Evaluative criteria
Information processing
Selective exposure
Selective attention
Selective perception
Selective retention
Risk reduction strategies

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Perceived Risk
Risk is inherent in business markets uncertainty &
negative consequences
Types
Financial
Performance
Social
Perceived risk heightens with new task or complex
modified re-buy
With increased risk
Buying centre composition changes number &
authority
Increased information search
Deliberate investment of effort in the buying process
Suppliers with proven track records preferred
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The Individual Purchasing Manager
Not perfectly rational nor objective
Personal factors
Attitude towards perceived risk
Handling risk
Accrued rewards perception
Backgrounds education, employment
Information collection and processing abilities
Extrinsic factors
Inter-functional coordination
Inter-firm coordination supply chain issues
Purchasing community - WOM
Online purchasing reverse auctions
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Buyer Tasks
Consulting with colleagues in other departments
Determining the necessary parts, materials,
services and supplies
Calculating the required quantity
Searching for suppliers
Negotiating contracts
Monitoring supplier performance

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Buyer Skills
Keeping detailed and accurate records
Collecting and analysing information
Working under pressure
Decision making using experience and personal
judgment
Using mathematical & analytical tools
Good inter-personal skills
Negotiating and bargaining skills
Managing people supervising
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Thank You!
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B2B Marketing
Module 4
Customer Relationship Management in B2B
Marketing Mix - Inadequacies
Assumptions
Conflict of interest between marketer and customer
Focus on each individual transaction
Marketer is active, customer is passive
Process consists of study of buying behaviour, then
attempt to influence the behaviour favourably
Prescriptive approach
Neo-classical economic concepts do not hold in
business markets

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Relationship Marketing
All activities directed towards establishing,
developing, and maintaining successful exchanges
with customers and other constituents
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Benefits
1. Loyal customers
are far more profitable than customers who are
price sensitive
perceive few differences among alternative
offerings
2. Firms can secure important and durable
advantages that are hard for competitors to
understand, copy or displace
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Types of Relationships
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Transact i onal
Col l aborat i ve
Value
adding
Operational
Linkages
Core Elements
Trust
Willingness to rely on an exchange partner in whom
one has confidence
Commitment
One partners belief that an ongoing relationship is
so important that it deserves maximum efforts to
maintain it
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Range of Buyer-Seller Relationships
Transactional Collaborative
Availability of alternatives Many Few
Supply market dynamism Stable Volatile
Importance of purchase Low High
Complexity of purchase Low High
Information exchange Low High
Operational linkages Limited Extensive
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Switching Costs
Investments
Money
People
Lasting assets
Procedures
Risk of exposure cost of making wrong choice
Critical to operations
Less established suppliers
Technically complex products

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Potential of Value Drivers
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Sourcing
Benefits
0.52
Costs
0.07
Operations
Benefits
0.21
Costs
0.10
Offering
Benefits
0.08
Costs
0.03
(Ulaga & Eggert, 2006)
Power of Relationships
Create a process that will call for
short lead times
smaller quantities produced to
decrease inventory risk
increase the number of available
styles and/or choice
Maintain design, production, and
distribution to enable sharp response
to shifts in consumer demands
keeping exclusivity unharmed
Design in-house
Manufacturing 50% in Spain, rest
from suppliers (700 in Europe)
Shipment to Zara stores from
distribution centres in 8 hours
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Customer Profitability
Accurate tracing of costs to individual customers
The profitable few
Large customers most/least profitable, seldom in the
middle
Low cost-to-serve customers profitable
High cost-to-serve customers unprofitable, unless
paying premium for specialised services received


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The Whale Curve
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Managing Costly Customers
Look inside
Internal processes should accommodate customer
preferences
Sharper profit lens
Net margin vis--vis cost-to-serve
Identify profitable customers

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Profitable?
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Passive
Carriage
trade
Bargain
Basement
Aggressive
S
a
l
e
s

Cost-to-serve
Characteristics
High cost-to-serve Low cost-to-serve
Pre-sales Extensive support
(technical and sales resources)
Limited
(standard pricing and ordering)
Production Custom-made products
Small order quantities
Unpredictable ordering
pattern
Manual processing
Standard
Large
Predictable
Electronic
Delivery Fast Standard
Post-sales Extensive support
(customer training,
installation, customer support)
Limited
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Managing Unprofitable Customers
Improve profitability
Reduce cost of activities for serving
Focus on the high-cost elements
Loss making
Assess other benefits
New customers payback on a longer term
Opportunity for learning

