營(yíng)銷管理（亞洲版 第6版）英文課件 科特勒 -Chapter 07 Analyzing Business Markets、Chapter 08 Identifying Market Segments and Targets

ConnectingwithCustomers2

AnalyzingBusinessMarkets7LearningIssuesforChapterSevenWhatisthebusinessmarket,andhowdoesitdifferfromtheconsumermarket?Whatbuyingsituationsdoorganizationalbuyersface?Whoparticipatesinthebusiness-to-businessbuyingprocess?Howdobusinessbuyersmaketheirdecisions?Howcancompaniesbuildstrongrelationshipswithbusinesscustomers?Howdoinstitutionalbuyersandgovernmentagenciesdotheirbuying?3BusinessMarketsBusinessorganizationsdonotonlysell;theyalsobuyvastquantitiesofrawmaterials,manufacturedcomponents,plantandequipment,supplies,andbusinessservices.Manyofbasicmarketingalsoappliestobusinessmarketers.Theyneedtoembraceholisticmarketingprinciples,suchasbuildingstrongrelationshipswiththeircustomers,justlikeanymarketer.Buttheyalsofacesomeuniqueconsiderationsinsellingtootherbusinesses.4WhatisOrganizationalBuying?WebsterandWinddefineorganizationalbuyingasthedecision-makingprocessbywhichformalorganizationsestablishtheneedforpurchasedproductsandservicesandidentify,evaluate,andchooseamongalternativebrandsandsuppliers.5TheBusinessMarketversustheConsumerMarketThebusinessmarketconsistsofalltheorganizationsthatacquiregoodsandservicesusedintheproductionofotherproductsorservicesthataresold,rented,orsuppliedtoothers.Moredollarsanditemsareinvolvedinsalestobusinessbuyersthantoconsumers.Considertheprocessofproducingandsellingasimplepairofshoes.Eachpartyinthesupplychainalsohastobuymanyothergoodsandservices.6TheBusinessMarketversustheConsumerMarketFewer,largerbuyers—Thebusinessmarketernormallydealswithfarfewer,muchlargerbuyersthantheconsumermarketerdoes.Closesupplier-customerrelationship—Becauseofthesmallercustomerbaseandtheimportanceandpowerofthelargercustomers,suppliersarefrequentlyexpectedtocustomizetheirofferingstoindividualbusinesscustomerneeds.Professionalpurchasing—Businessgoodsareoftenpurchasedbytrainedpurchasingagents,whomustfollowtheirorganization’spurchasingpolicies,constraints,andrequirements.7TheBusinessMarketversustheConsumerMarketMultiplebuyinginfluences—Morepeopletypicallyinfluencebusinessbuyingdecisions.Buyingcommitteesconsistingoftechnicalexpertsandevenseniormanagementarecommon.Multiplesalescalls—Becausemorepeopleareinvolvedinthesellingprocess,ittakesmultiplesalescallstowinmostbusinessorders,andsomesalescyclescantakeyears.Deriveddemand—Thedemandforbusinessgoodsisultimatelyderivedfromthedemandforconsumergoods.Thus,thebusinessmarketermustcloselymonitorthebuyingpatternsofultimateconsumers.8TheBusinessMarketversustheConsumerMarketInelasticdemand—Thetotaldemandformanybusinessgoodsandservicesisinelastic—thatis,notmuchaffectedbypricechanges.Demandisalsoinelasticforbusinessgoodsthatrepresentasmallpercentageoftheitem’stotalcost.Fluctuatingdemand—Thedemandforbusinessgoodsandservicestendstobemorevolatilethanthatforconsumergoodsandservices.9TheBusinessMarketversustheConsumerMarketGeographicallyconcentratedbuyers—Businessbuyerstendtobeconcentratedincertainregions.Thegeographicalconcentrationofproducershelpstoreducesellingcosts.Directpurchasing—Businessbuyersoftenbuydirectlyfrommanufacturersratherthanthroughintermediaries.10BuyingSituationsThebusinessbuyerfacesmanydecisionsinmakingapurchase.Thenumberofdecisionsdependsonthebuyingsituation:complexityoftheproblembeingsolved,newnessofthebuyingrequirement,numberofpeopleinvolved,andtimerequired.Threetypesofbuyingsituationsarethestraightrebuy,modifiedrebuy,andnewtask.11BuyingSituation:StraightRebuyInastraightrebuy,thepurchasingdepartmentre-ordersonaroutinebasisandchoosesfromsuppliersonanapprovedlist.Thesuppliersmakeanefforttomaintainproductandservicequalityandoftenproposeautomaticre-orderingsystemstosavetime.