EXCELLING IN B2B MARKETING€¦ · Business Marketing Management •B2B vs. B2C –Do firms have to...
Transcript of EXCELLING IN B2B MARKETING€¦ · Business Marketing Management •B2B vs. B2C –Do firms have to...
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EXCELLING IN B2B
MARKETING
Andrew Mutuma
Managing Director
DHL Express Worldwide (K) Ltd
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What are Business Markets?
• “Markets for products and services, local
to international, bought by businesses,
government bodies, and institutions for
incorporation, for consumption, for use, or
for resale.”
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Business Marketing
Management
• B2B vs. B2C
– Do firms have to be one or the other?
– Which is larger?
– What’s the difference?
• Business Consumers
– Commercial enterprises
– Institutions
– Government
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What Do Business Marketing
Managers Do?
• Partner for Increased Value
• Create a Value Proposition
– How?
– What is a value proposition?
– Customer solutions
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Classifying Goods for the
Business Market • Entering Goods
– Raw materials
– Manufactured materials and parts
• Foundation Goods
– Installations
– Accessory goods
• Facilitating Goods
– Supplies
– Services
• Maintenance and repair support
• Advisory support 5
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What is Business-to-Business
Marketing
• The process of matching and combining the
capabilities of the supplier with the desired
outcomes of the customer to create value for the
“customer’s customer.”
• Entrepreneurial Marketing: Conducted in a way
that involves innovation, acting proactively and
taking calculated risks.
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Business Vs Consumer
Customers
• When is a customer
considered a business?
• When a consumer?
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How Business Markets Differ
from the Consumer Market
Characteristic
Sales volume
Purchase volume
Number of buyers
Size of individual buyers
Location of Buyers
Buyer-seller relationship
Nature of channel
Nature of buying
Nature of buying influences
Type of negotiations
Use of reciprocity
Use of leasing
Primary promotion method
Business Market
Greater
Greater
Fewer
Larger
Geographically concentrated
Closer
More direct
More professional
Multiple (buying center)
More complex
Yes
Greater
Personal selling
Consumer Market
Smaller
Smaller
Many
Smaller
Diffuse
More impersonal
Less direct
More personal
Single
Simpler
No
Smaller
Advertising 8
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B2B & the Marketing Concept
The Marketing Concept
• Understand customer needs.
• Meet those needs with a
coordinated set of activities.
• In a way that meets
organizational goals.
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The Marketing Mix
Marketing Mix
Promotion
Place Price
Product
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Marketing Mix: Product
• The total offering is created by a partnership
between the buying organization and the marketing
organization.
• The process creates an augmented product that is
specific to the buying unit’s needs and maximizes
the value creation capabilities of the marketer.
Core Product + Financing Terms + Delivery Options = “Total Offering” 11
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Marketing Mix: Price
• The mutually agreed-upon amount that satisfies
both sides in an exchange.
Often varies from fixed price, with more special discounts
and allowances (in comparison to consumer markets.)
May involve things other than a one-time price payment
(such as commissions.)
Price is the measure of value exchanged and is determined by the market-not by costs.
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Marketing Mix: Place
• Place is about getting the product to the customer in order
to maximize economic utility.
Economic Utility
Form
Time
Place
Possession
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Marketing Mix: Promotion
Emphasis is frequently
on advertising.
Communication with
customers is often a
monologue.
Relationship is often
brief.
Emphasis is frequently on
personal selling.
Communication with
customers should be a
dialogue.
Relationship is often long-
lasting.
Consumer V.S. Business to Business
Business-to-business marketing requires a different
emphasis on different parts of the promotional mix
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Geographically
Concentrated
Relatively Few
Buyers
Oligopolistic
Competition
Geographically
Dispersed
Mass Market;
Many Buyers
Monopolistic
Competition
Market Structure
Consumer
Business
to
Business
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Can be technically complex
Customized to user preference
Service, delivery and availability very important
Purchased for other than personal use
Standardized Service, delivery
and availability only somewhat important
Purchased for personal use
Products
Consumer
Business
to
Business
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Professionally trained purchasing personnel
Functional involvement at many levels
Task motives predominate
Individual purchasing Family involvement,
influence Social or psychological
motives predominate
Buyer Behavior
Consumer
Business
to
Business
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Buyer/Seller Relationship
Expectations
Technical expertise is an asset
Interpersonal relationships between buyers and sellers
Significant personal info exchanged
Stable, long-term relationships encourage loyalty
Less technical expertise Nonpersonal
relationships Little personal
information exchanged Changing, short-term
relationships encourage switching
Consumer
Business
to
Business
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Channels
Shorter, more direct Organization
involvement as part of supply chain
Indirect, multiple relationships
Little or no customer
supply chain involvement
Consumer Business
to
Business
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Promotion
Emphasis on personal selling, dialogue
Most communications invisible to the consumer
Consumer is seldom aware of B2B brands and companies
Emphasis on
advertising, monologue Companies compete for
visibility and awareness of consumer market
Consumer
Business
to
Business
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Price
Complex
purchasing process or competitive bidding, depending on purchase type
Usually list or predetermined prices
Consumer Business
to
Business
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Demand
Direct Elastic Less volatile
Derived Inelastic (short run) Volatile (leveraged) Discontinuous
Consumer
Business
to
Business
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Concept of Derived Demand • Nothing happens unless consumer buys something
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1. Suppliers forecast
production on existing
order rates.
