Industrial marketing
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Transcript of Industrial marketing
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McDonaldMcDonaldTexas Tech UniversityTexas Tech University
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Industrial MarketingAlso called: Business-to-Business (B2B) and
Organizational Marketing.
Definition: the creation and management of mutually beneficial relationships between organizational suppliers and organizational customers.
Customer can be private firm, public agency, or nonprofit organization.
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The Marketing ConceptCreating value for customers with goods and services
that address organizational needs and objectives.
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Marketing ConceptThree major components:
All company activities should begin with, and be based on, the recognition of a fundamental customer need.
A customer orientation should be integrated throughout the functional areas of the firm: production, engineering, finance, R&D.
Customer satisfaction is viewed as the means to long-term profitability goals.
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Follower Interact
Isolate Shaper
Customer Focus
Low Technology Focus High
High
Low
Strategic Focus Grid
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Market OrientationAcquire intelligence from the external environment.
Disseminate that intelligence throughout the organization.
Respond to the intelligence: take action.(Kohli and Jaworski 1990, Journal of Marketing)
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Marketing Mission Statement
State in terms of meeting customer needs, not in terms of products or technologies.
Marketing Myopia (Levitt 1960 HBR)
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Marketing ActivitiesIdentify customer needsResearch customer behaviorDivide market into manageable segmentsDevelop new products/servicesEstablish/negotiate pricesDeliver, install, service productsEnsure adequate and timely supply of products at correct
placeAllocate resources across product linesCommunicate with customersEvaluate/control marketing programs
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Marketing MixLimited number of variables under Marketing’s control to
create position that is attractive to the target market segment.
Four PsProductPricePromotionPlace (Distribution)
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External EnvironmentCharacterized by:
Degree of StabilityComplexityDiversityHostility
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External EnvironmentSix Environments
TechnologicalEconomicSocial/Cultural (Customer)Political/LegalNatural/ClimaticCompetitive
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So what’s different about B2B?Marketing ConceptMarketing MixMarket SegmentationProduct Life Cycle
All apply in both B2C and B2B.
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So what’s different about B2B?The technical characteristics of the product are
important.
These products directly affect the operations and economic health of the customer.
The customer is an organization rather than an individual consumer, or family.
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Five Major Differences Between B2B and B2C
Products/Services being marketedNature of demandHow the customer buysCommunication processEconomic/Financial factors
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Products/ServicesMore complexFunctional vs. Symbolic AttributesLarge unit dollar value/Large quantitiesCustom/TailoredVarious Stages from raw material to finished goods.Foundation, Entering, Facilitating Goods
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Raw Material Extraction
Material Processing
Manufacturing Parts/Subassembly
Assembly
Distribution
Wholesale/Retail Trade
Final Consumers
Facilitators
Firms in Production Chain
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Nature of DemandDerived
Joint/Shared
Concentrated
Inelastic
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How Customer BuysGroup Process
Formal
Lengthy
Loyal
Decisions based on risk and opportunity
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CommunicationPersonal selling more important than mass paid
advertisingSupport sales with other promotional activities:
advertising in trade journals, catalogs, trade shows, direct mail, WWW.
Message focused on technical, factual, and descriptive content.
Multiple audience members.
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Economic/Financial FactorsCompetition oligopolisticPower/Dependency relationshipsReciprocity:Doing business with companies that do
business with them.Economic variables: interest rates, inflation, business
cycle
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PurchasingUsually the main point of contactBoundary spanning functionChecks and Balances
Purchase requisitionWritten purchase orderNegotiated/bid prices and termsContractReceiving reportInvoice
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Major Tasks of PurchasingIdentify/evaluate suppliersNegotiate prices and termsPurchase contractMatch delivery and production schedulesExpedite ordersHandle returnsMonitor changes in prices, markets, and regulations
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Strategic ImportanceHistorically, not a top-level functionNow seen as:
a major source of cost savings,contributor to operational efficiency
Materials Management Concept:BuyingStoringMoving
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Life-Cycle CostingInitial Costs
Purchase price to vendor, freight, insurance, trainingStart-up Costs
Paid to other than vendor: modifying facilities and complimentary/support infrastructure
Post-purchase CostsMaintenance, repairs, power, financing, inventory costs,
and space requirementsSalvage Value
Recovery amount: resale, trade-in, scrap
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Value AnalysisReducing cost without reducing quality or effectiveness.
Also called value engineering.Cost/Benefit trade-offRedesign, standardization, less expensive manufacture,
substituteFive stages: information gathering, speculation, analysis,
execution, reporting.Reverse engineering/absorptive capacity
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Time-Based Buying StrategiesSpeculative Buying
Buying in excess of foreseeable requirementsInflation or short-term price dropAdded inventory/carry costsRisky
May buy too muchPrices may not go up
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Time-Based Buying StrategiesForward Buying
Buying in excess of current needs, but not foreseeable needs
Take advantage of quantity discounts or volume freight rates
Protect against temporary shortages or delays due to unreliable vendors or transportation
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Time-Based Buying StrategiesHand-to-Mouth Buying
Short-term strategy
Minimize inventoriesFalling pricesChanging technologiesCash flow problems
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Time-Based Buying StrategiesJust-in-TimeParts and materials arrives as neededNo luxury of excess inventory against:
Human error, machine breakdowns, or defective partsRequires cooperative relationships
Substantial investments (e.g. computer systems), short lead times, reliable deliveries, intensive communication, long-term purchase commitment
Reduced cost, quicker response, fewer delays, simplified administration, and higher quality
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Technology Impact(TLA, or Alphabet Soup)Materials Requirement Planning (MRP)
Electronic Data Interchange/Internet (EDI)
Web-Based Procurement (WWW)
Enterprise Resource Planning (ERP)
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Materials Requirement PlanningSystematic determination of current and foreseeable
needs for materials and parts.Uses economic order quantity (EOQ) models,
probability theory, and statistical demand forecasting.Three Inputs
Production scheduleBill of materialsInventory record file
Doesn’t work well for large volume, long lead times, or irregular/infrequent purchases
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Electronic Data Interchangeand the InternetComputers communicate without regular
involvement of managers.Not the World Wide WebLarge investment in equipment and software. Can
use third parties.Timely, accurate, simpler, cheaperDis-intermediation vs. Sales ProductivityMarketing intelligence:
Can track customers, order quantities, purchase frequencies, and prices over time.
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Web-Based ProcurementQuick, low-cost access to get data on suppliers and their
offerings.On-line catalogs and purchasingSearch engines help gather informationThree procurement models:
Catalog-basedAuction-basedBid-based
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Enterprise Resource PlanningInternal software-based systemTies together all basic processes of the business
Order taking, inventory control, production, financial systems, etc.
Lengthy implementation (Years)Return on Investment questionable
Costly to convert data, modify procedures, overhaul networks.
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ValueMay not be tangibleValue is PERCEIVED by the buyerCan enhance value:
PackagingSupport servicesReliabilityWarrantiesTraining
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Selling to Organizations ISocial as well as economic dimensionIndividual behavior contributes to the mission.Formal reward system for individualsBad purchasing decisions
Interruptions in production/operationsReduction in product qualitySlowdown in distributionDissatisfied customersWasted resourcesHigher costs/lower sales and cash flow/lower profit
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Selling to Organizations IIUsually formal contractsExtensive search for suppliersNegotiationLong buying processMultiple suppliersLong-term, loyal relationships
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Why?Reduce risk of mistakes
Formal policies and informal culture
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Business CustomersFewerConcentrated
Need long-term relationships because they are not easy to replace
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Technical ComplexitiesProducts and services, and their applications can be
complex.New technologyInterface with existing technologyCustomHigh standards (e.g. clean rooms, surgical suites)
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Commercial ComplexitiesSo much is open to negotiation
Product, price, terms, discounts, warranties, delivery, training, service, returns, etc.
Liability, nonperformance POWER$ize of deal, characteristics of parties, the deal, # of
parties involved, complexity of products
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Behavioral ComplexitiesNegotiating not just with purchasing agent, but multiple
parties from multiple functional areas in the organizationThe more people involved, the more complicated it getsTechnical and commercial complexity can exacerbate the
behavioral complexity
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Who’s on first?Key decision maker(s)Important Product/Vendor attributesAccess to key decision makersCustomer purchasing policies and procedures
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The Buying Center RolesInitiatorBuyerUserInfluencerDeciderGatekeeper
Not really a center at all. Group decision process.