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Customer Relationship Management
Cross-functional process
to achieve
a continuing dialogue with customers
across
all customer touch-points
with
personalised treatment of the most valuable
customers
to ensure customer retention and the effectiveness of
marketing initiatives
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CRM system
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CRM
Software
Salespersons
Service teams
Dealers
Distributors
Call centres
E-mails
Future
customer
interactions
Market
forecasts
Product design
SCM
Synthesis
CRM Myths
It is just database marketing
It is purely a marketing process
It is just an IT issue
It is just about building loyalty
It can be implemented by any firm
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CRM Strategy
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Acquiring the right customers
Stock of current and potential customer
relationships
Collective knowledge of selecting, initiating,
developing & maintaining profitable relationships
Crafting the right value proposition
Understanding how customers define value
How benefits compare to those of the next-best
alternative
CRM Strategy Contd.
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Instituting the best processes
Sales assumes a central role
Close coordination with supporting functions
logistics, technical service, customer service
Motivating employees
Training & development
Incentivise with customer strategy
Learning to retain customers
Long-standing customer economical to serve
organisational learning
Evaluation expectation mis-match!

Strategic Alliances
Long-run linkage vis--vis JV
Accessing complementary skills
Benefits
Access to markets and/or technology
Economies of scale in manufacturing, R&D,
marketing
Reduced TTM
Risk sharing

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Alliances
Non-competing firms
International expansion Renault & Diesel
Nacional (Mexico)
Vertical integration Aerospatia & Thomson
Diversification BMW & Rolls Royce
Competing firms
Shared supplier alliance Volkswagen & Renault
(gearbox)
Quasi-concentration alliance BAE, EADS Systems,
Alenia (Tornado fighter)
Complementary alliance Tata & Fiat (distribution)
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Extended Enterprise Daimler
Transaction
(market-based
competition)
Coordination
(selective
competition)
Cooperation
(selective
partnership)
Alliance
(strategic
partnership)
Operational types Strategic types
Relationship
based on
Data Exchanging
information
Transferring
know-how
Building up to
specialist
knowledge
Relationship
lasts for
Transaction Annual contract Series life cycle Life cycle and
beyond
Extent of joint
commitment
Suppliers not
integrated
Integrated into
NPD to limited
extent, via
well-defined
interfaces
Integrated into
NPD to limited
extent,
interfaces
defined jointly
Several depts
integrated,
joint NPD,
investment in
joint assets
Examples Office supplies Mouldings Exhaust
systems
Fuel cells
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Before the Handshake
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Some tough
questions to
ask
Does it present risks to our
business?
Will it generate growth in our
core business?
Will it create value for our
customers?
How compatible are we
technically and culturally?
Are we committed to a long-
term relationship?
What are the strengths and
weaknesses of each potential
partner?
Determinants of Success
Building a dedicated alliance function
Developing a joint value proposition
Developing close working relationships
Boundary-spanning connections
Integrating points of contact
Strategic
Tactical
Operational
Inter-personal
Cultural
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Evolution of Networks
Relationships channels supply chains
networks
Marketing & purchasing distinction is
meaningless - seamless, iterative process
Purchasing can overlap with product
development, marketing planning

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Inter-
organisational
Relationship
Marketing
Channel
Supply
chain
Industrial
Network
Supply
network
Distribution
network
Network
Situated/embedded in a network of
relationships
Relative value is function of its position in the
network
Change in mindset
Interdependent
Limit on the ability to think & act independently
Extends capabilities beyond the boundaries of
the firm
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Fujitsu
Fujitsu Sun: disk drives
Fujitsu Unisys, Tandem, Olivetti,
Siemens: disk drives
Toshiba Sun: semiconductors,
optical drives
Sun Xerox, Hitachi, Panasonic:
PCs & workstations
Sun Fujitsu: workstations
Fujitsu ICL: hardware & design

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Thank You!
PGDM II 2013-15
B2B Marketing
Module 5
Segmentation, Targeting & Positioning
Segmentation
Unique
Offerings
Standardised
Offerings
viewing a heterogeneous market
as a number of smaller homogeneous
markets in response to differing product
preferences (Wendell, 1956)
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Value of Segmentation
Facilitating better understanding of the whole
marketplace behaviour of buyers and why they
buy
Enabling better selection of market segments that
best fit the companys capabilities
Enabling improved management of the marketing
activity
Know which customers to treat similarly and which
to treat differently
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Criteria for Evaluation
Measurability
Accessibility
Actionability
Substantiality
Responsiveness

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Segmentation Bases
Firmographics
Operating
variables
Purchasing
approach
Situational
factors
Personal
characteristics
Macro
Micro
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Firmographics
1. Industry
Industrial classification
Knowledge of the use for the suppliers technology
2. Customer location
Ease of reaching
Presence of sales staff
Logistics
3. Firm size
Depends on the purchase item: capex vs. MRO
Supply justification

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Segmentation Services
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Operating Variables
Relatively easily observable
First manifestations of how customer firms behave