2. If consumer demand
drops, the order rate
also drops.
3. Supply chain members are then likely to overcompensate the
difference between the old and new forecasts, because:
A. Inventory levels can decline to fit new order rate
B. Customers change orders frequently
C. Minimum order quantities may exist
D. Trade promotions may influence buying patterns
Acceleration Principle: “Bullwhip Effect”
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International Standards Organizations
& Professional Groups
International Standards Organizations (ISO)
• Define technical performance for manufacturing and
quality systems
• Compliance of suppliers to these standards is required by
global firms
• Industries that are targeted:
– Steel, Plastic, Pulp and Paper Products, Chemicals and
Electronics
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Evaluated Price
• Total cost of owning or using a product
– Transportation, carrying costs, financing costs, potential
obsolescence, cost of failure, installation, flexibility to
upgrade, etc.
• Consumers have same considerations but are
attracted to “Deals”
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Total Offering
• The puzzle of the B2B Consumer needs
“Total
Offering”
•Product
•Service
•Image
•Availability
•Quantity
•Evaluated
Price
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The Value Chain
Value Chain: The chain of activities that creates something of value for targeted
customers.
Direct Activities: Contribute directly to
the offering.
Support Activities: Make it possible to perform the direct
activities.
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Trends and Changes in
Business Marketing
• Hyper-competition
• Formation of partner networks
• Adoption of technology and the internet
• Supply Chain Management
• Time Compression
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Relationship Marketing
• What is it?
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Selecting Key Accounts
• Because key accounts…
1. Possess buying power
2. Demand special services
3. Are more costly to serve
• …companies need to consider sales and profit
potential, as well as long-term resource
commitments.
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1. Centers on: a. Profit potential
b. Degree customer is willing to pay for extra services
2. Select customers from requiring a unique support function that is marketable to other customers.
3. Consider transactions with the customer that complements the economics of the seller’s business.
• Considering these points first allows the seller the opportunity to consider whether or not to take on a particular key account.
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Phase Approach for Selecting
Key Accounts
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National Account Success
• Successful programs occur when:
1. There is senior management support.
2. Objectives, assignments and implementation
procedures are well defined.
3. They are staffed by experienced people
knowledgeable about company’s capabilities.
4. Staff know how to create customer solutions.
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The Account Management
Process
• The Account Manager is responsible for:
1. Diagnosing customer needs.
2. Identifying matching set of internal experts.
3. Recruiting these experts onto an ad hoc team as
customer or opportunities require.
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High Performing Account
Managers:
• Assemble the right people and gather the right information to solve their customer’s unique problems.
• Excel at building and maintaining strong relationships.
• Use these relationships to design and align proposals that meet the selling firm’s capabilities (solutions) to the buying firm’s needs (problems).
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The Cycle of Account Management Success
Identify Resources
Internally Aligned
with the Client
Manage Client
Relationships at
Multiple Levels
Prioritize
Relationship
Building as Key
Role Develop
Strong
Internal
Links
Forge Multiple
Connections in
Client
Organization
Initiate
Involvement
with Client
Early Involvement
in Client
Engagement Partner with
Client to
Shape New Business
Proposal
Successful
Engagement
Outcome
Internal
Reputation
Enhanced
Knowledge of
Profitability
Drivers
Knowledge of
Competitive
Strategies
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Account Management Success
Building internal relationships
Aligning resources to client needs
Forging relationships with the customer organization
Managing the customer engagement process
Knowing the customer
Build strong relationships within the selling firm and
customer organization
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Sales Force Administration
Includes:
Recruitment and Selection
Training
Supervision and Motivation
Evaluation and Control
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Recruitment & Selection
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• Q: Should the company hire experienced sales people or
hire and train inexperienced people?
• A: It depends upon:
a. Size of firm
b. Nature of selling task
c. Firm’s training capability
d. Market experience
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Recruiting
Recruiting is a negotiation between two parties.
A successful process should include procedures to weed
out unqualified people and assure that good candidates
are considered.
Most selection is done by the 1st line manager in
conjunction with 2nd line manager.
In larger corporations, the personal selling function is
often used as a training ground for higher level marketing
and management functions.