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Rational Decision-Making?Purchasing for business, not selfPurchaser being judged on performanceFiduciary responsibilityFormal structure and procedures
# biddersEvaluation criteriaMultiple signatories
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Rational Decision-Making?Emotional and Social Factors
FriendshipLike/Dislike vendor/repPersonal/Professional FavorsInfluence of others in organization (+/-)
Personal/Departmental Needs & Objectives may not match those of the organization.
Conflict
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Rational Decision-Making?Manage process to control social & emotional
influences.Need to have good decisions being made.
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BuystagesNeed recognition (May not be decider)Solution characteristics/quantity (Specs)Describe solution in detail (Make/Buy)Find qualified sources (product +)Receive/analyze proposals (price +)Evaluate proposalsSelect supplierEstablish order routineFeedback/Evaluate (FOLLOWUP)
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Buying ScenariosNewness and past experience with productAmount/Type of information needed by
influencers/decidersNumber of alternatives
Common buying situations (buyclasses)Straight rebuyModified rebuyNew task purchase
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Structural PerspectiveVertical Involvement: # levelsLateral Involvement: # functional areasAbsolute Size: # peopleConnectedness: Direct communication among buying
center membersCentrality: Degree of communication regarding purchase
flowing through purchasing department
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Power PerspectiveAbility to influence or make buying decisions; often
situation specificTypes
Reward: $, social, political, ΨCoercive: punish, penaltyReferent: personality, charisma, persuasionExpert: specialized knowledgeLegitimate: formal position/title
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Risk PerspectivePurchase decision is risk reducing behaviorProbability of Loss x Magnitude of Loss
(What about consequences?)Risk mitigation strategies may help to make the salePERCEIVED uncertainty
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Problem-Solving PerspectiveRoutine orders: little riskProcedural: How to use product. Learning/trainingPerformance: Can product meet need?Political: Internal politics, departmental squabbles
(legitimate and petty)
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Reward PerspectiveIndividual motivationInfluenced by evaluation & rewardIndividual values and objectives; brought from
department to buying centerAgency Theory
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External EnvironmentalInfluences
Buyer CenterDynamics
IndividualInfluences
OrganizationalInfluences
Buyer Center Model
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Perspective
Short-Term Long-Term
DiscreteTransactions
Repeat Transactions
Brand/SourceLoyalty
DyadicRelationships
Strategic Partnerships
From Single Sale to Symbiosis
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Shifting ObjectivesSales Revenue: “Close the Deal.” Transaction
PerspectiveMarket Share: “Own the Market.”Operating Profit: “Generate ‘acceptable’ rates of return
on product, segment, channel investmentCustomer Equity: “Capture desired portion of
Customer’s Lifetime Value
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LoyaltyTechnology
Product Category
Particular Brand
Vendor
Person
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Industrial LoyaltiesTake longer to establish
Last longer
More difficult to dissolve
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Loyalty FactorsTask Concerns
Quality, Delivery, Service, PriceOrganizational Concerns
Politically safe, minimal benefit for changeWork Simplification Concerns
Makes it easier, too much trouble to changeAttitudes Toward Source
Buyer’s attitude toward company and people
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Relationship MarketingStrong, Lasting TiesEarned TrustSuccessful Long-Term ExchangesStructural and Social BondsCooperation/CollaborationLong-Term, personalized, mutually beneficial, based in
deep understanding of customer needs and characteristics
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Relationship MarketingStrategic OrientationBoth Buyer and Seller are committedLong-TermMutually BeneficialCollaborationWin-Win
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Relationship Marketing: Reality or Lip Service?Requires more commitment than most are willing to
make.Most take tactical steps rather than strategicShortcomings observed:
Locking in the customer: Needs to be win-winInformality: legal, strategic, outcomesPrimarily non-financial investments: Capital equipment is
important Avoiding Dependency: Flexibility over commitmentUnilateral: Buyers should initiateNot all customers are worth the investmentOne size never fits all
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Relationship Strength Affected By:Volume of purchasesFrequency of contactExtent of collaboration in product developmentTechnical distancePhysical distance
(See Table 4.1)
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Relationship ClassificationsOn/Off Transactions
Repeat Transactions
Source Loyal Accounts
Relationships
Strategic Partnerships
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Variables Affecting Relationship
Relational
Social/Structural
Social Actor
Normative
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Some Helpful Criteria for Selecting PartnersHigh risk of losing accountImportant customerCustomer open to partnershipCan improve relationshipCultural match (Not Gateway/IBM: cows and suits)Potentially mutually beneficialCan add benefits in serviceGood competitive position
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Market Segment
A group of existing or potential customers sharing some common characteristic that is relevant in explaining or predicting their response to a company’s marketing program.
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Market SegmentationIdentify sub-markets within market
Decide which one(s) to pursue (target)
Design marketing mix(es) to be attractive to targeted segment(s)
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A
Mix 2 (C)
Mix 3 (E)
B
C
D
E
Mix 1 (A-E)
Mix 2 (E)
Undifferentiated
Concentrated
Differentiated
Segmentation Strategies
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Segmentation BasesCompany sizeCompany locationIndustryTechnology (used)Policies (purchasing)Product applicationBenefits soughtBuying center characteristics
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HomogeneityKey to successful segmentation: everyone in the
segment is the same on segmentation basis, not necessarily on multiple bases.
Can think in terms of the “typical” segmentation member, and create the marketing mix that positions your company in the most attractive place.
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Segment Selection IAttractiveness
Long-term profitability +
Judgments Use market research and forecastingSizeLikely market share/segmentLong-term profits
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Segment Selection II
Select and prioritize based on:Time (Sales force)Effort (Customer service)Money (Promotions)
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Segment Selection III
Stress profitability +:Sales volumeEase of penetrationImage enhancement
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Segment Selection IV
After selection, study deeperPatterns in buying behaviorAssess strengths and weaknesses of
competitorsIdentify areas of competitive opportunity
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PositioningDesign marketing program(s) to cater to distinct needs or
problems of target segment(s).
Marketing MixProductPricePlacePromotion
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Degrees of SegmentationUndifferentiated: One marketing mix for the entire
market.
RealityDifferentiatedConcentratedNiche
One-to-one: The ultimate segmentationEvery customer is a market segment.
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Why Segment?Efficiency
Optimize firm resourcesTarget most promising customersRifle vs. Shotgun
EffectivenessMatch capabilities to needs/wants/problemsPinpoint prospectsIdentify/Exploit competitor weaknesses
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Usefulness CriteriaDoes the segmentation fit firm’s strategy?Are there homogeneous sub-groups in the market?
Needs Buying behaviors
Can the segments be measured?Potential?
Are the segments accessible?Reachable via unique marketing mix
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Selecting Target Segment(s)Fit with company image and experience
Responsive
Substantial
Competitive
Profitable
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How to allocate resourcesQuantitative
Financial: Revenue & Profitability Marginal return Contribution
QualitativeNon-financial, strategic benefit
Image Insulation from competition Access to technologies Control
Cost-Benefit
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Macro StrategyGroup by customer organization characteristics
SizeUsage rateIndustryOrganization structureLocationEnd MarketNew/Repeat purchase
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Micro StrategyCharacteristics of decision-making process and buying
structure of customer organization.Perceived importance of purchaseRelative importance: product/vendor attributesAttitudes toward vendorsVendor selection rulesBuying center structuralPower of key departments in buying centerKey member: personality, demographics
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Nested Approach
Hierarchical structure
Start with macro and work down to micro
See Figure 5.6, page 144
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Why do research?The external environment is dynamic.
Knowledge becomes outdated.
To gather more information
Better Information Better Decisions
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LimitationsManagers NEVER have all of the relevant information
that they need.
Constraints of time and moneyDesired information is often more costly than it’s worth.Decisions are time sensitive. Can’t wait for all of the
information.
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When NOT to do researchGood research has already been done.
When decisions have been made and won’t be altered by new information.
When management does not understand scope necessary and won’t commit $.
Don’t have talent, won’t hire.
Uncertainty reduction justifies cost.
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Marketing Research TasksEstimate market potential
Analyze market share/share of customer
Track competitors
Identify market characteristics & trends
Analyze sales data
Sales forecasting: Existing/new products
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Key ConcernsReliability: measures/methods yield consistent
results Xt1 ≈ Xt2 ≈ Xt3 ≈ Xt4
Validity: research measures what it says it measures; i.e. little or no error XA ≈ XM; or XA = XM + Є, and Є ≈ 0
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Types of DataPrimary
New information generated for specific task.Can be expensive/time consuming.Gather by survey, tests, observation, focus groups,
interviews.