“Out-suppliers”attempttooffersomethingnewortoexploitdissatisfactionwithacurrentsupplier.Out-supplierstrytogetasmallorderandthenenlargetheirpurchaseshareovertime.12BuyingSituation:ModifiedRebuyThebuyerwantstomodifyproductspecifications,prices,deliveryrequirements,orotherterms.Themodifiedrebuyusuallyinvolvesadditionalparticipantsonbothsides.Thein-suppliersbecomenervousandhavetoprotecttheaccount.Theout-suppliersseeanopportunitytoproposeabetteroffertogainsomebusiness.13BusinessBuyerBehavior:ModifiedRebuyThebuyerwantstomodifyproductspecifications,prices,deliveryrequirements,orotherterms.Themodifiedrebuyusuallyinvolvesadditionalparticipantsonbothsides.Thein-suppliersbecomenervousandhavetoprotecttheaccount.Theout-suppliersseeanopportunitytoproposeabetteroffertogainsomebusiness.14

BuyingSituation:NewTaskApurchaserbuysaproductorserviceforthefirsttime(e.g.,officebuilding,newsecuritysystem).Thegreaterthecostorrisk,thelargerthenumberofparticipantsandthegreatertheirinformationgathering—andthereforethelongerthetimeneededtomakeadecision.15MarketingImplicationsofBuyingSituationsThebusinessbuyermakesthefewestdecisionsinthestraightrebuysituationandthemostinthenew-tasksituation.New-taskbuyingpassesthroughseveralstages:awareness,interest,evaluation,trial,andadoption.16MarketingImplicationsofBuyingSituationsInthenew-tasksituation,thebuyermustdetermineproductspecifications,pricelimits,deliverytermsandtimes,serviceterms,paymentterms,orderquantities,acceptablesuppliers,andtheselectedsupplier.Thissituationisthemarketer’sgreatestopportunityandchallenge.Becauseofthecomplicatedsellingrequired,manycompaniesuseamissionarysalesforceconsistingoftheirmosteffectivesalespeoplefornew-tasksituation.17MarketingImplicationsofBuyingSituationsOnceacustomerisacquired,in-suppliersarecontinuallyseekingwaystoaddvaluetotheirmarketoffertofacilitaterebuys.Oftentheydothisbyprovidingcustomizedinformationtocustomers.18ParticipantsintheBusinessBuyingProcessPurchasingagentsareinfluentialinstraight-rebuyandmodified-rebuysituations,whereasengineeringpersonnelusuallyhaveamajorinfluenceinselectingproductcomponents,andpurchasingagentsdominateinselectingsuppliers.19TheBuyingCentreWebsterandWindcallthedecision-makingunitofabuyingorganizationthebuyingcenter.Itconsistsof“allthoseindividualsandgroupswhoparticipateinthepurchasingdecision-makingprocess,whosharesomecommongoalsandtherisksarisingfromthedecisions.”Thebuyingcenterincludesallmembersoftheorganizationwhoplayanyofsevenrolesinthepurchasedecisionprocess.20SevenRolesinaBuyingCenterInitiators—Usersorothersintheorganizationwhorequestthatsomethingbepurchased.Users—Thosewhowillusetheproductorservice.Inmanycases,theusersinitiatethebuyingproposalandhelpdefinetheproductrequirements.Influencers—Peoplewhoinfluencethebuyingdecision.Theyoftenhelpdefinespecificationsandalsoprovideinformationforevaluatingalternatives.Technicalpersonnelareparticularlyimportantinfluencers.21SevenRolesinaBuyingCenterDeciders—Peoplewhodecideonproductrequirementsoronsuppliers.Approvers—Peoplewhoauthorizetheproposedactionsofdecidersorbuyers.Buyers—Peoplewhohaveformalauthoritytoselectthesupplierandarrangethepurchaseterms.Buyersmayhelpshapeproductspecifications,buttheyplaytheirmajorroleinselectingvendorsandnegotiating.22SevenRolesinaBuyingCenterGatekeepers—Peoplewhohavethepowertopreventsellersorinformationfromreachingmembersofthebuyingcenter.23BuyingCenterRolesSeveralindividualscanoccupyagivenrole(suchasuserorinfluencer),andanindividualmayoccupymultipleroles.Apurchasingmanageroftenoccupiessimultaneouslytherolesofbuyer,influencer,andgatekeeper.Thebuyingcentermayincludepeopleoutsidethetargetcustomerorganization,suchasgovernmentofficials,consultants,technicaladvisors,andothermembersofthemarketingchannel.24BuyingCenterInfluencesBuyingcentersusuallyincludeseveralparticipantswithdifferinginterests,authority,status,andpersuasiveness.Eachmemberofthebuyingcenterislikelytogiveprioritytoverydifferentdecisioncriteria.Businessbuyersalsohavepersonalmotivations,perceptions,andpreferencesthatareinfluencedbythebuyer’sage,income,education,jobposition,personality,attitudestowardrisk,andculture.Buyersdefinitelyexhibitdifferentbuyingstyles.25BuyingCenterInfluencesIndividualsaremotivatedbytheirownneedsandperceptionsinanattempttomaximizetherewards.Personalneeds“motivate”thebehaviorofindividuals.Organizationalneeds“l(fā)egitimate”thebuyingdecisionprocessanditsoutcomes.26BuyingCenterInfluencesPeoplearenotbuying“products”;theyarebuyingsolutionstotwoproblems:Theorganization’seconomicandstrategicproblem.Theirownpersonalneedforindividualachievementandreward.Inthissense,industrialbuyingdecisionsareboth“rational”and“emotional,”astheyserveboththeorganization’sandtheindividual’sneeds.27TargetingFirmsandBuyingCentersSuccessfulbusiness-to-businessmarketingrequiresthatbusinessmarketersknowwhichtypesofcompaniestofocusonintheirsellingefforts,aswellaswhotoconcentrateonwithinthebuyingcentersinthoseorganizations.28TargetFirmsTargetBuyingCentersTargetingFirmsBusinessmarketersmaydividethemarketplaceinmanydifferentwaystodecideonthetypesoffirmstowhichtheywillsell.Findingthosebusinesssectorswiththegreatestgrowthprospects,mostprofitablecustomers,andmostpromisingopportunitiesforthefirmiscrucial.29TargetingFirms30ThomsonReuters’focusonunderstandingitsultimateusersratherthanpurchasershelpeditidentifymarketopportunities.ThomsonReuters—JustbeforeitacquiredReuters,globalinformationservicesgiantThomsonCorporationembarkedonanextensiveresearchstudytobetterunderstanditsultimatecustomers.Thomsonsoldtobusinessesandprofessionalsinthefinancial,legal,taxandaccounting,scientificandhealthcaresectors,butitfeltitknewmuchmoreabouthowafinancialservicesmanagermadepurchasesforanentiredepartment,forexample,thanabouthowindividualbrokersorinvestmentbankersusedThomsondata,research,andotherresourcestomakeday-to-dayinvestmentdecisionsforclients.Segmentingthemarketbytheseendusers,ratherthanbypurchasers,andstudyinghowtheyviewedThomsonversuscompetitorsallowedthefirmtoidentifymarketsegmentsthatofferedgrowthopportunities.Tobetterunderstandthesesegments,Thomsonconductedsurveysand“dayinthelife”ethnographicresearchonhowendusersdidtheirjobs.Usinganapproachcalled“threeminutes,”researcherscombinedobservationwithdetailedinterviewstounderstandwhatendusersweredoingthreeminutesbeforeandaftertheyusedoneofThomson’sproducts.Insightsfromtheresearchhelpedthecompanydevelopnewproductsandmakeacquisitionsthatledtosignificantlyhigherrevenueandprofitsintheyearthatfollowed.TargetingwithintheBusinessCentreTotargettheireffortsproperly,businessmarketershavetofigureout:Whoarethemajordecisionparticipants?Whatdecisionsdotheyinfluence?Whatistheirlevelofinfluence?Whatevaluationcriteriadotheyuse?31TargetingtheBuyingCentreinaHospital32Anumberofdifferentpeopleplayaroleinthepurchaseofhospitalproductssuchassurgicalgowns;allthesepeoplehavetheirownobjectivesandinterests.TargetingwithintheBusinessCentreSmallsellersconcentrateonreachingthekeybuyinginfluencers.Largesellersgoformultilevelin-depthsellingtoreachasmanyparticipantsaspossible.Businessmarketersmustperiodicallyreviewtheirassumptionsaboutbuyingcenterparticipants.33ThePurchasing/ProcurementProcessBusinessbuyersseektoobtainthehighestbenefitpackage(economic,technical,services,andsocial)inrelationtoamarketoffering’scosts.Abusinessbuyer’sincentivetopurchasewillbeafunctionofthedifferencebetweenperceivedbenefitsandperceivedcosts.Themarketer’staskistoconstructaprofitableofferingthatdeliverssuperiorcustomervaluetothetargetbuyers.Businessmarketersmustthereforeensurethatcustomersfullyappreciatehowthefirm’sofferingsaredifferentandbetter.34ThePurchasing/ProcurementProcessFramingoccurswhencustomersaregivenaperspectiveorpointofviewthatallowsthefirmto“putitsbestfootforward.”Framingcanbeassimpleasmakingsurecustomersrealizeallthebenefitsorcostsavingsaffordedbythefirm’sofferings,orbecomingmoreinvolvedandinfluentialinthethoughtprocessbehindhowcustomersviewtheeconomicsofpurchasing,owning,usinganddisposingproductofferings.35ThePurchasing/ProcurementProcessFramingrequiresunderstandinghowbusinesscustomerscurrentlythinkofandchooseamongproductsandservices,andthendetermininghowtheyshouldideallythinkandchoose.

Supplierdiversityisabenefitthatmaynothaveapricetagbutthatbusinessbuyersoverlookattheirrisk.Adiversesupplierbaseisabusinessimperative,especiallyinAsia.36DevelopingaDiverseSupplierBase37Pfizer—Oneofthebiggestnamesinpharmaceuticals,Pfizerviewsitssupplier-diversityprogramasanessentialtoolinconnectingwithcustomers.ItsChiefDiversityOfficerdirectsdiversityeffortsthatincluderecruitmentandtalentdevelopmentinsidethecompany,aswellasengagingwithcustomersandsuppliersoutsidethecompany.Forleadership,Pfizerreliesonadiversityandinclusionworldwidecouncilandaninfrastructureof“ambassadors”throughoutthecompany.Pfizerconcentratesitsdiversityeffortsonwomen,peoplewithdisabilities,Asian-Pacificislanders,andothers.Thecompanyhasspentabout$700millionwith2,400minorityandwomensuppliers.Pfizerhasevendevelopedamentoringprogramthatidentifieswomenandminoritysuppliersthatneedhelpgrowing,whetheritisdesigningabetterWebsiteorbuildingabetterbusinessplan.Pfizermanagersmeetwiththeowners,oftenon-site,tofigureoutwhattheyneed.ThePurchasing/ProcurementProcessInthepast,purchasingdepartmentsoccupiedalowpositioninthemanagementhierarchy,inspiteofoftenmanagingmorethanhalfthecompany’scosts.Recentcompetitivepressureshaveledmanycompaniestoupgradetheirpurchasingdepartmentsandelevateadministratorstovicepresidentialrank.Thesenew,morestrategicallyorientedpurchasingdepartmentshaveamissiontoseekthebestvaluefromfewerandbettersuppliers.38LeadingminingandexplorationcompanyRioTintohasworkedwithitssupplierstostreamlinethewayitgetspaid.39ThePurchasing/ProcurementProcessStagesintheBuyingProcessRobinsonandhisassociateshaveidentifiedeightstagesandcalledthembuyphases.ThestagesareshowninTable7.1.Thismodeliscalledthebuygridframework.40Table7.1:BuygridFramework:MajorStages(Buyphases)oftheIndustrialBuyingProcessinRelationtoMajorBuyingSituations(Buyclasses)41ProblemRecognitionThebuyingprocessbeginswhensomeoneinthecompanyrecognizesaproblemorneed.Therecognitioncanbetriggeredbyinternalorexternalstimuli.Internally,somecommoneventsleadtoproblemrecognition.Thecompanydecidestodevelopanewproductandneedsnewequipmentandmaterials.Externally,thebuyermaygetnewideasatatradeshow,seeanad,orreceiveacallfromasalesrepresentativewhooffersabetterproductoralowerprice.Businessmarketerscanstimulateproblemrecognitionbydirectmail,telemarketing,andcallingonprospects.42GeneralNeedDescriptionandProductSpecificationNext,thebuyerdeterminestheneededitem’sgeneralcharacteristicsandrequiredquantity.Thebuyingorganizationnowdevelopstheitem’stechnicalspecifications.Productvalueanalysis(PVA)isanapproachtocostreductioninwhichcomponentsarestudiedtodetermine.

43SupplierSearchThebuyernexttriestoidentifythemostappropriatesuppliersthroughtradedirectories,contactswithothercompanies,tradeadvertisements,tradeshows,andtheInternet.44SupplierSearchontheInternetCompaniesthatpurchaseovertheInternetareutilizingelectronicmarketplacesinseveralforms:Catalogsites—Companiescanorderthousandsofitemsthroughelectroniccatalogsdistributedbye-procurementsoftware.Verticalmarkets—Companiesbuyingindustrialproductssuchasplastics,steel,orchemicals,orservicessuchaslogisticsormediacangotospecializedWebsites(callede-hubs).“PurePlay”auctionsites—TheseareonlinemarketplacessuchaseBay,BayanTrade,andAlibabathatcouldnothavebeenrealizedwithouttheInternetandforwhichnobusinessmodelexistedbeforetheirformation.45SupplierSearchontheInternetSpot(orexchange)markets—Onspotelectronicmarkets,priceschangebytheminute.Privateexchanges—Hewlett-Packard,IBM,andWal-Martoperateprivate

exchangestolinkwithspeciallyinvitedgroupsofsuppliersandpartnersovertheWeb.Bartermarkets—Inthesemarkets,participantsoffertotradegoodsorservices.Buyingalliances—Severalcompaniesbuyingthesamegoodsjointogethertoformpurchasingconsortiaandgaindeeperdiscountsonvolumepurchases.46BenefitsandLimitationsofOnlineBuyingBenefits:ShavestransactioncostsReducestimebetweenorderanddeliveryConsolidatespurchasingsystemsForgescloserrelationshipsLimitations:Helptoerodesupplier-buyerloyaltyCreatepotentialsecurityproblems47ChallengesofB2BMarketinginAsiaSeeMarketingInsight:TheAsianB2BEnvironmentNeedforadaptationsSomechallengesfaced:ManufacturingdominatesLessefficientsupplychainsLesswell-developedinfrastructuresSmallermarkets48E-ProcurementWebsitesareorganizedaroundtwotypesofe-hubs:verticalhubscenteredonindustries(plastics,steel,chemicals,paper)andfunctionalhubs(logistics,mediabuying,advertising,energymanagement).InadditiontousingtheseWebsites,companiescanusee-procurementinotherways:DirectextranetlinkstomajorsuppliersBuyingalliancesCompanybuyingsites49E-ProcurementMovingintoe-procurementmeansmorethanacquiringsoftware;itrequireschangingpurchasingstrategyandstructure.Thebenefitsaremany:Aggregatingpurchasesacrossmultipledepartmentsgainslarger,centrallynegotiatedvolumediscounts.Thereislessbuyingofsubstandardgoodsfromoutsidetheapprovedlistofsuppliers,andasmallerpurchasingstaffisrequired.50LeadGenerationThesupplier’staskistogetlistedinmajoronlinecatalogsorservices,developastrongadvertising.Thisoftenmeanscreatingawell-designedandeasy-to-useWebsite.Supplierswholacktherequiredproductioncapacityorsufferfromapoorreputationwillberejected.Afterevaluatingeachcompany,thebuyerwillendupwithashortlistofqualifiedsuppliers.51ProposalSolicitationThebuyerinvitesqualifiedsupplierstosubmitproposals.Iftheitemiscomplexorexpensive,thebuyerwillrequireadetailedwrittenproposalfromeachqualifiedsupplier.Afterevaluatingtheproposals,thebuyerwillinviteafewsupplierstomakeformalpresentations.Businessmarketersmustbeskilledinresearching,writing,andpresentingproposals.Oralpresentationsshouldinspireconfidence,andpositionthecompany’scapabilitiesandresourcessothattheystandoutfromthecompetition.52SupplierSelectionBeforeselectingasupplier,thebuyingcenterwillspecifyandrankdesiredsupplierattributes,oftenusingasupplier-evaluationmodel.SeeTable7.2.53Table7.2:AnExampleofVendorAnalysis54CustomerValueAnalysisBusinessmarketersneedtodoabetterjobofunderstandinghowbusinessbuyersarriveattheirvaluations.ResearchershavefoundthatbusinessmarketersemployedeightdifferentCustomerValueAssessment(CVA)methodstoassesscustomervalue.SeeMarketingMemo:DevelopingCompellingCustomerValuePropositions.55EvaluatingDifferentAttributesThechoiceandimportanceofdifferentattributesvarieswiththetypeofbuyingsituation.Deliveryreliability,price,andsupplierreputationareimportantforroutineorderproducts.56EvaluatingDifferentAttributesForprocedural-problemproducts,suchasacopyingmachine,thethreemostimportantattributesaretechnicalservice,supplierflexibility,andproductreliability.Forpolitical-problemproductsthatstirrivalriesintheorganization(suchasthechoiceofacomputersystem),themostimportantattributesareprice,supplierreputation,productreliability,servicereliability,andsupplierflexibility.57OvercomingPricePressuresThebuyingcentermayattempttonegotiatewithpreferredsuppliersforbetterpricesandtermsbeforemakingthefinalselection.Despitemovestowardstrategicsourcing,partnering,andparticipationincross-functionalteams,buyersstillspendalargechunkoftheirtimehagglingsuppliersonprice.Marketerscancounterrequestforalowerpriceinanumberofways.“totalcostofownership”“l(fā)ife-cyclecost”58OvercomingPricePressuresImprovingproductivityhelpsalleviatepricepressures.Somefirmshandleprice-orientedbuyersbysettingalowerpricebutestablishingrestrictiveconditions:(1)limitedquantities,(2)norefunds,(3)noadjustments,and(4)noservices.59NumberofSuppliersCompaniesareincreasingreducingthenumberofsuppliersinordertocutcostsThesecompanieswanttheirchosensupplierstoberesponsibleforalargercomponentsystem,theywantthemtoachievecontinuousqualityandperformanceimprovement,andatthesametimetheywantthemtolowerpriceseachyearbyagivenpercentage.60NumberofSuppliersTheyexpecttheirsupplierstoworkcloselywiththemduringproductdevelopment,andtheyvaluetheirsuggestions.Thereisevenatrendtowardsinglesourcing,thoughcompaniesthatusemultiplesourcesoftencitethethreatofalaborstrikeasthebiggestdeterrenttosinglesourcing.61Order-RoutineSpecificationsAfterselectingsuppliers,thebuyernegotiatesthefinalorder,listingthetechnicalspecifications,thequantityneeded,theexpectedtimeofdelivery,returnpolicies,warranties,andsoon.Thelesseegainsanumberofadvantages:thelatestproducts,betterservice,theconservationofcapital,andsometaxadvantages.Thelessoroftenendsupwithalargernetincomeandthechancetoselltocustomersthatcouldnotaffordoutrightpurchase.Inthecaseofmaintenance,repair,andoperatingitems,buyersaremovingtowardblanketcontractsratherthanperiodicpurchaseorders.62Order-routineSpecificationsAblanketcontractestablishesa

long-termrelationshipinwhichthesupplierpromisestoresupplythebuyerasneeded,atagreed-uponprices,overaspecifiedperiodoftime.Becausethesellerholdsthestock,blanketcontractsaresometimescalledstocklesspurchaseplans.Companiesthatfearashortageofkeymaterialsarewillingtobuyandholdlargeinventories.63Order-routineSpecificationsTheywillsignlong-termcontractswithsupplierstoensureasteadyflowofmaterials.Majorcompaniesregardlong-termsupplyplanningasamajorresponsibility.Thesesuppliersinsystemscalledvendor-managedinventory.Thesesuppliersareprivytothecustomer’sinventorylevelsandtakeresponsibilitytoreplenishitautomaticallythroughcontinuousreplenishmentprograms.64PerformanceReviewThebuyerperiodicallyreviewstheperformanceofthechosensupplier(s).Manycompanieshavesetupincentivesystemstorewardpurchasingmanagersforgoodbuyingperformance,inmuchthesamewaythatsalespersonnelreceivebonusesforgoodsellingperformance.65DevelopingEffectiveBusiness-to-BusinessMarketingProgramsBusiness-to-businessmarketersareusingeverymarketingtoolattheirdisposaltoattractandretaincustomers.

Theyareembracingsystemssellingandaddingvaluableservices.Theirproductofferingsandemployingcustomerreferenceprogramsandawidevarietyofonlineandofflinecommunicationandbrandingactivities.66CommunicationandBrandingActivitiesBusinessmarketersareincreasinglyrecognizingtheimportanceoftheirbrand.Anextensiveandcarefullyplannedrebrandingprojectin2011evaluatedfivealternativepositioningplatforms,concludingthatABBshouldstandfor“PowerandProductivityforaBetterWorld.”Magazines,posters,brochures,anddigitalcommunicationwereallrevampedtogivethebrandanewlook.67Business-to-BusinessMarketersSomebusiness-to-businessmarketersareadoptingmarketingpracticesfrombusiness-to-consumermarketstobuildtheirbrand.Sometimesamorepersonaltouchcanmakeallthedifference.MarketingMemo:SpreadingtheWordwithCustomerReferencePrograms68Business-to-BusinessMarketers69SystemsContractingOnevariantofsystemssellingissystemscontracting,inwhichasinglesupplierprovidesthebuyerwithitsentirerequirementofsupplies.Thesellerachievesloweroperatingcoststhankstosteadydemandandreducedpaperwork.Theycangobeyondthespecificationstoofferadditionalvalueinvariousways.70RoleofServicesServicesplayanincreasingstrategicandfinancialroleformanybusiness-to-businessfirmsprimarilysellingproducts.Addinghigh-qualityservicestotheirproductofferingsallowsthemtoprovidegreatervalueandestablishclosertieswithcustomers.Technologyfirmsarealsobundlingservicestoimprovecustomersatisfactionandincreaseprofits.71RoleofServicesRevenueisincreasingbecausethecompanyisabletosellsupportservices,Websitehosting,andservermanagementtoitscloudcustomers.72Mondocombinesstate-of-the-artrunningtrackswithvalue-addedservicestosuccessfullyselltostadiumsallovertheworld.ManagingBusiness-to-BusinessCustomer