1. Company technology
Compatibility
2. Product & brand-use status
Readiness to use
Usage rate
Customers knowledge of supplier products: ability to
communicate need
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Operating Variables
3. Customer capabilities
Establish what customers are capable of doing with the
product/process
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Pilkington Glass
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Operating Variables
4. Firm strategic type
Strong indicator of buying behaviour
Difficult to ascertain
Employee responses (socially acceptable?)
Observation (outsiders)
Content analysis of company plans (rare)

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Miles & Snow Typology
P
r
o
a
c
t
i
v
e

a
p
p
r
o
a
c
h

Environment dynamism
Reactor Defender
Prospector
Analyser
Innovative
No consistent
strategy
Efficient & adaptive
Efficient
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Purchasing Approach
1. Purchasing function organisation
Unstructured in smaller firms or proprietorship firms
Centralised procurement?
2. Power structure
Importance of purchases
Relative influence of departments in DMU
3. General purchasing policies
Single or multiple vendors
Vendor rating / accreditation / bidding methods /
disclosure of costs
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Purchasing Approach
5. Purchasing criteria
Financial (purchase price vs. TCO)
Technological (product performance parameters)
Service level (delivery, pre-sales technical assistance,
after-sales service)
6. Buyer-seller relationships
Relationship orientation
7. Buying situation
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Situational Factors
Prevailing need - urgency
Usage plan
Order size
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Innovativeness
Willingness to purchase new products
Level of resistance to change
Desire to excel
Product diffusion rate
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Buyer Personal Characteristics
Demographics age, educational background
Decision making style normative / conservative
Risk appetite
Confidence
Drive behind purchase behaviour
Fastidiousness in information search
Supplier orientation
Evaluation
Sharing of views with supplier personnel
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Targeting
Identified
Segment
Target
Segment
Relative
Attractiveness
Resource
Demands
Management
Demands
Organisational
Demands
Check for acceptability
No
Yes
Yes
Yes
Yes
No
No
No
Not acceptable -
selection
unsuitable:
select a new
segment
PGDM II 2013-15
Estimating Segment Demand
Qualitative
Executive judgment
Frequent & repetitive forecasts
Stable environment
Small lag between decision, action & feedback
Sales force composite
Delphi technique
PGDM II 2013-15
Estimating Segment Demand
Quantitative
Time series: trend, seasonal, cyclical, irregular
patterns
Regression / causal analysis
Identify factors that affected past sales
Fit them into a mathematical / statistical model

PGDM II 2013-15
MARKETING RESEARCH
PGDM II 2013-15
Value of Information
Characteristics of information (Gates, 1996)
Accuracy
Timeliness
Relevance
Uniqueness
Technical (accurate) vs. managerial (timely and
relevant)
Communication between research agency and client
PGDM II 2013-15
Sampling Methods
Probability
Simple Random
Stratified Random
Systematic
Cluster/multi-stage
Non-probability
Convenience
Snowball
Quota
Focus groups
PGDM II 2013-15
Probability Sampling
Stratified
Sub-classification of sample based on proportion of
population
Manufacturing vs. service for different firm sizes
Systematic
Within a single industry sector
Cluster
Naturally occurring groups viz. departments within firms
PGDM II 2013-15
Non-probability Sampling
Convenience
Limited validity
Snowball
Association-based
Convenient
Quota
Same as stratified but not randomly selected


PGDM II 2013-15
Issues in Sampling
Response rates
Representativeness of the respondents to the
sample (and the population)
Criteria affecting responses
Sponsorship
Covering letter
Questionnaire
Anonymity/confidentiality
Contacts appointments
Incentives monetary/non-monetary

PGDM II 2013-15
Industry Classification
To ensure common understanding of industry
definition
Every form of economic activity put under an alpha-
numeric category
United Nations: ISIC
India: NIC
US: NAICS
PGDM II 2013-15
NIC
PGDM II 2013-15
Using MR Agencies
Product managers have more contact with
customers than MR agencies
Smaller samples (mostly the universe even)
Concerned with both direct and derived demand
Presence of several buying centre members, who may
change
Less focus absence of MR department, reliance on
secondary data & expert opinions
Use of information influenced by
Exploratory research (+)
Degree of formalisation (+)
Degree of surprise in findings (-)

PGDM II 2013-15
Market Research Agencies
B2B professional service firms
All buyer-seller relationship concepts apply
Determinants in successful client-agency
relationship
Clear understanding of the management problem prior
to contacting the agency
Close involvement ASAP
Check credentials, experience, industry familiarity of
agency
PGDM II 2013-15
Secondary Research
Benefits
Cost-effective, MR budget is low in B2B firms
Derived demand study
Availability of data
Use of internet
Crucial, especially with the need for secondary data
Relevance and recency issues
Care about dubiousness of data