SecondaryExisting information.May not be in useful form.Sources: government, trade/professional associations,
company records
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Sampling IssuesSample vs. CensusProbability
Random, equal chanceRandom, stratified
Non-ProbabilityConvenienceJudgment
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QuestionnairesAsk what you want to knowWatch lengthAestheticsEasily understood; watch vernacularSocial desirability biasNon-response biasQuestion order effects
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Coding-Analysis-InterpretationData entry tedious.
Mistakes are madeNeed to clean data
Use statistical tools to analyze data.SPSS/SASCan data mine
Important to understand analysisWhat results meansLimitations of method
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B2B vs. B2C Research ITechnology
Need to understand technical needs of customersDirect economic effect
Quality/Price trade-off very importantOrganization, professionals
Understand multiple players, in socio-political setting
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B2B vs. B2C Research IISmaller #s of buyers to studySmaller sample sizesSecondary data often existsTough to get buyer’s attention for researchNeed to know which buyer(s) to studyNeed technical knowledge for researchSurveys take longer, cost more
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Marketing IntelligenceContinuous flow of information
Strategic and TacticalSystematic and periodic
Better understanding of environment over timeCollect from variety of sourcesCustomers, competitors, regulators, etc.Constant vigilance
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Marketing Intelligence System IPeople, Procedures, Computers
Acquires, Disseminates, Interprets, Stores information about internal and external environments
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Marketing Intelligence System IITransform raw data to useful informationCan organize information by customer, competitor,
product line, territory, activitySources
Internal: sales, service, accountingExternal: government, trade associations, competitor
literature, customers, publicationsOutput
Periodic reportsSpecial information needs
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Decision Support SystemsComputer-aided decision-makingInvolve analysis, not just retrievalDatabase: Repository of dataStatistics: Analyze dataModel: Patterns in the data; relationshipsOptimization: Decisions leading to best outcome given
model
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What is strategy?Recognize and interpret opportunities (and threats) in
the environment.Capitalize on these opportunities (and threats) in a timely
fashion.
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Characteristics of StrategyBased on clearly defined objectivesTake comprehensive approach to organization problemsAdopt long-term viewFlexible
Planning is everything. The plan is nothing. Dwight D. Eisenhower
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Why have strategy?State where company wants to be and how it plans to
get there.Ensure long-term prosperity.Coordinate efforts throughout the organization.Have an idea what to do when things don’t go according
to plan.
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Goal of strategyMatch organization’s core capabilities to its environment
to gain/maintain competitive advantage.
Strategies at multiple levelsOverall corporationSBUProduct Lines/Markets
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Strategy vs. TacticsStrategy
Long-termoverall plan= Σ Tactics
TacticsShort-termAction-orientedNarrow, immediate goal
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Strategy QuestionsDoes it match environment?Assumptions valid?Basic elements consistent?Feasible?Risk mitigated?Rewards adequate?
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Strategy TypesGrowth strategy: Product/Market-Based
Primary/Selective Demand Growth(Product Category vs. Own Brand)
Strategic Target/Advantage (Porter)
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Growth Strategies
Existing
Existing
New
New
Products
Markets
MarketPenetration
MarketDevelopment
ProductDevelopment
Diversification
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Demand Development
Time
Sales
Market Potential
Industry Sales
Company SalesPrimary
Secondary
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Porter’s StrategiesOverall Cost Leader
CostDifferentiation
ValueNiche
Own Target SegmentMiddle-of-the-Road
Road-Kill
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Strategic Marketing ManagementEmphasize a continuous search for competitive
advantage (lower cost or higher perceived value).
Maximize portfolio or product line rather than every product. Product strategies:
Build for future profits Reap profits Fill product line (RTE Cereal) Defend against cheaper competitors Support other products (ink jet printers)
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Strategy PlanningSWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
ObjectivesStrategyTactics
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Price ChangeLow Long-Term ImpactLow InvestmentLow RiskEasy to implement quicklyEasy for competitor to respondHigh chance of similar competitive response.
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Reengineer Existing Products/ProcessModerate Long-Term ImpactModerate InvestmentModerate RiskModerately easy to implement quicklyModerately easy for competition to respondHigh likelihood of competitor responding with similar
action
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New Products/Major Process ΔHigh Long-Term impactHigh InvestmentModerate-High RiskDifficult to implement quicklyDifficult for competitor to respondLow chance of competitor responding with similar action
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Potential Pitfalls of PlanningLow motivation to plan
Justification; Habit
Poor planning abilitiesArt (creativity) and Science (analysis)“Plans are nothing, planning is everything” (Eisenhower)
Unanticipated environmental changesContingency Plans and Continuous UpdatingGoldilocks Forecasting
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Planning ToolsProduct Life CyclePortfolios
BCG MatrixGE Portfolio
Experience CurvesTechnology Life Cycles
“Killer Aps”Creative Destruction
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Strategy: Planned or Happens
Intentional vs. EmergentPlanned StrategyCrafting Strategy
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ConceptsKiller ApplicationsMoore’s Law (Intel) (2X Transistors/Chip or 2X speed
every 18 – 24 monthsMetcalfe’s Law: Network externalities and
complimentary products (Telephone, www)Coasian Economics: Transaction costsFlock of Birds (not seagulls)
Technology is nonproprietaryFish Tank Phenomenon: Startups compete
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Closing ThoughtsStrategy cannot be discussed separately from marketing.
Marketing is an integral part of the process of developing and implementing strategy.
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Why innovate?Maintain/Gain competitive advantageCustomer needs & wants changeCompetitors’ offerings changeNew products are a significant portion of many
companies’ revenues.
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Dynamic Theories of CompetitionDickson 1992, 1996Hunt 2002Hunt and Morgan 1995, 1996, 1997
Innovation is central to gaining and holding competitive advantage.
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Root of TheoriesJoseph Schumpeter 1934, 1942Some firms are always innovating, looking for an edge
over competitors.Not satisfied with status quo.Creative Destruction
World-Changing Innovation: telephone, automobile, airplane, television, computer, Bakelite
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InnovationRadical/Incremental
Product/Process
Technical/Administrative
Proactive/Reactive
Efficiency Enhancing/Value Adding
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IncreasedQuality
DecreasedCost
“Innovations” in thisquadrant would hurtthe organization’scompetitive position.
Increased quality& lower costLower cost
& lower quality
Increased quality& higher cost
Decision Line
Higher cost& lower quality
McDonald and Srinivasan 2004
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Types of Innovations IDiscontinuous
Fairly revolutionaryDisruptive impact on buyer patterns
Dynamically Continuous Some disruptive effectsGenerally same ways to satisfy needs
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Types of Innovations IIContinuous
Most commonLittle or no disruption
ImitationReplicate someone else’s idea
Cheap, no R&D $
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Innovation Dilemmas IUnknown vs. Control
Breaking/Following Rules (Skunk-works)
Freedom/Discipline Constraints, Deadlines
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Innovation Dilemmas IIAnswering needs that customers are not aware of
(MOPRO)
Innovating and Not Innovating Risky
Revolutionary vs. Evolutionary
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Innovation Dilemmas IIIInnovation Obsolete Products (Intel)
Infrastructure may become obsolete
Innovation generally comes from small entrepreneurs, but is costly
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Innovation Dilemmas IV
Perfection vs. “Good Enough”
Technology-Driven Market? (Iridium, Ricochet, Dot-Coms)
Customer-Driven: Competition? (Dig. Cellular)
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Innovation Dilemmas VGenius vs. Persistence
Inspiration vs. Perspiration
Breaking the rules of the game vs. playing a different gameDiscontinuity; Creative Destruction
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Innovation Dilemmas VI
First to market does not equal success Need complimentary assets (Teece 1988)
Market needs to be ready
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Risks INatural tendency to resist change
Don’t want to learn new thingsThreat of taking resources
High failure ratesHasn’t been done before
Expensive
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Risks IIEconomic FailureEffect on company imagePsychological well-being of company after failure (also
myopia of success)Drain on company resources
Cash FlowDistraction of managementCannibalism
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Reasons for FailureNo marketToo much competitionCompetitor leap frogEnvironmental myopiaCan’t deliver on promisesPrice
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Necessary ResourcesFinancialEngineeringR&DMarketing ResearchProductionSales
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Internal IncompetencePoor technical assessmentLoose screening criteriaMarket potential over/under-estimatesSloppy financial analysisWeak quality control in productionUnder-estimating competitor’s strengths &
customer loyaltyBias in marketing research
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Dimensions of Success IKeys to success
Product Uniqueness/Superiority
Market Knowledge/Proficiency
Technical and Production Synergy
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Dimensions of Success IISuccess Facilitators
Marketing Resources
Strength of Communications and Launch
Large, Growing Market with Need
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Dimensions of Success IIIBarriers to Success
No Economic Advantage
Extremely Dynamic Market
Customers Already Satisfied
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Dimensions of Success IVFactors of Unknown Impact
Market-entry orderPre-commercialization proficiencyDominant Competitor in MarketProduction Start-up smoothnessNewness of product to companyProject magnitude/technical complexityClear product demandCustomer Attitudes
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Innovation CharterInnovativeness
How radicalHow risky
Proactiveness (Offensiveness)Lead vs. follow
SynergyCompatibility with current products and resources
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Characteristics of Innovative CompaniesOrganizational commitment to innovationEntire organization involvedAttention to MarketingEffective design/developmentGood Communication (Internal/External)Management Skills/Professionalism
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Process of InnovationIdea GenerationScreeningTechnical Feasibility AnalysisProduct TestingProfitability AnalysisTest MarketingMarket LaunchLife-Cycle Management
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Organizing for InnovationSee Table 8.6, pp. 260-1
Notice that each has certain
advantages and disadvantages
There is no one right way
Task Dependent
Resource Dependent
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Marketing-R&D InterfaceHouse of Quality
It takes both sides of the organizational brain working together to be successful.
