Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Business-to-Business Marketing
MKTG 533.101 Fall, 2008
B-to-B
Packaging
Advertising
Ingredients
Transportation; Logistics
Manufacturer
Retailer
B-to-C
B-to-C
Upstream Suppliers Supply Chain (i) Supply Chain (n) Supply Chain (n+1) OEM/ Distribution (B-to-C) End Consumer Recycle/ Reclaim Focus of B-to-C Marketing
B-to-B
Consumer
Marketing Culture Market to end of chain Perceptual proposition Value in brand relationship
Business-to-Business
Manufacturing/Tech Culture Market to value chain Technical proposition Value in use, quantifiable
Decision-Maker Stack
Typical Purchase Team Members Warehouse Manager Purchasing Manager Logistics Officer
Maintenance Manager Chief Marketing Officer CFO Supply chain Head COO CEO (On Occasion) Buyer
Most Important
Benefit/Message Targeting
Benefit Stack
Typical Customer Benefits Offered Highly Competitive prices and quality
Decision-Maker Stack
Typical Purchase Team Members Warehouse Manager Purchasing Manager Logistics Officer
Maintenance Manager Chief Marketing Officer CFO Supply chain Head COO CEO (On Occasion) Buyer
However:
The increasing power of distribution channels, the impact of supply chain innovations, and outsourcing strategies are blurring distinctions
B-to-C
B-to-B B-to-C
Customer
TM
YOUR SPONSOR
74 Members
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3/3/2013
Computing Value*
Understanding Value*
Value and Pricing* Harvesting Value
New Offering Development Channel Conflict Management Market Offerings Management Marketing Leadership Personal Competencies Business Acumen
Market Segmentation*
Targeting* Positioning*
Trends 2010: Out of the Field, October / November 2007 Based on an original request from Hewlett-Packard
Key Capabilities
B-to-B marketers must address, along
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Marketing Leaders
ISBM Virtual Faculty ISBM
Reworked: 1999-2001
Third Track: 2001-2003 Fourth Track: 2003-2005 Fifth Track: 2005-2007 Current (6th) Track: 2007-
Members/Practitioners
2010*
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1
Identify first target respondents Key informants on the leading edge of B-to-B
2
Open-Ended Phase, Qualitative: Inquire with three key questions identify issues from thought leaders
3
Bucketize the data mentions, energy, etc.; manually and with NVivo Software
4
Quantitative Phase: Analysis of phase 1 issues with Marketing Engineering for Excel (MEXL) Software; 399 respondents
5
Gather additional insights/ implications/ actions publish results
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what CUSTOMERS REALLY NEED, beyond what they can say or articulate. Opportunities to CREATE REAL VALUE
2. Lead the charge for sensing, finding, clarifying and
COMPUTATION OF VALUE pricing strategies to harvest value; value generation / creation through the value chain
4. Construct better B-to-B marketing METRICS:
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5.
Competing and growing GLOBALLY: better navigation of global markets, competition and issues, especially CHINA
counter commoditization; IMPROVING AND SPEEDING NEW OFFERING PROCESSES AND HIT RATE
7. SELLING THE C-SUITE: developing the case for the value
Thoughts
Our 25th Anniversary Meeting
25 Years of Research, Practice and Progress in B-to-B: >>The Most Important Lessons Weve Learned >>The Critical Things We Must Forget!
Insight from thought leaders who have had great impact on our research, practice and progress over the past 21/2 decades
August 20-21, 2008 Penn Stater Conference Center Hotel State College, Pennsylvania
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3/3/2013
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(c) 2008, ISBM - Penn State 3/3/2013
Product
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Source: May 7, 2008, Community Marketing: A New Discipline For Business Technology Marketers
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The application of marketing processes and resources to assimilate a supplier into customers
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25 Years of Marketing: What We Should Forget and What We Must Never Forget
ISBM Annual Meeting, August 20, 2008
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Controlling Anything
Offerings Messaging
Safe Markets
Stable Markets We Will Get to That Later
3/3/2013
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Speed is Paramount
Markets demand it Competition requires it
Course Objectives:
Understand key Differences/ Similarities: B-to-B, B-to-C Frameworks for understanding the B-to-B Marketing Process The language/taxonomy of value
TM
2007 Carlson Marketing, Inc. All rights reserved. Peppers & Rogers Group is a division of Carlson Marketing.
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Other Administrivia
Student Registration please complete right away to access Angel. Tutorial Sessions, Wed 4:30-6pm Room 124 (if needed)
Focus/Feedback anytime
Assessment questionnaire at 3 weeks into course
The process of understanding, creating and delivering (and profitably harvesting) value to targeted business markets and customers who are firms
The worth in monetary terms of the economic, technical, service and social benefits a customer firm receives in exchange for the price it pays for a market offering
TM
2. Strategy Formulation
5. Life-Cycle Management
2. Strategy Formulation
Segmentation
Targeting
Positioning
Synthesis of Segment Strategies
Our Primary Concentration in this course
TM
TM
TM
5. Life-Cycle Management
Manage Customer Relationships Measure/Track Performance Process Management/Continuous Improvement Education/Professional Development
TM
Sense value
Sustain value
Customer Data Adapt
Define value
Communicate value
Develop messaging Define brand architecture Develop marketing campaigns Optimize communications mix Monitor results and ROMI
Realize value
Design the value chain Define value chain position Optimize routes to market Build the partner ecosystem Manage partner relationships 47
Share value
Design value-sharing schemes Optimize pricing/SKU strategy Manage Price-Value-Capture
Deliver value
Relationship Marketing
Observe
Collaborative Marketing
Co-create
Segmentation
Customization
Customerization
Products
Channel Push Transactional Pricing Persuasion, Broadcast
Solutions
Channel Partnerships Relationship Pricing Permission, dialogue
Experiences
Integrated Value Network Gain and RiskSharing Contextual, facilitation
Episodic CRM
Batch CRM
Real-Time CRM
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