2011.06.07.

http://www.youtube.com/v/0LiCHeZPmms&feature=player_embedded

Business to Business Marketing

2011.06.07.

Business to Business Marketing

Select, develop and manage customer relationships and deliver superior value in a competitive marketplace

Business to Business Marketing

Complex purchase process Relationship management Complex products Primarily contract driven Professional (rational) customers Size and number of customers Internal accountability Complex channels

2011.06.07.

Companies that are not market-driven believe

Marketing is the department that runs advertising. Marketing is where t-shirts and coffee mugs come from.
Our Brand

The role of Marketing is

to create the need for their products. To generate leads for sales

2011.06.07.

Market Driven
A market-driven company defines itself by the customers it wishes to serve rather than the capabilities it wishes to sell Instead of talking about your company and its products, talk about customers and their problems Marketing defines products based on what the market wants to buy.

Promotion isnt marketing Sales isnt marketing The marketing mix isnt marketing Whats missing is the problem!!

2011.06.07.

Marketing's Double Perspective

. Marketing optimises the fit
Customer needs Identifying sources of value Meeting the customers industry challenges Understanding the customers customers Company competency Knowledge Specialist skills Intellectual assets Brand management Business processes

http://www.cognis.com/company/Innovation/Strategy/ Consumers are starting to seek nutritional products to help maintain long and healthy lives. Cognis is determined to offer them the solutions they need Innovation strategy From consumer insights to final production, we take a systematically holistic approach that utilizes all our specialized knowledge and expertise. Over the years, we have learned a lot about the people our customers serve their needs, their wishes and what they expect from the products they buy. Thats why we dont just talk about discovering new molecules when we talk of innovation. We talk about identifying and anticipating market needs, Then meeting them with targeted solutions that offer real user benefits and spell success for our customers. Insights A holistic approach Generating value

2011.06.07.

Listen to the voice of the customer

Understand the trends and dynamics of the market

Marketing

is too important to be left to the marketing department.

David Packard

2011.06.07.

A Reality Check
Developers, engineers, and executives want to be marketdriven. They just dont want to be driven by marketing departments. Theres a big difference between listening to the market and listening to the marketing department. After all, marketing people dont buy the product. Nor do many of them understand the product, causing some marketing people to get the respect they deservewhich is none.

Resistance / conflict

Sales and Operations Marketing

Partnership ??

2011.06.07.

Sales, Marketing and Operations Relationships

Undefined relationships Undefined processes and rules Uncoordinated structures, systems and rewards

Non aligned goals

Lack of shared information

Areas of Focus for B2B Marketing

WHO
Participative

WHAT
Competitive Offer Development Product / service Distinctive Value Propositions Communication Activity Pricing

HOW
Organisational Strategic Accounts KAM Value Selling Integrated Planning Process Capability Dev
Skills, resources, technology

HOW WELL
Measurement Financials KAM Metrics
Customer dashboards

Segmentation Competitor Reviews Sector Overviews Market Sizing and Shaping

Channel Review Communications Review Capability and Resource Review

Channel / Account Management Sales Activity

Operations

Internal Communications Newsletter, intranet, regional meetings, integrated plan

2011.06.07.

Developing and Delivering the Value Proposition

Choose the value Provide the value
Distribution / Channel Management Sourcing and Making

Communicate the value

Customer Relationship Management Sales and Sales Force Management Advertising Sales Promotion Public Relations, Direct and Digital Marketing

Value Positioning

Product / Service Development

Value Based Pricing

Customer Value Proposition

The Total Value Offer

Core
Basic needs Basic benefits No value add Minimal expectations Tangible benefits Minimal value add Customer relationships Brand Partnerships Consultation Total solutions Maximum value add

Expected Augmented
Order taking On time delivery Prompt and reliable service

Offer beyond expectations Tangible and intangible benefits Some value enhancement Extra services Knowledge and information

Potential

2011.06.07.

Economic Customer Value-Add

Risk Cost Reduction Reduction Revenue Increase Capital Reduction

Customer Relationship Value Add

Trust and commitment Providing hassle free products and service Solve my problems Reduce complexity Save me time

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Can We Capture Value Back?

1 3

Does your customer expect it?

Would they miss it If you took it away?

Can your competitor offer it to the same standard as you?

Can you capture the value back?

Customer Insight Is Important

Where is your customer feeling pain? What key business issues exist where the customer seeks a solution? Who are the key internal stakeholders How involved are they in the buying process? How and where do these stakeholders derive value?

11

2011.06.07.

Institutional Purchase Roles

User Influencer Decision-maker Gatekeeper Champion Buyer Specifier Appreciate value in different ways Incur switching costs to different degrees

B to B Audience Taxonomy

There is a variety among these audiences beyond roles based to needs based segmentation.
Why Who What Which When How

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http://www.youtube.com/watch?v=nXQdy-22TXM

Customer Relationship Management

Managing customer relationships is the critical task of Business to Business marketers

CRM is the core business strategy that integrates internal processes and functions and external networks to create and deliver value to targeted customers at a prot. It is grounded on high-quality customer-related data and enabled by information technology.

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2011.06.07.

Evolving Relationships
Producer

Producer Consumer Distance

Transactional

Relational Interactive

Connective

Consumer
Timeframe: Short Long Ongoing Continuous

Competition Between .Networks

Alignment

Performance

Relationship

Coordination

Performance

Value add

15

2011.06.07.

Using Customer Knowledge Through The Customer Lifecycle

Ongoing focus on developing customer intimacy (profiles, valueand satisfaction drivers) a and then delivering targeted, personalized communications and s services that meet their individual needs at all stages of the customer decision making rrocess p
Customer Extension
> Product Evaluation and Feedback > Cross Selling and Up Selling

Customer Selection
> Tactical Segmentation > What and how do they buy? > How can we reach them?

MGCs
Customer Retention
> Customer Intimacy > Understand who should be retained and what retention techniques apply to each customer > Strategic/Major Account Support

Customers
Customer Acquisition
> Target the right segments

MVCs
1. 2.

> Leverage the right channels

TCs
Increase Sales Gather Actionable Customer Insight

Automated eCRM
DigitalGlobe's event-triggered campaigns
Email marketing: Unlimited emails optimized for deliverability Lead nurturing: Trigger-based emails and multi-step campaigns Landing page builder: Includes a form to capture leads Lead scoring: Both demographic and behavioural activity Activity tracking: Based on email and web activity Analytics: Comprehensive marketing reporting and analytics Automate Nurture Prioritise Consolidate Prove

Closed-loop marketing processes

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2011.06.07.

A Health Warning
Segmentation projects are hard work Stakeholder management is key The implications are significant if implemented because the organisation will need to restructure around segments Get buy-in early and retain it!!!

Customer Segmentation
High

Industry type

Low

Product application and usage

Degree to which data can be quantified and statistically analysed

Service levels and value

Degree to which data can be analysed to gain customer insights

Behaviour

Low

Value sought

High

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2011.06.07.

Profiles of Behaviour
The Technical Expert The Businessman The Distributors Addict The Brand Buyer The Price Seeker

Understand the Cost / Profit to Serve

High Easy Pickings Profit to serve Fillers Low Low Cost to serve High Pain in the Neck Discerning

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2011.06.07.

Integrated Communication
Who do we need to reach? Brand Communications Contact Marketing (Retention) With what force? For what reason?

Conversion (acquisition)

The level of exposure Time required

Pass The Ball

Brand campaign to give Cisco Fed Ex A global personality

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2011.06.07.

Marketing Communications Matrix

Customer Campaigns Internal Communications Internet Public Relations Direct Marketing Portfolio Communications Strategic theme related, product launches, proposition development, Network TV, Interact, Connections, SMS, Radio, Intranet, Case studies, E:channel, Personalisation, Web conferencing Press Releases, Case Studies, articles, Breakfast meetings Telesales, Direct mail , Email (Viral) Brochures, Training, Multimedia Speaker Opps, Branding, Sponsorship, PR, Stands Sporting, Arts & Culture, Theme evenings CSR and cause related Customer endorsements, identity & values Sales Conference, Product launch updates

Corporate communications

Channel Events Corporate Hospitality Sponsorship and CSR Corporate branding Internal events

Online Integrated Marketing

Integrated Platform or data hub

Email

Web

Mobile

Banner

Search

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2011.06.07.

http://www.youtube.com/v/WUceveCA1jM&f eature=related

Increase In Different Communication Channels

Forums Web TV Blogging

Interactive media email Instant Messaging

Social networks Twitter

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2011.06.07.