PGDM II 2013-15
Business Information Sources
PGDM II 2013-15
Targeting Strategy
Undifferentiated
Differentiated
Niche
PGDM II 2013-15
PGDM II 2013-15
Positioning
Offering occupies a space in the buyers mind
Relative position - basis by which comparison is
made with ideal position and also others
Clarity about the capabilities
Using value proposition
Resonating focus: offering based on those few elements
where performances matter most to buyer firm
PGDM II 2013-15
Repositioning
C
o
m
p
l
e
t
e
n
e
s
s

o
f

o
f
f
e
r
i
n
g

Nature of relationship
PGDM II 2013-15
THANK YOU!
PGDM II 2013-15
B2B MARKETING
Module 6
Product Management
B2B PRODUCT OFFERINGS
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Core
benefit
Physical
attributes
S
e
r
v
i
c
e

e
l
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m
e
n
t
s

Advice giving
ADAPTATION SPACE
CATEGORISING PRODUCT LINES
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Business
services
Custom-
designed
products
Custom-
built
products
Catalogue
(proprietary)
products
PRODUCT POLICY
Set of decisions concerning the products
and services being offered P
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COMMODITY PRODUCTS
Deeper into the PLC differentiation gets diffused
Price is the sole differentiator
Continuous innovation in product and marketing to
show added value to customers
there is no such thing as a commodity. All goods
and services are differentiable (Levitt, 1980)

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PRODUCT PORTFOLIO
Collection of all products offered by a firm
Portfolio management
Decisions regarding current and future products
Finite company resources
Portfolio elements
Items
Lines
Depth
Mix

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Agro-sciences
Construction
Electronics & Communications
Energy Storage
Healthcare & Medical
Home & Office
Infrastructure
Nutrition
Oil & Gas
Packaging
Personal Care & Apparel
Renewable Energy
Transportation
Water
AQUCAR: Water treatment microbiocide portfolio
including glutaraldehyde, glut/quat blends, DBNPA,
bronopol, OPP and dimethyl-oxazolidine available
globally for use in biofouling control, anaerobic
microbial control, and fluid preservation
Battery Materials: Differentiated solution for battery
cycle life improvement through a proprietary coating
process.
FUELSAVER: Antimicrobial agent for preserving
fuels, registered by the U.S. EPA for use as a biocide
and fuel additive for diesel oil, fuel oil or kerosene
Heat Transfer Fluids: DOWTHERM Q Heat transfer
fluid additive for waste heat recovery in oil
applications
OUDRACool: Solid epoxy resins for low
temperature set and long-lasting protection
OUDRACure: Curing agents offering a systems
approach to extending durability
OUDRASperse: Waterborne dispersions,
manufactured without any added solvents
OUDRATherm: Advanced epoxy resins for extreme
high temperature and harsh conditions
OUDRATough: Advanced epoxy resins for damage
tolerance, corrosion protection and durability
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PRODUCT MARKET
Accurate definition is imperative
Customer needs vis--vis ways of satisfying the
needs constant change
Dimensions of definition
Customer function
Technology
Customer segment
Value-added system
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COMPETING FOR TODAY WHILE PREPARING
FOR TOMORROW ABELL, 1999
Competition at technology / supplier / brand level
Planning for today
Clear precise definition of business target
segments, customer functions, business approach to
be taken
Redefine for future
Planning for tomorrow reshaping the business
for future
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FUTURE GROWTH PROSPECTS
Important customer groups providing explosive
future growth opportunities
Non-consumers: lacking the skills, training or
resources to purchase
Undershot consumers
Overshot consumers
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PRODUCT STRATEGY
Positioning place occupied in a particular
market
Measuring organisational buyers perceptions and
preferences in relation to competition
Perception based on bundle of attributes viz. quality,
service, etc. emphasise on attributes having
central role
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POSITIONING PROCESS
Identify relevant
competitive
products
Identify
determinant
attributes
customers use to
differentiate and
select
Survey existing
and potential
customers for
rating of all
options against
each attribute
Determine
products current
position in each
segment
Examine fit
between
preferences and
current position
Select Positioning
or Repositioning
Strategy
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STRATEGY OPTIONS
Increase
importance of
attribute to
customers
Increase
difference
between
competitions
and selfs
products
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ORGANISING FOR INNOVATION
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It is not about serendipity
Organisational innovativeness
Create an environment where creative individuals
can operate within an inter-organisational context
that harnesses their creativity
Features of an innovative firm
Commitment to long-term growth
Willingness to include risky opportunities within a
balanced portfolio of activities
Mutual respect amongst individuals and inclination
to work across functions
Readiness to accept change and failure
Combination of suitable specialisation and diversity
of knowledge

