IMC Lecture 9
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Transcript of IMC Lecture 9
B2B……the business to business channel of marketing
There are some significant differences with B2C
the size of the markets are larger, but there are less customers
There is a higher average spend per customer, a wider geographic spread…
…and buyer behaviour is more complex
B2B buying is made up of four main sub-sectors…
Buying for own consumption
Buying for incorporation and/or assembly
Resale to another organisation
Retail to be sold on
Behaviour can be influenced by specific risks…
technical
personal
relationship
delivery
financial
service
professional
Personal selling...
…is the most important tool in B2B
It can help build relationships with members of buying centres
Products can be demonstrated
Technical aspects can be explained
Supporting tools…
There are many communications tools can be used to support the personal selling effort
Trade promotions
Trade advertising
exhibitions
Technology, and especially the internet, offers new methods of communications that are great for delivering communications content
Direct marketing
Public relations
networks and relationships…
There is significant strategic value in marketing channels, partnership, alliances and networks
The structure of a network has one focal organisation (yours) and those connected to it for various reasons… predominantly exchanges
…networks are maintained for the potential opportunities they offer
Those that are more profitable or beneficial can develop through relationships, into partnerships…
…with a mutual desire to maintain that value
Trust, commitment and loyalty
Necessary for development of relationship marketing
Trust…necessary in all relationships…
needs credibility
…the brand is a great tool to instill trust
trust, commitment and loyalty
commitment…
the desire for an enduring relationship
we achieve commitment through…
shared values
good communications
The potential for losses through termination are high
…evolution of Key Account Management
key accounts are customers in a business-to-business market identified by selling companies as of strategic importance
…think about Pareto’s 80-20 rule
Millman, 1995
…relationships matter more than products
Company
CustomersEmployees
External marketing communications…AdvertisingSales PromotionPublic RelationsDirect Marketing
Internal marketing communications…
Interactive marketing communications…Personal SellingService EncountersServicescapes
Communications and the services marketing triangle
Wilson, A. et.al, (2008) adapted from Kotler (1997)
services marketing…
A complex part of marketing and communications due to 5 key factors…
heterogenity
ownership
inseperability
intangibility
perishability
intangibility implications
Customers need more information to make a decision…
…there are higher levels of perceived risk
word of mouth… both face to face and online is very powerful
…informing and persuading are key tasks
it’s important to build a good reputation
inseparability implications
The service is not separate from the provider
High quality customer facing staff supported by high quality training
Employees (customer facing staff) are key here
Heterogeneity implications…
Variability of quality can affect the service
Standardisation of the service offered
Influence or control over customer perceptions of service
Consistency of quality control, customer service
Perishability implications…
Particular services are perishable…
… for example a show at a theatre
Meet customer demands when needed
Stimulate off-peak demand
Ownership implications…
No tangible product or good transferred to customer
Brochures, programmes, photos, giftware…
Offer symbolic tangible items
Service quality gaps model
customer
provider
Word-of-mouthCommunications Personal needs Past experience
Expected service
Perceived service
Servicedelivery
Service qualityspecifications
Management perceptionsof customer expectations
Externalcommunications to
customers
Gap 5
Gap 4Gap 1
Gap 3
Gap 2
Zeithaml, Parasuraman & Berry, 1996
managing the gaps...Gap 1 – Consumer expectations and management perceptions gap
Gap 2 – Management perceptions and service quality specification gap
Gap 3 – Service quality specifications and service delivery gap… standards
Gap 4 – Service delivery and external communications gap… consider promises
Gap 5 – Expected service and perceived service gap… service quality