Marketing Campaign Management Process

Marketing Campaign Management Process (MCMP)
Campaign Planning Campaign Execution Campaign Management Campaign Analysis

Reporting Marketing Metrics

Marketing Objectives Marketing Metrics
$ (M )
3,000 2,500 2,000 1,500 1,000 500 0 Cr eating Driving Aware ne ss Deplo yment an d C hangin g Pe rce ptions Building Commu nities & Re a tio nsh ips l Ge ner atin g Leads O ptimizing Oppo rtun ities Re adying Partne rs En abling In frastru ct ure and Cus tome r Data

Marketing Scorecards
Marketing Investment Map
Marketing Investme nt Summmary Campa ign Marketi ng I nve stment
( Act ual Y TD) Win Cr eatin g Aw aren ess an d Ch an ging Percept ion s P ercept ion Campaigns
Pr oduct Campaigns Pe rce ption C ampaigns Enablers Cu sto me r Campaig ns

Drive

G row

Bu ild

Investme nt b y Ma rketing Obje ctive and Campaig n Type

Reali zing P ot ent ia l MS Secu rity Image Adv er tisin g IW Percept ion Total Cu stomer Campaigns Moblie Work for ce Advertising Direct Marketin g Ev en ts Marketin g Mat er ia ls P ar tn er an d Reseller Marketin g Sub Total Customer Facin g Teams Direct Marketin g Ev en ts P ar tn er Mar ket ing P romotions Sub Total Impr ov e B usin ess In sigh t Direct Marketin g Ev en ts Marketin g Mat er ia ls Web Mar ket ing P ublic R ela t io n s Sub Total Compliance/C or p Goverance Direct Marketin g Ev en ts Marketin g Mat er ia ls P ublic R ela t io n s Sub Total Impr ov e B usin ess Management Ev en ts Web Mar ket ing P romotions Marketin g Mat er ia ls Sub Total Total P rodu ct Campaigns BizTalk Laun ch Not es C ompete MOM Upgr ade SQL Upgrade BCC Total En ablers Agen cy Retainers Syst ems an d Tools Mar ket Research Ot her Total Total B udget Var
Q1 Q2 Q3 Q4

Driv ing Deploymen t 0%

Bu ildin g Commu nities & Relation ships 0%

Generatin g Leads 0%

O ptimizin g O pportu nit ies 0%

R eadyin g Part ners 0%

E nabling Infr astr uctu re an d Cu stomer Data 0%

Total $ 1 ,550 ,000 150 ,000 250 ,000 1 ,950 ,000

Total %

G uidance

Var

1,5 50,00 0 1 50,00 0 2 50,00 0 10 0%

26%

3 5%

-9%

50,00 0 9 .5% 50,00 0 10 .5% 25,00 0 15,00 0 8 .2% 1 50,00 0 46 .2% 50,00 0 50,00 0 29 .9% 18 .1% 1 00,00 0 6 .7% 1 50,00 0 7 .8% 34% 30% -4%

1 0,00 0 1. 9% 2 5,00 0 20 0,00 0 47. 4% 2 5,00 0 5. 1% 0. 0% 2 5,00 0 7. 5% 13. 3% 0. 0% 10 0,00 0 5. 2% 5% 5% 0% 14% 15% 1%

0.0 % 25 ,000 5.3 % 50 ,000 10.2 % 0.0 % 50 ,000 14.9 % 5.8 % 950 ,000 0.0 % 0.0 %

12 5,00 0 20 0,00 0 1 5,00 0 64. 8% 2 5,00 0 7 5,00 0 21. 1% 10 0,00 0 15 0,00 0 2 5,00 0 56. 1% 5 0,00 0 2 5,00 0 5 0,00 0 38. 5% 12 5,00 0 2 5,00 0 1 0,00 0 47. 8% 46. 5% 10 0,00 0 5 0,00 0 8 5,00 0 0. 0% 0. 0% 1 6% 2 5% 9% 3% 5% 2%

25 ,000 4.8 % 0.0 % 0.0 % 0.0 % 0.0 % 1.2 % 150 ,000 15 ,000 0.0 % 0.0 %

25 ,000 25 ,000 25 ,000 25 ,000 1 9.0% 25 ,000 50 ,000 1 5.8% 50 ,000 50 ,000 2 0.4% 50 ,000 1 5.4% 0.0% 1 5.1% 50 ,000 3.3% 100 ,000 5.2% 6% 10 % 4% 21 % 10 % -11 %

0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 0. 0% 95 0,00 0 50 0,00 0 10 0,00 0 2 5,00 0 81. 8%

50 ,000 150 ,000 250 ,000 50 ,000 25 ,000 525 ,000 50 ,000 150 ,000 25 ,000 250 ,000 475 ,000 150 ,000 250 ,000 50 ,000 25 ,000 15 ,000 490 ,000 50 ,000 25 ,000 100 ,000 150 ,000 325 ,000 250 ,000 50 ,000 25 ,000 10 ,000 335 ,000 2 ,150 ,000 150 ,000 250 ,000 50 ,000 100 ,000 950 ,000 1 ,500 ,000 950 ,000 500 ,000 450 ,000 25 ,000 1 ,925 ,000 7 ,525 ,000