Each has talents and knowledge that compliments the other.
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Corporate EntrepreneurshipIntrepreneurship
Champion/Marketing SubversiveSkunk-works
CharacteristicsProactiveRisk TakingInnovative
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Products
Marketing is exchange, and the product is what the company is offering.
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TimeNew industrial products can take years to develop.
TechnologiesPatentsPackagingFrom prototype to reliable commercial product
Strategies for the supporting parts of the marketing mix (price, promotion, and distribution) take weeks or months to develop.
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Marketing Mix ElementsThe product/service offering determines
Appropriate quality positionTarget marketsCompetitorsAppropriate distribution/logistics
Furthermore, cost structure/financial needs influenced by design, production, delivery requirements.
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Product vs. ServiceTangible/IntangibleCaterpillar Tractor vs. Federal Express Delivery
Customers are really buying “solutions.”Caterpillar provides intangible services to support
products.FedEx uses tangible products to support services.
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ProductsEach product should be thought of as a bundle of
problem-solving attributes, or a package of benefits.
Each product can be evaluated on four levels.Core ProductTangible ProductAugmented ProductCommunicated Product
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Core ProductThe primary benefit sought by the customer.
An engine would provide the power to make an automobile run.
A tractor will enable a farmer to till the field.A computer will allow an organization to keep records, and
communicate.A desk will provide employees a place to work.
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Tangible ProductThe physical aspects of the product.
QualityFeaturesOptionsStylingColorPackaging
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Augmented ProductServices/extras that support the product.
WarrantiesDeliveryInstallationTrainingServiceTech Support
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Communicated ProductThat which the company uses to present the product to
its customersBrand nameLogo/trademark: IdentityPositioningImage
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StrategiesGenerally we think of moving out from the core benefit
as the best strategy.
However, a competitor’s product advantage might be diffused by moving back in.
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Uniqueness of Industrial ProductsBroad range of products: trucks, factories, staples.
The type of product has implications for the development of the marketing strategy and tactics.
Can qualify products along 8 dimensions.
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Eight Product DimensionsStandardized/CustomizedSimple/ComplexLow/High Unit CostSystem Part/Stand AloneSold in Volume/Per-Unit BasisReady to Use/Requires InstallationUnfinished Good, Component/Finished GoodConsumed Quickly/Over Many Years
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ServiceDeed, Performance, EffortService Experience delivery of service attributes to
customerVisible Components: Front Office,
Customer seesPersonnel, facilities, equipment (Quality Cues)
Invisible Components: Back OfficeInternal Operations, Customer does not seeAdministration, purchasing, accounting, computer
operations, maintenance, employee training
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Dry dock: Boat building and boat repairs (Ketchikan, Alaska)
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Unique Characteristicsof Industrial ServicesIntangible (Most distinguishing characteristic)Perishable (can’t inventory)Often consumed at purchase (simultaneous)Difficult to gain production economiesCustomized more frequently than productsConsumed in irregular patterns typicallyGenerate less customer loyalty than products
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Industrial vs. Consumer Services INon-convenience type: Custom, impact $, searchTransportable
Brought to customer (Auditing, Legal)Not as conducive to mass production/marketingCustomer (as individual) does not become part of the
service. (Janitorial vs. Haircut) Often service is performed on facilities, equipment, or end products.
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Industrial vs. Consumer Services IIPeople intensive (capabilities, experience, background),
but also expensive equipmentSophisticated, knowledgeable customers with specific
expectationsFormal buying process; tangible evidence of ability (cues,
referrals)Longer term, more stable relationshipsDemand patterns more stable/predictable
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Consulting
Intangible
Furniture
Tangible
Classifying Products and Services
Based on Tangibility
Corporate
Retreat
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Most Companies Sell BothFew pure products or pure servicesOften companies sell complementary products and
servicesConsultants may sell software to implement their
recommendationsSecurity service might also install equipmentAdvertising medium might also design ads
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Product/Service Line DecisionsCannot make decisions on isolated products or servicesDecisions must be made holistically.Some products/services support othersSome might protect market shareMight use one to set up demand for more profitable
after-sale service or products
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Mixes, Lines, and ItemsMixes are largest group: Total set of items/lines
Nokia Mobile Communications
Mid-level are lines: Related ItemsTech, production, cost, distribution, customer apsCan have sub-lines by P/QNokia Cellular Telephones
Items are within lines: Specific OfferingNokia 3210 Cellular Telephone
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Assess Item RelationshipsCross-Elasticity
Effect of one product/service on anotherPositive Cross-Elasticity
Substitute one product for anotherProduct from lower end line
Negative Cross-ElasticityComplimentary productsComputer and Printer
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Breadth, Length, & Depth IBreadth is the number of different lines carried by the
company.Not just #s, but Consistency: tech, production, distribution,
customersLength is the number of items in a given line.
Shallow (few items) or Deep (many items)Depth is the number of variations of a particular item in a
line.
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Breadth, Length, & Depth IISee example of 3M, Figure 9.5, pg. 288.
Do not spread company too thin, or offer products that do not capitalize on core competencies.
Shallow lines may appeal to fewer segments; deeper lines may be inefficient.
Depth may grow with PLC, until decline stage
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Breadth, Length, & Depth IIIStrategies
Full Line/All Market (GE)Market Specialist (Kidder Peabody Financial Services)Line Specialist (TRW Valves)Limited Line Specialist (ACI)Single Item Company (ADD Systems)Special Situation Company (Pilko, Boots & Coots)
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Managing Product Quality IPRODUCT QUALITY
How well do the product specifications meet customer needs? How well does the product design conform to these specs?
How well does the product conform to design?
How well does the product perform?:Reliability, Safety, Durability, Maintainability
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Managing Product Quality IISUPPORT QUALITY
How well does product meet customer’s needs at and after sale?
DELIVERY QUALITYTimely delivery
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Managing Product Quality IIIMarketers need to ensure that delivered quality meets or
exceeds customer expectations.
Goal is a satisfied customer.
Tracking cost of quality; benchmarking.Negative costs: of defective productsPositive costs: of eliminating defects
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Managing Service QualityMatching service features/characteristics to customers’
needs
More difficult to do with intangible services vs. tangible products
Establish formal service standards
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Service Standards IFocus on the major components of the service
experience (people, equipment, tangibles)Technical Quality
What the customer receives: audit rpt, market rpt.,…General know-how, equipment, abilities
Functional QualityHow the customer receives service: professionalismReflects attitudes and behaviors of contact employees
Need both functional & technical working together
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Service Standards IIDifficult to measureSubjective measures easier to administer than objective
measuresObjective: On-time deliver %Subjective: Customer judgment of sales performanceSERVQUAL (See Table 9.4, pg. 295)
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Positioning IHow the firm wants the product/service lines to be
perceived by the customers. (Not where the store is located!)
Perceptions about underlying benefitsPerceptions about how they compare to competitors’
offeringsUse the marketing mix (4 Ps) to create position
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Positioning IIAttribute (Reliable: UPS)Price/Quality (Cheap: USPS)Competitor (Away/Against)Product Application (Medical, Transportation)Product User (Medical, Finance, Trucking)Product Class (Locks as security: Schlage)
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Perceptual Map High Quality
Poor Service Excellent Service
Low Quality
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PricePrice is unique among the 4 Ps in that it directly affects
the company’s revenues and profits.Pricing is both a science and an art.Diligence and creativity are both necessary.Pricing seems to be the one “P” that has been
dramatically affected by the use of the Internet.