B2B RELATIONSHIPS IN MANAGING
INNOVATIONS
The innovation team game extends beyond the firm
Suppliers and customers can be sources of ideas as
well as capabilities
Aspects
Type of innovation project
Degree of innovativeness required
Degree of knowledge- sharing
Formality of knowledge-sharing mechanism
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PROJECT CLASSIFICATIONS
Incremental enhancements
Product and/or process
Derivative
Design and components shared by a
product group
Several changes in product and process
Platform
New core product/process
Fundamentally different from previous
generations
Breakthrough
Knowledge creation
New materials and technologies leading to
commercial development
R&D
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DISRUPTIVE INNOVATION
Firms possessing the capacity
and capability to innovate
may fail when the innovation
does not address the
foreseeable needs of current
customers
These firms had their
competitive antennae up,
aggressively invested in new
products and technologies and
listened astutely to their
customers
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DISRUPTIVE STRATEGIES
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Low-end test
1. Customers at low
end of the market
2. Eager to purchase a
good enough
product at a lower
price
3. Create a business
model that can yield
profits from this low
end of the market
New market test
A large population can
be defined who lack
money / equipment /
skill to acquire the
product / service
and/or
Present customers
have to go to an
inconvenient location
to use this
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If Id have asked my customers what they
wanted, they would have told me a faster horse.
Henry Ford
Conceptualize products customers might
need before spending on development and launch
Resisting the Steve Jobs Innovation Temptation
B2C is a whole different ballgame from B2B products
Compare your IQ (Innovation Quotient) to Steves and
act accordingly.
Learn how to attack the right market.
Uncover customer outcomes.
Dont just ask customers.
Prioritize customer outcomes.
Take advantage of the profit motive.
Get creative with the solutions.
STAGES OF NPD
Idea
generating
Screening Planning Developing
Test
marketing
Launching
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Analysing the
business
case
Business
planning
Concept
Features
Prototypes
Marketing
support
IDEATION PROCESS
Some questions managers might as themselves
Can we change the properties of the product?
Can the standard components be changed?
Can it be made smaller/cheaper?
Are there any new way of performing a current product
function?
Is the products core function necessary at all?
How can we utilise the Internet to improve the
product/service?

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LACUN IN B2B NPD PROCESS
Going through
the motions
In structuring
activities
In
documenting
activities
Insufficient
speed
Unaware of
TTM
Not enough
overlapping
stages
Stages left to
single
departments
Lack of market
orientation
Insufficient
customer
input
Irregular
customer
contact
during NPD
Insufficient
checks
Making a
fuzzy
business case
Allowing
expenses to
rise before
uncertainties
have reduced
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MOST INNOVATIVE FIRMS - 2012 (FORBES)
Rank Firm
12 month
Sales
Growth (%)
5-Year
Annualised Total
Return (%)
Market
Cap ($ bn)
Innovation
Premium
1 Salesforce.com 32.1 21.6 25.85 72.8
2 Alexion Pharma 39.2 38.4 18.24 72.3
3 VMware 16.3 19.0 35.94 63.7
4 Regeron Pharma 128.3 65.8 16.75 63.1
5 ARM Holdings 22.5 47.9 19.62 61.2
6 Baidu 44.6 32.8 47.3 60.6
7 Amazon.com 23.0 31.0 119.01 60.2
8 Intuitive Surgicals 18.3 5.2 18.44 53.9
9 Rakuten 14.1 23.1 13.06 50.7
10 Natura Cosmeticos -3.9 14.5 10.54 48.5
40 TCS 14.1 26.5 53.5 32.6
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A measure of how much investors have bid up the stock price of a company above the value of its existing
business based on expectations of future innovative results (new products, services and markets). Firms must have
$10 billion in market cap, spend at least 1% of their asset base on R&D and have seven years of public data.
NPD THROUGH NETWORKS
Open innovation (Prahalad & Krishnan, 2008) or
distributed co-creation (Bughin et al, 2008)
Downstream co-creation
Staying power in pursuing activities
Resources to push through projects
Put less optimistic projects on hold