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Sales people need knowledge about the:
1. Firm.
2. Product.
3. Customer(s) & organizational buying behavior.
4. Competition.
5. Market & industry information.
6. Effective interpersonal communication skills.
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Training
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Sales Training Skills:
Effective Interpersonal Communication Skills
• Includes:
A. Communication skills
B. Listening skills
C. Influencing skills
D. Complaint handling skills
E. Cultural diversity skills
• Many companies have found that as training increases,
productivity increases and turnover decreases.
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Supervision’s functions include:
continued training
counseling
assistance
time management verification
setting financial & activity quotas, etc.
Supervision also integrates sales activities with upper
management.
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Supervision
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Motivation
• Orville Walker Jr., Gilbert Churchill Jr., and Neil Ford
define motivation as:
The amount of effort the salesperson “desires to
expend on each of the activities or tasks associated
with his (her) job such as:
1. Calling on potential new accounts,
2. Planning sales presentations, and
3. Filling out reports.”
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Motivation
Walker, Churchill & Ford’s model (fig. 16.3)
hypothesizes that a salesperson’s
performance is a function of three factors:
1. Level of motivation
2. Aptitude or ability
3. Perception about how to perform the
role
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Motivating Rewards
• Motivation is strongly related to:
A. Individual’s perception of the types and amounts of rewards
from various degrees of job performance.
B. The value the salesperson places on those rewards.
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Motivating Rewards
Rewards can be:
• Internal: Personal feelings of accomplishment or
self-worth
• External: Financial incentives and/or recognition
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Determinants of Sales People’s
Performances
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Incentives
To be effective, incentive rewards:
1. Must be well conceived.
2. Be based on what salespeople value.
3. Are tied to achieving a desired behavior.
4. Recognizes the salesperson.
5. Recognizes the team.
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Incentives
Usually consist of:
Recognition
Financial rewards
Recognition is usually competitive in nature and often coupled to a
sports theme such as: “Big Hitter of the Month”
Financial incentives may include:
Salary
Commission
Bonus
Expenses
Contest winnings
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Work Environment
• Job dissatisfaction occurs when the sales person does not
know:
1. What is reasonably expected.
2. Is subject to conflicting demands that s/he cannot possibly
resolve.
3. Surrounded by uncertainty due to lack of information concerning
expectations.
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Turnover
• Turnover is an important issue because the cost for it is extensive:
A. Cost to hire and train new people
B. Cost due to loss of customer
C. Cost due to non-performance
• To reduce turnover, management will try many things to satisfy, motivate and reward good people.
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Job Satisfaction Increases When:
1. Sales people perceive that 1st line supervisors closely direct and
monitor performance.
2. Management provides assistance to resolve unusual problems.
3. Sales people feel they have an active part in determining company
policies and standards.
4. There is a good relationship between sales person and manager.
– Customer satisfaction increased as salesperson’s job satisfaction increased.
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Job Satisfaction
Relationship between job satisfaction and customer
satisfaction is strong when:
a. Customer interactions are frequent.
b. Customer assumes a central role in the value -
creation process.
c. When innovative products or services are
involved.
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Evaluation and Control
Management’s responsibility is to monitor and control
sales performance at all levels:
• Locally.
• Regionally.
• Nationally.
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Evaluation and Control
Management needs to:
a. Determine if objectives are being achieved
b. Identify problems
c. Recommend corrective action
d. Keep salespeople informed about changes (internally)
such as new products or (externally) such as
competitive or market conditions
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Performance Measures
• Sales managers use both…
1. Behavior-based tools
2. Performance-based tools
…To measure performance.
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Behavior-Based Performance
Measures
• Include:
Having the sales manager monitor and direct sales people activities by using subjective measures to evaluate performance such as:
1. Application of product and company technology knowledge.
2. Quality of customer relationships.
Compensation is more salary driven.
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Behavior-Based Performance
Measures (con’t)
• Is good for:
A. Salespeople who lack experience
B. Companies that need to control how their
products\services are presented
C. When salespeople are asked to perform “non-
sales” activities
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• Includes:
Less direct control
Uses objective measures such as activity, sales quotas, %
share market quotas, profits, etc.
Compensation is more performance based such as large
commission structure
Outcome-Based Performance
Measures
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• It is good for:
A. When sales efforts are a major determinate of
organizational sales success.
– Erin Anderson & Vincent Onyemah state, “When sales reps
make that big of a difference to the bottom line, it is worth it
to give them autonomy and to pay them handsomely to do
what they do.”
Outcome Based Performance
Measures – con’t
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Balance
Successful managements use both behavior and performance measures to motivate and control their sales force.
Other things to consider are selling situations from territories to types of customers.
Transactional selling is much different than relationship selling, and measurements need to be appropriate for the selling situation.
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