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Characteristics of Industrial Prices IIncludes more than list or quoted price
Delivery & InstallationDiscounts (quantity, promotion, remit time)Training costsTrade-in allowancePromotions: 2 for 1Financing costs
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Characteristics of Industrial Prices IINot an independent variable. Pricing interacts with:
product, promotion, and distribution strategies
Must consider complementary or substitute products when establishing price strategy
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Characteristics of Industrial Prices IIIPrices can be changed by:
Changing price paid by buyerChanging quantity/quality offered by sellerChanging premiums or discountsChanging time and place of payment
Carry Tax/Cash Flow implications
Changing time and place of transfer of ownership Delivery
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Characteristics of Industrial Prices IVPricing often set through competitive bidding on a
project-by-project basisDon’t know competitors’ pricesNegotiation may be used instead (some insist)
Emphasis on fairnessNeed to justify price increasesAlso justify higher prices
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Characteristics of Industrial Prices VAffected by economic factors outside company’s control:
Inflation Long-Term contract (escalation clauses)
Interest RatesCurrency Exchange Rates
Affects cost of materials Affects price of exports
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Price = f(Value)Need to set an initial price that is neither too high (hurts
sales) or too low (lost profit)
Value has two major dimensions:Customer’s subjective estimate of product’s capacity to
satisfy a set of goalsObjectively established by the competitive market. “What
the market will bear.”
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Economic Value to the CustomerPurely economic sources of valueNeed to compare life-cycle costs of your product and
substitutesIf incremental value is high enough to justify a higher
price, then there is EVCSometimes it takes a convincing sales effort to help
customer see the value
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What’s it worth to the customer?How much money can customers save by using our
product?Can the product help them increase sales or reach new
customers?Does the product provide a competitive advantage?Does the product improve the safety of the products the
customer sells? ( Value)How much time can customer save by buying product vs.
making themselves?
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Strategic Pricing Programs:Objectives IROI; Market ShareLT/ST ProfitSales GrowthStabilize MarketConvey Desired ImageDesensitize customers to priceBe Price LeaderDiscourage entry & push out weak competitors
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Strategic Pricing Programs:Objectives IIAvoid Government interference (Anti-Trust/Regs)Perceived Fairness
Customers, Distributors, SuppliersCreate interest & excitementSell other items in lineDiscourage competitors from dropping priceRecover investment quicklyGenerate sales volumeEncourage quick payment
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Strategic Pricing Programs:StrategyCost-Based
Fixed and Variable costs/UnitMarkup/ROI
Market-BasedCompetitor PricesCustomer Demand
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Market-Based Pricing StrategiesFloor: just cover costsPenetration: lower than marketParity: match marketPremium: skimmingPrice Leadership: everyone plays follow the leaderStay Out/Keep OutBundle: Multiple products/servicesValue-Based: Segment pricingCross-Benefit: “Gotcha” (Razors, Ink Jet)
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Strategic Pricing Programs:StructureBasic: One price, no discounts, everyone pays the sameLacks flexibility, limits salesLow Cost competitive advantage in pricePrice moves toward costs in PLC, until endCreative Pricing: empty seats, box filler, late
cancellations, season, demand, advance purchase, customer loyalty
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Strategic Pricing Programs:Levels/TacticsActual price charge w/discountsAcceptable range that conveys valueOdd ($2,999) vs. Round ($3000)Ensure adequate price gaps between itemsModify for costs, competitors, market ΔsTiming: not arbitrary, justify to customerSends signals to customers/competitorsRebates, 2/1, trade-in, etc.
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Pricing ProgramStrategy, structure, level, and tactics all work together.
They must be coordinated.Strategy may be long lived (several years).May need to modify structure periodically.
Offer special price deals.Levels and tactics need to be monitored closely and
changed as needed.Address competitor changesIn response to cost changesAs demand changes
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Pricing Decisions: What Lies Beneath?Most companies use multiple pricing strategies.If the firm sells complimentary or substitute products,
they are more likely to use product line strategies (e.g., bundling).
ObjectivesCostsDemandCompetition
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Objectives/StrategiesDifferentiation Higher Margins
Fewer competitors are substitutesIncreased brand loyalty
Moving to low price from premium-quality position can hurt sales, not help
Recoup development costs over longer period of time. Otherwise run risk of sales numbers that are too low to ever recoup costs.
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CostsEstablishes the minimum priceSet price based on target margin or returnCan price below cost to:
Keep employees and facilities working during downturnSupport other products in the lineLow bid to establish relationship. Make $ in long term, or
on extrasExperience or reputationNew skills
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Standard Cost ApproachTarget Return Pricing
Need accurate sales forecast: standard volumeVariable costs and fixed costs/unit: standard costsP = DVC + FC/Q + rK/Q
P: Price DVC: Direct Variable Cost/UnitFC: Fixed Cost r: Rate of ReturnK: Capital Used Q: Standard Volume (units)
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Standard Cost ApproachCan include interest rates on debt, tax rates (perhaps
different countries for mfr and sales), or inflation factors.
Don’t raise prices to counter weak sales; Don’t drop prices too quickly either
Need reliable standard volume estimate
Initial low price may increase volume, which in turn lowers per unit fixed costs
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Contribution AnalysisTrade off between price and units soldTotal Revenue – Total Variable Cost = Variable
Contribution MarginFixed Costs ÷ Contribution/Unit = Break Even Sales
Volume (minimum sales)Estimate change in volume for changes in price and
compare to break even (Maximum sales/profit
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DemandSets the upper limit of priceNeed to understand customer’s reasons for buying
product; how they use itHard Benefits
Physical Attributes: hp, productivity, durability, error rate, performance tolerances
Soft BenefitsWarranty, service, other augmented product
Balance benefits to customer against the costs (price +)
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CostsPrice + (delivery, modifications, financing, maintenance,
operation, less salvage)CT machine $500K-$1MM to purchase
Also costs ~ $100K/year to operate and maintainCost to prepare facilities to house
Risk (defect, poor performance) CostWhat trade offs are the customers willing to accept?
Slower delivery; Low service priorityHigher, chunkier inventoryLarger purchase commitment
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Elasticity of DemandSensitivity of customer’s quantity demand to changes in
priceUsually demand has a negative slope (higher price
lower demand)Issue is how steepSometimes must hit a threshold level before there is a
change in elasticity Substitutes become more palatable as prices rise
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$
Quantity Demanded
Inelastic
Elastic
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Elasticity% Δ Quantity ÷ % Δ Price
If > 1, elastic
If < 1, inelastic
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Determinants of ElasticityAvailable substitutesNecessity of productRelative size of purchase $$$Differentiation of product/StandardizationCustomer switching costsEase/Difficulty of comparison (Complexity)Third-Party Payer (Pass-Through)Price/Quality AssociationTime (Payment due, need for product)
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Industrial ProductsTend to have inelastic demandEspecially if technically sophisticated, customized, or
crucial to operationsRoutine purchases more elasticSituational elasticity: customer and market
circumstancesIncumbents push uniquenessChallengers push substitutabilityElasticity can vary across segments
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Cross ElasticityCompliments
Lumber and nails, drill presses and bitsNegative cross elasticity
SubstitutesShipping by train vs. truck, Company B vs. APositive cross elasticity
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CompetitionNeed to monitor continuouslyAnticipate changesRelatively easy because there are relatively few suppliers
and few customersTends to be oligopolisticStructure: concentratedPrice Leader
Sets the tone for pricingUsually the organization with the best cost structure
(competitive advantage)
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Four Strategic Pricing OptionsPressure Pricing
Opportunistic Pricing
Gold-Standard Pricing
Negotiated Pricing
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Pressure PricingMarket leader maintains fairly stable price level
Price not dictated by demand fluctuations
Price increases controlled
Controls market entry
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Opportunistic PricingFollow the swings of the market
Raise prices as high as elasticity will allow
Raise prices as high as customer goodwill or loyalty will allow
Lower prices as demand drops
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Gold-Standard Pricing
William Jennings Bryan
Cross of Gold Speech
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Gold-Standard PricingShort run policy
Quote all customers the same price
Ignore specific circumstances
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Negotiated PricingTailor pricing to each customer (or segment) based on
ElasticityCompetitive AlternativesType of Customers
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PLC Pricing ICritical at Introductory StageSets the tone for future pricing decisionsPenetration pricing (low)
Higher sales, lower marginsCan leave too much on the table
Parity pricing (match)Premium/Skimming pricing (high)
Can get highest marginsRisk competitive entry
Always easier to lower prices than to raiseDon’t try to recoup R&D costs too quickly
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PLC Pricing IIGrowth: New competitionMore specialized need segments developProduct extensions developedScale economies and experience curve start to come into
playPrice ranges narrow; convergence on market priceDownward pressure on pricing
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PLC Pricing IIIMaturity: Market more saturatedCompetition aggressive and entrenchedProduct may be cash generator (Cash Cow)Focus is on repeat sales/internal cost efficiencyCompetition more heavily priced based; but stop short of
price warMaximize short-term direct product contribution to
profit
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PLC Pricing IVDeclineMay raise price to capitalize on remaining, inelastic
demand, orLeave prices stable, cut expenditures, let product die, orCut price, toward break-even, use as loss leader to sell
complimentary products
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Competitive Bidding IMost common with
public projectsgovernmental agenciescustom, technically complex productslong manufacturing cycles
Usually the low bidder Not always in private sector
Consider bidder qualifications (See AGC form)
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Competitive Bidding IIInvitation to Bid: RFP published
NewspaperPrivate Publications: Dodge Reports
Usually very precise plans and specifications that become part of the purchase contract
May have to provide a performance bond to ensure that the product/service will be completed. Bid bonds less common.