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Getting
into the
mud
Getting
through the
mud
Protecting
your ideas
Appearing
to be
neutral
THANK YOU!!
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B2B MARKETING
Module 7
Services for Business Markets
CUSTOMER EXPERIENCE MANAGEMENT
Encompasses the dimensions of the offering
Product features
Service aspects
Ease of use
Advertising
Reliability
Way problems are resolved
Process of becoming a customer
Management: Sum total of processes that capture
customers subjective thoughts about a firm
Surveys & targeted studies at interaction points to
identify gaps between customer expectation and
experience
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SOLUTION-CENTRED PERSPECTIVE
Product Solutions
Value proposition Innovative products
Enriching features of
existing products
Creating and
delivering superior
solutions
Value creation By the firm Co-created
Designing
offerings
Start with
products/services
Then target customer
segments
Start with customer
problems
Then assemble
products/services to
solve
Company-
customer
relationships
Transaction-based Interaction-based
Centred on co-creation
of solutions
Focus on quality Internal processes and
company offerings
Customer-firm
interactions
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(adapted from Sawhney, 2004; Prahlad & Ramaswamy, 2004)
CONTINUUM
Goods
Dominant
Services
Dominant
Lubricants
Office
supplies
Advertising
Machinery
PC
Janitorial
&
cleaning
Freight
transport
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Telecom
systems
Meeting
hotel
Management
consulting
CLASSIFICATION
Product-
related
Delivery
Installation
&
maintenance
After-sales
training
Warranty
Marketing
MR
Advertising
Export
advice
Professional
Consulting
Accountancy
Legal
Information
Inventory
management
SCM
Data
aggregation
Financial
Product
purchase
financing
Billing
management
Credit
evaluation
Banking &
insurance
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SERVICE ATTRIBUTES
Search
Can be evaluated before purchase
High for goods
Experience
Can be evaluated during the service delivery process
Credence
Can take a long time to evaluate even after the process
is over
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FEATURES OF SERVICES
Intangible
Perishable
Variable
Inseparable
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MARKETING IMPLICATIONS
Intangible
Make tangible
through
concrete cues
Perishable
Plan capacity
around peak
demand
Pricing and
promotion to
even out
demand
Variable
Develop systems
to minimise
deviation and
human error
Automate
Prepackage the
service
Inseparable
Effective
screening and
recruitment
Training of
personnel to get
it right
Training
customers
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STAGES OF SERVICISATION
1
Manufacturing and/or distribution
capabilities

2
Services complementing products

3
Marketing product-service combinations

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SERVICE
QUALITY
Reliability
Responsiveness
Assurance
Empathy
Tangibles
CUSTOMER SATISFACTION & LOYALTY
Basic product/service attributes all competitors
would provide
Basic support services that render the offering
more effective or easier to use
Recovery process for quickly fixing problems
Extraordinary services solving unique problems
/ meeting unique needs sense of customisation

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THE GAPS
1: Customer expectation
Company understanding
2: Company understanding
Setting standards
3: Standards set Service
delivery
4: Delivery External
communication
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SERVICE FAILURE
When any individual gap or the sum total
of all gaps become substantially high

Desired Service
Zone of Tolerance
Adequate Service
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SERVICE RECOVERY
Procedures, policies & processes used to resolve
service failure promptly and effectively
Satisfactory resolution often leads to rise in
customer perception of service quality higher
supplier loyalty zero defections
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ROQ
Basic assumptions (Rust, Zahorik & Keiningham, 1995)
Quality is an investment
Quality efforts must be financially accountable
It is possible to spend too much on quality
Not all expenditures are equally valid
Expenditure on service quality diminishing
returns
Managers - Where? How much? When to
reduce/stop?
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Improvement
Effort
Customer
Retention
Cost Reduction
WOM
Revenues &
Market Share
Service Quality
Improvement
Profitability
Attraction of New
Customers
Perceived Service
Quality & Customer
Satisfaction
SERVICES MARKETING - CHALLENGES
Realities
Customers pay fees for services they do not always
understand
Marketing is a challenge even to organisational buyers
who are more expert than their consumer equivalents
Issues
Buyers prior experience
Levels of client sophistication
Non-standardised offerings
Informing client of progress
Outcome of service delivery
Personal relationship between client and professional
Reputation & WOM referrals

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MARKETING BUSINESS SERVICES
Segmentation
Narrower services are expected to be more
customised
Focus on what customers expect rather than need
Adjusting service capacity effectively
Total demand is made up of numerous smaller, yet
predictable, demand patterns
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SERVICE PACKAGES
Product equivalent of service
Concept of the service
Range of services provided
Quality and level of service
Personnel
Physical product accompanying the service, if any
Service delivery process
Conceptualising the package based on benefits
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CONCEPTUALISING THE SERVICE PRODUCT
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Level 1
Level 2
Level 3
Level 4
Based on guidelines built
in service offer people,
processes, facilities, etc.
Service-delivery
System
More detailed shaping of service concept.
Decisions on & clarification of:
service elements (tangible and intangible)
service forms (in what way, how)
service levels (quantity & quality)
Service Offer
Service
Concept
What general benefits the
service firm will offer
What benefits
customers seek
Customer-benefit
Concept
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PRICING
Can be used to manage the timing of demand and
align with capacity
Power utilities (off-peak hours), resorts & hotels
(conferences)
Isolate service profitability
Low marginal cost
Cost-to-serve?
Bundling
Pure or mixed
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PROMOTION
Tangible cues
Physical evidences
Service guarantees
Performance documentation
Training and certification of personnel
Corporate brand
Trade journals



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DISTRIBUTION
Direct
Channel members
Internet

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NEW SERVICE DEVELOPMENT
New offerings that make best use of supplier
capabilities are matched with customers needs
Possibilities
Improved service experiences through the use of
new resources
Customised expert services fitting firm capabilities
to specific customer needs
Planned pioneering services developing a new
service around firm capabilities in a new context
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THANK YOU!!
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B2B Marketing
Module 8
Channel Management
E-commerce
Channel Management
PGDM II 2013-15
Set of interdependent organisations involved in the process
of making a product or service available for use or
consumption (Coughlin et al., 2006)

The central question
Which channel task will be performed by the firm, and which, if
any, will be performed by channel members?

Tasks
Reducing complexity
Increasing value
Transaction efficiency
Quality of service
Marketing Channels
PGDM II 2013-15
Manufacturer
Direct
Channels
Indirect
Channels
Agents
Distributors
Telemarketing
Online
Marketing
Direct Sales
Customer Segments
Direct Channels
PGDM II 2013-15
Feasible when
Customers are large, well-defined
Customers insist on direct sales
Sales involve extensive negotiations with customer senior
management
Control on sales to ensure complete package is properly
implemented
Requirements
Highly customized solutions - complex
Selling skill, professional account management, in-depth product
knowledge
Indirect Channels
PGDM II 2013-15
Found when
Markets fragmented and dispersed
Transaction amounts low
Buyers typically purchase number of items in one
transaction, often of various brands

Distributors
PGDM II 2013-15
Key organisational customers of manufacturers
purchase and hold stock
Absorb financial, credit, selling and logistic risks
Source of market information and demand knowledge
Suitable for firms having multi-locational manufacturing
Service focus
Automatic replenishment
Product assembly
In-plant stores
Help in designing and operating supply networks


Classification
PGDM II 2013-15
General line
Broad array of industrial products
Specialists
One product category or industry
Combination house
Operates in business and consumer markets

Agents
PGDM II 2013-15
Do not take title and/or inventory of goods
Work independently, represent several non-competing
companies
On commission basis
Augment / replace the field sales force
Expert product knowledge coupled with understanding of
market and customer needs
When to use:
Small firms, and large
Limited market potential
Servicing distributors
Offerings-based Channels
PGDM II 2013-15
Bespoke/complex
Direct channel
Agents for entering new unfamiliar geographies
Uniform
Lower inclination to control all exchanges with end-customer
More fragmented and geographically dispersed customer base
Distributors for products
Franchisees for services

Channel Design
PGDM II 2013-15
Driven by customers
Dynamic process depending on customer and competitor
behaviour changes

Customer
Service
Financing
Guarantee
Size
Customisation
Information
Assortment
Installation
Channel Partner
Channel Partner
Manufacturer
Structure Issues
PGDM II 2013-15
Length
Optimum number of levels to serve the customer
Established vs. new
Breadth
Intensity intensive / selective / exclusive
Multiple channels
Inter-firm conflict
Inter-channel conflict
Cannibalisation

Channel Administration
PGDM II 2013-15
Recruitment
Motivation
Support to the channel
Conflict management
Recruitment Criteria
PGDM II 2013-15
Financial & Company strengths
Ability to fund
sales start-up
communications activities
Maintain inventory
Standing amongst customers
Management team quality
Product
Familiarity
Product lines
Complimentarity
Sophistication
Physical facilities
Marketing skills
Market share
Geographic coverage
Experience with target customers
Salesforce
Delivery performance
Customer service
Trade-show participation
Trade association membership
Commitment
Product mix volatility
% business with single supplier
Commitment to targets
Willingness to
maintain stock
invest in communication
invest in sales training
drop competing product lines
Facilitators
Contacts with key industry players
Experience and performance with other suppliers
Channel Performance
PGDM II 2013-15
Delayed differentiation
VARs
Outsourcing of non-value adding activities
MRO
3PL


Evaluation of Performance
PGDM II 2013-15
Criterion Factors to consider
Contribution Supplier profitability
Sales growth
Competence Experience
Product knowledge
Administrative and supervisory skills
Strategic thinking of senior management
Loyalty Commitment & motivation towards supplier
Compliance Acceptance of channel policies & programmes
Adaptability Innovation in handling supplier products
Customer satisfaction Level of services
Service quality
Support to Channel
PGDM II 2013-15
Incentives
Financial commission, discounts
Bonuses
Territorial exclusivity
Providing resources
Involvement of sales team in dealing with clients
Sharing of MR information
Marketing communications
Training of staff
Working relationship approach in dealing
Joint strategic planning
Signalling of long-term commitment
Channel Conflicts
PGDM II 2013-15
Conflict one channel member perceives anothers
actions to be impeding the achievement of its goals (Gaski,
1984)
Types
Goal
Means
Fear of being bypassed
Conflicting perceptions