10% 29% 48% 10% 5% 1 00% 11% 32% 5% 53% 1 00% 31% 51% 10% 5% 3% 1 00% 15% 8% 31% 46% 1 00% 75% 15% 7% 3% 1 00% 29%

Marke ting Investment by Vehicle 2,500 2,000 $ (M) 1,500 1,000 500
Glob al A dv ert isin g A dv ert isin g

Mar ket R esear ch an d

P u blic R elat ion s

Ev en t s

P rog ram M ark etin g

D irect M ark etin g

Web Ma rke tin g

P rom otio ns

M ark etin g Mat er ials

Pa rt n er an d R eseller

3 0%

-1%

3,000

Ma rketing Spe nd Seas onality - Tota l

2,500

20%

2 5%

-5%

2,000 $ (M)

1,500

Act ual Bu dget

26% 1 00%

1 0% 10 0%

16%

1,000

500

Use Of Social Media

'Infrastructure as a service' Fujitsu Cloud computing info zone was created within the CIO website.

http://www.cio.co.uk/technology/resourcecentre-for-fujitsu-enterprise-cloud-computing/

22

2011.06.07.

Business to Business Branding

What do the following brands have in common?

Five Areas Of B to B Branding

Unified and enduring identity Brand architecture Measuring success

Brand Values

Co- branding

Integrated brand communication

Value proposition

Memorable and compelling brand promise

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2011.06.07.

Brand Onion
A snapshot of the future A belief system A way of working and communicating

Vision

Values

Positioning

Personality
A summary of the brand in relation to competition in the customers mind Informs customer perception and all communications

Drivers For A Strong Brand

4 core drivers have been identified to ensure a strong brand. These can be influenced through a combination of communication and actual experience.
Company presence & leadership
Communications driven
Awareness of who we are and what we do to ensure our brand is well known and instantly recognised. Strong associations that are differentiating and relevant to the target audience in choosing who to do business with.

Clear & distinctive positioning

Brand Success

Great client experience

Experience driven

Excellent relationship management and responsive client servicing delivered consistently. Global scale, probity and essential performance delivery.

Strong business fundamentals

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2011.06.07.

The Brand Promise is not a catchy slogan. It must be grounded in customer needs and linked to value delivery

'My Genius'

Powerful brands create an enduring and compelling aura of leadership authority and uniqueness

Best Practice
1. The most important characteristics of brand communication are: sufficiency, consistency, stability, and focus. 2. Strong brands adapt and rene external communication elements over time but remain true to their heritage. 3. External brand communication must portray the brands strength, image, and leadership across a variety of vehicles and audiences. 4. Great brands are built from the inside out. 5. Success metrics must integrate multiple components encompassing qualitative, quantitative, and nancial measurement.

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2011.06.07.

Driving Consistent Design And Message Content

Master Brand Strategy Positioning and Personality

Brand Voice

Creative Brief

Visual Identity

Web site

Advertising

Internal communications

Collateral

Events and sponsorship

Voice Guideline Platform

Positioning statement Personality traits Reasons to believe Company role
The unique place the organisation wants to occupy in the minds of its customers and marketplace Characteristics that uniquely define a brand and organisation Key message points that make the positioning believable, relevant and consistently delivered in all communications Role for company to play in supporting its business strategy and position in all communications Psychographic profile of target audience with research based insights

Target audience

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2011.06.07.

Brand Architecture Framework And Policies

Link business strategy to brand strategy Define roles and responsibilities Support multiple products and audiences Recognise high level champions

Provide a framework for growth

Brand Resource Management

Home Page

Brand Guidelines

Library

Workflow and collaboration

Resources and partners

Sales force tools

Content Management

Measurement

27

2011.06.07.

How Much Is You And Your Companys Reputation Worth To you?

The rapid pace of growth on the internet Consumer and user generated media.

You can see everything that is being said about your company on social websites like Myspace, Facebook, and Twitter to major news organizations and we can even see all consumer reviews on over 10,000 product websites. It only takes a few Youtube videos or blog posts to destroy your companys reputation and profits

Link Building

Be Proactive

Online branding

Testimonials

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2011.06.07.

Tell Me A Story
Every organisation has a story to tell! Who is telling yours? - - and is anybody listening?

Thank you

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