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Competitive Bidding IIISealed/Closed Bids
Due at same timeOpen all at onceOne time pricing
Open/Negotiated BidsIterative processCombines bidding and negotiatingWeb bidding has facilitated this process
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Competitive Bidding IVQuestions to consider:
Is project large enough to bid?Are the specs precise enough to do an accurate bid?How will successful bid affect our other jobs, products, and
customers?Who else may bid? How hungry are they?Do we have time to put together quality bid?
(Courtesy Bid)
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Competitive Bidding VBidding StrategyProbabilistic Bidding (Value????)
Assumes profit maximization is goalAssumes lowest bid selectedFocus on size of bid, expected profit if win, and probability
that bid will winE(X) = P(X)Z(X)
X = Bid Price Z(X) = Actual profit if successfulP(X) = Probability of bid acceptanceE(X) = Expected profit at this bid
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Competitive Bidding VIBidding models are only toolsManagerial judgment is criticalSet price to achieve a good winBids are not always fixed
Might have an escalation clauseMight have a pass-through clause (cost+)Post-Bid negotiation (by customer) commonExtras (not addressed by bid) PROFITABLE
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Negotiation
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Price Negotiation INeed good interpersonal skills, persuasion skills,
judgment, conflict resolution skillsNegotiation is the result of two sides coming together to
decide how much gain each will have by working together
If not win-win, won’t happenEach side has minimums that it wants to “win” and needs
to “win”If < “need” No dealIf << “want” No repeat deal
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Price Negotiation IINeed to understand risks and rewards for both sides of
negotiation
Estimate settlement ranges for self and other party
Bargaining zone: Seller’s minimum price to Buyer’s maximum price
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High Low
Buyer’s Max Price
Seller’s Min Price
Bargaining Zone
Seller Wants
Seller Opens
Buyer Opens
Buyer Wants
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Negotiation StylesAvoidant: Relatively rare
Avoid confrontation. Out for self.Collaborative: Good long-term strategy
Win-Win. Try to satisfy self and other party.Competitive: Short-sighted
Win-Lose. Get all you can from other party.Sharing: Common
Both parties partially satisfied.Accommodative: Rare
Satisfy other party, at own expense.
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Other Issues on NegotiationOne time deal, or repeated negotiation?
Repeat more cooperationHave longer term view
What else besides price is important?GuaranteesReturn PoliciesVolumeQualityFinancingService
Time constraints?
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Discounts and IncentivesCommon point of negotiationCan use to attract new customers, or keep existing onesCan offer on select products, and to select customersPrepaid freight, drop-shipping, financing, post-dating,
returns, rebateDiscounts:
CashQuantityTrade
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Cash DiscountsIncentive to pay quicklyHelps cash flow2/10, n30: 2% off if paid w/in 10 days, otherwise, full
amount due in 30 daysMight offer discount for prepaying, prior to delivery, or
even prior to productionMany companies need cash, and will discount for up-
front $ (+ no risk)Prepaid expenses can provide payer tax benefits in
addition to discounts offered
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Quantity DiscountsCheaper by the dozen theory
Seller gets guaranteed salesCan plan production betterSmoothes out production, inventory, deliveryHelps with financing, & getting other business
Can offer discounts on $ or unit levelMight spread out large purchases over a period of time,
but commit up front
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Trade DiscountsAlso called functional discountsUsually given to distributors for performing certain
functions for the manufacturerStorage, warehousingSalesTransportationPromotion
Common with automobile dealers
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Leasing IContract to use an asset that is owned by someone else
(renting) for a period of timeAvoid cash payment up frontSometimes avoid maintenance and ops costsCan expense for taxes (not amortize)Does not reduce debt capacityHedge against technology obsolescence
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Leasing IIFinancial Lease
Longer termΣ lease pmts > Purchase price of assetLessee (buyer) responsible for maintenance & operating
expensesCan apply some of lease pmt to purchase @ end
Operating LeaseShorter, cancelableNot amortizedLessor (seller) responsible for ownership expensesNo purchase optionLease price > financial lease price
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Transfer PricingInternal sales price from one division to another within
the same companyNeed to cover costsNeed to be cheaper than marketExact price subject to negotiationBoth sides usually profit centersMay need to be determined by higher-upSet formula (cost + 2/3 of margin to market)
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WWW & PricingFacilitates information search by customersAuctions: buyers set prices, not sellersBuyers control transaction, on-line biddingCan get spot pricing on everything and can take
competitive bids on lots of purchasesForces even strong brands to be treated like
commodities
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What to do about WWWUse differential pricingOptimize pricing by using customer data: increases
customer switching costsDe-Menu pricing; can adjust pricing almost instantly
as needed; remove lumpinessPush differentiation even more: can use web to
provide pleasing aesthetics, entertainment, education, or escapism
Don’t assume customers will not pay moreEstablish electronic exchanges, barter excess suppliesMaximize revenue, not price: Yield Management
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What is distribution?Set of companies involved in the flow of products from
the manufacturer to the ultimate customer.
Sometimes called a “value-added chain”
Involves intermediaries (“middlemen”)
Joins makers and buyers
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Channel FunctionsTransportationStorage & InventoryBreaking bulk into sellable sizes & SortingCreating assortmentFinancingSellingPromotingFeedback from marketTrainingService
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Channel FlowsGoods and Services
Assignment of risk also moves
Titles are transferred
Money/Financing flows
Information flows
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Purpose of ChannelsProvide goods to the right customersIn the right quantitiesOf the right qualityAt the right timeIn the right placeTo maximize profits
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Value of IntermediariesYou can eliminate intermediaries, but not their functionsThe reason that intermediaries exist is that they provide
these functions more effectively and efficiently than the manufacturer can on its own
Economists have noted fewer intermediaries at intro/growth and decline phases of PLC
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B2B ChannelsFewer customers, larger purchases, complex delivery
requirements, tech support/serviceMeans B2B channels are shorter and more direct than
B2CB2C uses wholesalers and retailersB2B uses industrial distributors, manufacturers’ agents,
jobbers, & brokers
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Manufacturers’ Representatives IIndependent business, usually 5-15 clientsLong-term relationship, a decade or moreUsually a large geographic areaOften > 100 customersPrinciple function is SELLING.Established contacts and tech knowledgeOnly get paid when making sale
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Manufacturers’ Representatives IIEspecially helpful for small and medium-sized
manufacturers
Can use instead of or to supplement sales force, esp. in remote areas
When sales get large enough, manufacturer may choose to use own sales force. Need to anticipate this conflict.
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Manufacturers’ Representatives IIIUse of reps loss of control by manufacturerConflict often occurs because rep carries products from
multiple manufacturersAgency theory suggest that rep will push:
Better quality productsProducts with higher commissionsProducts of mfrs they have better relation withProducts with stronger promotional support
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Manufacturers’ Representatives IVReps sell
Care less about market information or customer service
They want reliable, quality products, mfr support, reasonable commission rates, training, and good mfr reputation and image
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Manufacturers’ Representatives VSelection Criteria
History, Growth/plansTerritoryFacilities, personnel, managementOther linesReputationServices
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Industrial Distributors IAn independent wholesaler who sells the majority of its
goods and services to industrial , commercial, and institutional customers, the government, builders, & farmers.