Conflict Management
PGDM II 2013-15
Informal mechanisms
Exit
Voice
Loyalty
Aggression
Neglect
Formal mechanisms
Distributor council
Third-party referee
Trade association interaction
Personnel exchange


E-commerce
PGDM II 2013-15
Types
PGDM II 2013-15
Inter-organisational: management of
Suppliers
Inventory
Distribution
Channel
Payment
Intra-organisational
Workgroup communications
Electronic publishing
Sales force productivity
B2M: Companies linking to machines via Internet
B2C
Channel Considerations
PGDM II 2013-15
Channel efficiencies
Automation of back-office sales functions
Personnel and accuracy enhancements
Current marketing intermediaries
Disintermediation
Re-intermediation
Channel advantages for potential buyers
Customise contact as per buyers needs
Wide range of referral sources
Always open
PGDM II 2013-15
Effect of Internet on Marketing Variables
PGDM II 2013-15
Pricing
Buyers bargaining power
Geographical advantages
Commodification service-enrichment / branding
Sales force
Complimentarity focus on problem-solving & relationship-
building
Customise product presentations
Incentivise online initiatives
Promotion
Search-engine marketing
Thank You!!
PGDM II 2013-15
PGDM II 2014-15
PGDM II 2014-15
PGDM II 2014-15
Rank Brand Value ($ billion) Sales ($ billion)
1 Coca-Cola 77.8 48.02
2 Apple 76.6 164.7
3 IBM 75.5 104.5
4 Google 69.7 50.2
5 Microsoft 57.9 72.9
6 GE 43.7 147.4
7 McDonald's 40.1 27.6
8 Intel 39.4 53.3
9 Samsung 32.9 187.8
10 Toyota 30.3 224.5

(Kapferer, 2008)

PGDM II 2014-15
Salience
Resonance
Feelings
Judgments
Imagery Performance
PGDM II 2014-15
Partnership
solutions
Sales force
relationships
Judgments
Reputation Performance
1. Identity: Who
are you?
2. Meaning:
What are you?
3. Response: What
about you?
4. Relationships :
What about you and
me?
PGDM II 2014-15
Salience
PGDM II 2014-15
Construct Description Concern
Corporate Identity The central, enduring,
and distinctive
characteristics
Who we are?
Corporate Brand The promise made What we do? What
makes us important
and/or different?
Corporate Image The beliefs and
impressions held
What people think
about us?
Corporate Reputation The esteem in which
the firm is held
Are we good/bad,
admired and respected,
better/worse than our
competitors?
Brand
Relationship
Branded House
House of
Brands
PGDM II 2014-15
PGDM II 2014-15
PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15
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PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15
Buy phase Objective Task
Need recognition Generate
awareness
Prospecting
Developing
product spec
Feature
comprehension
Opening
relationship
Search & qualify
suppliers
Lead generation Qualifying
prospect
Evaluation Performance
comprehension
Presenting sales
message
Selection Negotiation Closing sale
Purchase
feedback
Reassurance Account servicing
PGDM II 2014-15
Low
High
Advertising Trade
shows
Personal
selling

PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15
Information on
Customers &
Prospects
Name / Contact
details
Company size /
Activities /
Purchase process
Key decision
makers &
influencers
Transactions
Frequency /
Timescale
Amount
Product
categories
Promotions
Campaigns
exposed
Results leads /
sales
Products
Industry / Market /
Geography
PGDM II 2014-15

Product
Logistics
Adaptation Advice
Service
PGDM II 2014-15
Intrinsic value
buyers
Extrinsic value
buyers
Strategic value buyers
Straight rebuy Product Product /
services
Modified
rebuy
Product Product /
services /
logistics
Logistics / adaptation /
advice
New task Logistics Logistics / adaptation /
advice
Selling mode Transactional Consultative Enterprise
PGDM II 2014-15
PGDM II 2014-15
Missionary
Frontline
Internal
PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15
Experience
Commitment
Adaptation
Distance
Uncertainty
Time
High
Low
P
r
e
-
r
e
l
a
t
i
o
n
s
h
i
p

Early
Development
Long-term
Final
PGDM II 2014-15

PGDM II 2014-15

(Millman & Wilson, 1995)

PGDM II 2014-15
PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15
29
48
55
61
78
92
Management discretion
Industry of customers
Size of customer
Comeptitor's actions
Volume of past sales
Volume of potential business
0 20 40 60 80 100

PGDM II 2014-15
PGDM II 2014-15

PGDM II 2014-15
PGDM II 2014-15