Independently owned/operated merchantTakes title to merchandise, keeps inventory, delivers,
extends credit, may service after the sale
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Industrial Distributors IITwo major categories
General (Grainger)Specialized (Caterpillar)
Heavy reliance on short-term debtMost assets tied up in inventory and ARUse inside and outside salesStock small ticket items:
Spare parts, lubricants, power tools, small machinery, bearings
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Industrial Distributors IIIPrinciple functions: selling, inventory, creditCan provide important feedback to manufacturer about
the local market, about problems with sales, service, etc.Sell popular parts, small quantitiesDistributor may carry competitor product lines, and
many different products.
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Industrial Distributors IVExclusivity Agreements: 1-Way, 2-WayMFR can provide:
trainingdiscountsservicemissionary sales
Value?
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BrokersBring buyer and seller together
Facilitate transaction, including negotiations
No ownership
Short-term relationship, transaction-specific
Commission
Can represent seller or buyer
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Commission MerchantsShort term relationshipDeal with bulk products like raw materials, commoditiesNever take possession of materialsRepresent manufacturerNever take titlePaid on commission
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FacilitatorsImproves the efficiency of the channel
Can provide financing, credit, market information, grading/certification
Never take title
Does not negotiate sale or purchase
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JobbersManufacturers’ rep
Bulk products (raw materials, commodities)
Take title
Do not take possession
Short-term relationships
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Sales AgentsIndependent salespeople
Handle entire marketing function of a single producer
May design promotions, establish prices, determine distribution policies, and recommend marketing strategies.
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Channel ConflictOnly an issue when it becomes dysfunctionalConflict can arise over many issues: inventory levels,
margins, competitors, promotional expenditures, trainings, returns, product obsolescence, delivery, sales support, commissions (See Table 13.4, p. 448)
Monitor conflicts and resolve/manageCan address through
OwnershipContractpower
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Channel Strategy
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Channel StrategyTo intermediate or not to intermediate. That is the
question.Distribution objectives
Sales, profits, market share & coverage, control, costs, service, image
Consider buyers, product, competition, available channels, legal environment
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Why Adjust Channels?Number of buyers and specialized needs change during
PLCBuyers’ change and their buying changesChanges in customer demands
Price, order size, delivery times, etc.Some options become available, while other options
become feasible over time
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Why Adjust Channels?
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Why Not Adjust Channels?Long-term commitment
Legal, moral, socialInertia: Change is difficult. Takes time and much energy.Competitors may tap abandoned channelsNeed data to justify changeResistance to change company and channelChange is disruptive
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Evaluating IntermediariesNeed to periodically review channel members’
productivity, profitability, and effectiveness
Contribution Analysis Method
Weighted Factor Method
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Contribution AnalysisObjective measure
Evaluate intermediaries based on their contribution to indirect fixed costs and profitability, after covering fixed costs
See Table 13.6, pg. 457
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Weighted FactorsSubjective measure
Identify evaluative criteria
Assign weights based on importance
Evaluate each intermediary
Weight x Evaluation = Score
See Table 13.7, pg. 459
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Logistics
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LogisticsTransportationWarehousingInventory ManagementProtective PackagingMaterials Handling
Order ProcessingProduction PlanningCustomer ServicePlant, Warehouse
Location (Traveling salesman problem)
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Ketchikan, Alaska Barge Traffic
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Logistics Performance MeasuresTotal CostOn-time DeliveryCost TrendsCustomer SatisfactionActual vs. BudgetStock-outs
Customer Complaints
Inventory LevelsInventory TurnsCost/UnitDelivery Consistency
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Newark
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Industrial Promotion MixFour More Ps:
Personal SellingPaid AdvertisingSales PromotionPublicity
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What’s different about industrial promotion?Differences due to:
Products are more technicalFewer buyersBuyer locationLong, complex buying process
Therefore, advertising, sales promotion and publicity play support roles to sales.
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What else is different about industrial promotion?Not much mass media.
Mostly print advertising
Messages logical/factual, vs. emotional
May need different promotion to different organizations, or even people within a single organization.
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Available Promotional Tools IGeneral Business Publications: ForbesTrade Publications (See pg. 362)
Horizontal: Job/Function focused: purchasingVertical: Industry focused: steel, agriculture
Industrial Directories: Thomas RegisterTrade ShowsCatalogs
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Available Promotional Tools IIDirect MailVideosTechnical ReportsWeb Sites/InternetSamplesPublicityNoveltiesTelemarketing
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Spending Promotional DollarsSpecialized business pubs: 23%Trade shows, exhibits, displays: 18%Direct Mail: 10%Electronic Media/Internet: 9%Publicity/Public Relations: 7%General Magazines: 6%Dealer/Distributor Material: 5%Directories, Yellow Pages: 5%
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Cost/Effectiveness of Promo MixField Salesperson
Inside Salesperson (Telemarketing)
Trade Shows
Direct Mail
Catalogs/Manuals
Trade Journals
Other Advertising
Cost/Contact
High
Medium
Low
Effectiveness
High
Medium
Low
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Micro Look at BuyingCognition Affect Behavior
Awareness: Publicity and Advertising
Comprehension: Education and Advertising
Conviction: Personal Selling, some Adv.
Ordering: Personal Selling
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Macro Look at BuyingProblem Awareness: Sr. Mgmt/Current Users; use Trade
Shows and Trade Publication AdvertisingSolution Identification/ Information Search: Techies; use
Catalogs, Samples, Trade Journal Advertising, Sales Force (defense)
Evaluate Alternatives: Purchasing Mgrs.; use Comparative Adv., Testimonials, Sales, Tech Reports, Publicity
Decide/Purchase: SALES: negotiate, persuade, adaptPost-Purchase Evaluation: Advertising, inside sales, direct
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Implications for MarketerCan influence buyer’s decisionNeed to determine:
Most critical stages for product/marketWhich promo tool most appropriate for stageBalance cost/benefit of promo
As risk increases, the buyer seeks more infoMore conflict, the buyer seeks more info
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Does B2B advertising make sense?
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Should businesses advertise to businesses?
Yes, but focus on print mediaNeed to reach specific industries, organizations, and
individuals within organizationsCan use some TV and Radio, but usually for products with
broad market appeal (insurance, computers)
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Print MediaAdvantages
Not fleeting like broadcastCan include technical informationBuyer can go back and see againBuyer can go through at own pace & focus on what she/he
is interestedDisadvantages
Can’t possibly include all pertinent informationMay not be seenDifficult to assess effectiveness (like all adv.)
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Why businesses should advertise.Can reach people in the buying center that sales can’t reachGood tool for prospecting (1-800; reply card)Can lay groundwork for salesperson’s call
Creating awareness Providing general information
Can reduce cost of sales callMotivate/support intermediaries/distributorsCan create pull for customer’s products, leading to increased
derived demandCan convey desired image
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Advertising Objectives IExpress as sales or market share (easy to measure)Could also use awareness levels or changes in attitudes,
beliefs, or perceptionsMight just be reminder (esp. in decline)Post-sale reassurance (reduce cognitive dissonance)BE SPECIFIC: Time and Audience
Unfortunately, most managers don’t know or understand their objectives
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Advertising Objectives IIObjective Strategy Characteristics
Awareness CorporateGeneric
Diffuse, LT Benefits; Low Persuasion Informative, not comparative
Knowledge Preemptive Establish superiority. Informative, moderate persuasion
Liking Brand Image Focus on benefits, not competitorsEmotion, moderate persuasion
Preference Conviction
Positioning Focus on differentiation vs. competition. High/moderate persuasion
Purchase Unique Appeal to action
What comp. Does not do. Hi persuasionIncentive to act. High persuasion
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Budget% of sales: Easy, bad if sales decreaseLast year’s budget + %: Easy, not rigorousCompetitive parity: Are competitors right?Product/Service profitability: Low Π needs adv.Productivity judgments: Cost/Benefit analysisTask & Objectives: Complex, best method
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How much to spend?High Low
Standardized Products Customized Products
Broad product line Narrow product line
Superior product quality Lower product quality
High price Low/Average price
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The Message INeed visual magnetism: get attention
Color, contrast, angles, straight lines, oddities, …Select the right audienceInvite reader into the scene: identify with adPromise reward (benefits, good performance)Back up promise: support claim
Testimonials, tech standards, …
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The Message IIOrganize ad to present message in logical sequenceSpeak to reader as an individual, personalize, keep
simple, ACTIVE VOICEAvoid Clichés
Easy to readWhat vs. where or who: Focus on product or service
first, not the company (except…)Reflect company’s character & personality
Be consistent, takes long time to develop and maintain image
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Choosing Media IGeneral B. Pubs (Forbes, Business Week)
Good for products with broad appeal to large # of customers, who are geographically dispersed.
Good to project image to business community.May be best to reach upper level management.Cost up to TEN TIMES price of trade journal ads.
Trade Journals (Modern Metal, Purchasing Today)Special Interest. Knowledgeable readers.Vertical vs. Horizontal.Useful for directing specific, technical messagesCan reach technical people who read these journals
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Choosing Media IIIndustrial Directories (Thomas Register)
List suppliers of variety of product typesAlso Catalogs, like Sweet’s
TelemarketingWATS, incoming and outgoingComplaints, inquiries, orders, service requests
WWWCatalogs, orders, email, phone directories, information on
company and productsDirect Mail: Brochures, Intro letters, LISTS
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Evaluating AdvertisingCompare outcomes to goals.Look at bottom-line increases in sales. Be sure to
account for other factors (pricing, sales efforts, competitor actions)
Nonlinear relationship, diminishing returnsTime lag can be monthsWas target audience reached?Which medium was most effective? $/saleEffect of adv on audience attitude, awareness, recall,
behavioral intent (to buy)
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Sales PromotionSupplements and complements salesSamplesContests for distributorsAdvertising Specialties: Trinkets and TrashTrade Shows, conventionsCatalogsTechnical Reports
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Trade Shows IFormal exhibition of productsOpportunity to make lots of contacts at onceGood for customers to ask questions and compare
competitorsIntroduce/demonstrate productsBuild awarenessMake personal contactsParity with competitors (Keeping up with Joneses)Recruit employees, reps, and distributors
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Trade Shows IINeed to identify goalsMeasure effectivenessKnow which shows to focus onDisplays and Literature: Location, Quantity/QualityStatic Displays: Well trained salespeople.Attention-Getters: Contests, Shows, Games, GimmicksAudiovisual Presentations: Tapes, Computers, FilmsLive Product Demonstrations: 10 Minutes ± Be on MUST SEE listTake-Aways: Literature, brochures, samples
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CatalogsContain information on the company’s line of products.Might include price lists & warranties.Can customizeUse Direct Mail, Trade Shows, Sales to distributePut on-linePublish in industry directories, like Sweets
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Technical ReportsDescribe product and its useGives fairly detailed specifications (customer
understanding, no trade secrets)Cut-Sheets: Graphs, charts, illustrationsMay give results of product testingDistribute via direct mail, trade shows, sales
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Publicity“FREE” (or at least less than advertising)Credibility: Objective 3rd PartyEvents: Chili cook-offsSponsorshipsPress releasesPress conferencesPublic speakingArticle Writing in trade journalsSupplemental Role: Inform about new products; Generate
inquiries; Increase awareness
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Personal SellingThe most important promotional tool in B2B marketingTransaction/relationship is often too complex to
consummate without personal interaction between marketer and buyer.
Physical link between partiesBoundary Spanner
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Salespeople as Boundary SpannersRepresent the company to customersRepresents the customer to companyBring info back to company
Sales forecasting, product suggestions, competitor impressions
Negotiates prices and termsSolves problems
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Personal SellingNOT manipulationMight persuade or entice, but cannot force the customer
to buy.Sales must be professional. Not fast-talking, shiny-
suited, slick liar.Customers are sophisticated and you need a long-term
relationship to be successful.B2B sales cost more than B2C selling.Account for more $/saleMore direct, shorter channels
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Training and SkillsMore technical knowledge in B2BNeed to know customers’ businessesBuild relationships over a long period of time before
reaping rewardsNegotiate effectively
Price, payment terms, delivery, quantities, returns, post-sale training and service
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How salespeople spend their timeSelling: 32%
Waiting, travel: 21%
Telephone: 19%
Administration: 15%
Service: 13%
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Four Types of Selling JobsTrade Selling
B&D to HDMissionary Selling
DeWalt to contractorsTechnical SellingNew Prospect SellingCustomer Service (Non-Sales, Selling)
Post-sale satisfaction
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Selling AidsSmall Gifts
Useful, permanent, quality, tasteful, relevantNot substantial; Not to Gov’t customers
Plant ToursCustomer’s attention, seller’s turf, best way to educate
customer about companyChaparral Steel
EntertainmentLunch, dinner, drinks (careful), leisure (sports, golf), parties
for clients
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Sales Process StepsProspecting
IdentifyQualify
PreparationResearch: prospect, industry, market, competitors
PresentationApproach, Presentation, Objections, CLOSE
Post-SaleDelivery, Installation, Training, Billing, Returns,
Relationship Building
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Sales ManagementSales Plan
PlanningImplementationControl/Evaluation
ResponsibilitiesRecruitingTrainingOrganizingMotivatingEvaluatingCompensating
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RelationshipsIndustrial sales: develop and maintain relationships
Power: Who is dependent on whom?
Effect of power on negotiation
Sources of conflict and cooperation
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Structural PositionsCentral and Formal buying
Level of key buying decisions
Functional areas participating in buying process
Fit between our salesperson and buyer repsMay be an issue if mismatched
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PeopleDemographics and personal characteristics of buyers and
salespeopleAge, experience, education, lifestyle, race, gender,
personal goals
Better fit might lead to better relationship, but differences may be productive too.Need to determine if relevantIf so, which dimensions?
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Roles, Norms, and Rules of the Game
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Roles, Norms, and Rules of the GameMostly unwritten
Some (gifts) writtenAcceptable/Unacceptable tactics for both buyers and
sellers.Perceived roles played by buyer and seller
representativesAre both sides seeing same thing? Do perceptions
match?
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RolesRole Ambiguity: Unclear understandingRole Conflict: Role partners want different things from
sales personRole Accuracy: MisunderstandingRole Consensus: Buyer/Seller agree on rolesRole Fulfillment: Buyer/Seller satisfied
Can improve some with training, supervision, and experience
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Managing Sales ForceSales force size Sales force organizationRecruiting and selecting salespeopleTrainingMotivation and CompensationStandardsEvaluation
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Sales Force SizeBreakdown Method
Forecast SalesEstimate Salesperson ProductivityCalculate Number of Salespeople Needed
Work Load Method (in text)Number of accounts (current/potential: ABC)Call FrequencyCall Length
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Methods of Forecasting• Subjective
– Users’ Expectations– Sales Force Composite– Jury of Executive Opinion
• Delphi Technique
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Methods of Forecasting• Objective
– Market Test– Time Series Analysis
• Moving Averages• Exponential Smoothing• Decomposition
– Statistical Demand Analysis
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Organizational Structure• Geography: States/Regions, Downtown/Suburban
• Product Type: Yard Equipment vs. Power Tools
• Customer Type: Industrial/Consumer, Hospitals/Schools, Wholesalers/Retailers
• Selling Function: Prospecting, presenting, servicing
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Recruiting and Selecting SalespeopleJob analysis and description
Sales jobs are different: e.g. inside/outsideCharacteristics: Enthusiasm, education, flexibility,
stability, past performance, goalsTests: Intelligence, aptitude, psychologicalInterviews and ReferencesSourcesLegislation
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Training TopicsProduct KnowledgeMarket/IndustryCompanyTime/Territory ManagementLegal/Ethical IssuesOther: Computer program, Relationship building, Selling
procedures, Decision Support System (DSS)
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Training MethodsOn-the-job: most common
External seminars: top three, major tool
Home assignments: least favorite
In house classes
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Training Costs/TimeNew Hires
$4,000+ to nearly $10,0004± months average
Existing SalespeopleAbout $4,000/yearNearly a week (32.5 hours) per yearMore emphasis on product vs. skills
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MotivationExpectancy Theory
Expect that effort will lead to performanceReward is instrumental in achieving rewardSalesperson Valence for reward
Need all for motivation.
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Rewards and CompensationExtrinsic and Intrinsic
Money, awards, recognition, travel, promotionsPersonal Growth, sense of accomplishment
Lower/Higher Order NeedsCompensation
SalaryCommissionBonusContestsBenefits
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Standards: QuotasGoals assigned to salespeople for
specific time period.
Three PurposesMotivate salespeopleEvaluating performanceControlling salespeople’s effort
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Characteristics of Good QuotasAttainable
Motivation requires reasonable chance of attainment
Easy to understandToo complex suspicion and mistrust
CompleteCover all criteria to avoid imbalance
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Types of QuotasVolume
Units, Dollars, PointsActivity
# cold calls, proposals, displays, service calls, meetings, collections, demonstrations
FinancialExpenses, Gross Margins, Net Profit
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How to Set QuotasVolume
HistoryTerritory Potential
ActivitySales reps and managers; sales reports; research
FinancialBased on financial goals of firmAdjust to meet needs