Sie sind auf Seite 1von 8

MKTG 426 EXAM #1 STUDY GUIDE Business Markets are markets for products and services, local to international,

bought by businesses, government bodies, and institutions, for incorporation, for consumption, for use, or for resale. o Distinguishing factors: The nature of the product How the customer uses the product B2B vs. B2C o Boston Consulting Group = B2B o Wegmans = B2C o Zappos.com = B2C o Google= B2B, B2C o Apple = B2B, B2C Types of products o Foundation Goods- major equipment or installations and accessory goods Installations Buildings and land rights (offices) Fixed equipment (computers, elevators) Accessory equipment Light factory equipment Office equipment o Entering Goods- Process materials and Fabricated and component parts Raw materials Farm products (wheat) Natural products Manufactured Materials and Parts o Facilitating Goods- Maintenance, repair, operating supplies, and business services Supplies Operating supplies (lubricants, paper) Maintenance and repair items (paint, scissors) Business services Maintenance and repair services (computer repair) Business advisory services (legal, advertising, management consulting) Purchasing- the process of acquiring resources and capabilities for the firm from outside providers o GOALS: Uninterrupted flow of materials Manage inventory Improve quality Developing and managing supplier relations

Achieve lowest total cost Reduce administration costs Advance the firms competitive position Purchasing orientations o The philosophy that guides managers who make purchasing-related decisions and delineates their domain and span of influence Buying orientation Objective is to reduce the total spend or the monetary amount of acquisitions in a given year Procurement orientation Integration of procurement activities o Primary goal is to increase productivity through improving quality, reducing total cost of ownership and cooperating with suppliers Supply management orientation Most broadly focused purchasing orientation Purchasing is integrated and coordinated with other functions within the organization and in the firms value network o Total Cost of Ownership Considers: Factors that drive cost such as transportation Costs of acquiring, using, and managing products and services Quality, reliability, and other attributes over the products complete life cycle The value of the product to the firm and its customers The least expensive product may not be the least costly product! ACQUISITION COSTS Price, paperwork, transportation, expediting, mistakes in order, pre-purchase evaluation POSESSION COSTS Interest, storage, quality control, taxes and insurance, shrinkage and obsolescence, internal handling USAGE COSTS Installation, training, user labor, product longevity, replacement, disposal

Segmenting the buy - Advertising REVENUE - Telemarketing IMPACT/ - Branded finished goods BUSINESS RISK - Office supplies - Travel

Critical components High-technology products and services Outsourced manufacturing functions Materials Logistics Benefits programs Professional services

PROCUREMENT COMPLEXITY (RISK) Steps in the buying process o 1: Recognition of a need o 2: Definition of the product-type needed o 3: Development of detailed specifications o 4: Search for qualified suppliers o 5: Acquisition and analysis of proposals o 6: Evaluation of proposals and selection of supplier o 7: Selection of an order procedure o 8: Evaluation of product performance 3 types of buying situations o NEW-TASK BUYING: Businesses buying situation that is new and very different from anything that the buyer has faced previously Information search needs high Extensive problem solving Buying criteria not defined o STRAIGHT REBUY: Most common type of business buying situation Buyer purchases a part, material, or service routinely, with little thought going into buying process Buyers have lots of experience Routine problem solving o MODIFIED REBUY: Reevaluation of alternatives Necessary because buying requirements have changed such that relatively routine buy or purchase no longer is routine Most likely to occur when buyers displeased with current suppliers performance Buyers operate in limited problem-solving stage Moderate effort in information search Buying criteria is defined

IN SUPPLIER STRATEGIES NEW TASK: - Good situation - Company already satisfied with you so easy to sell them a new product - Position as extension of current business

OUT SUPPLIER STRATEGIES (Has never done business with you in the past) NEW TASK: - Best opportunity to create new relationship if needs match your product solution - Help customer define their requirements; aggressive marketing communications - Offer performance guarantees and warranties STRAIGHT REBUY: - Worst situation - Somebody else already has customers business so you have no chance and dont want to waste your time - Stay in touch but be realistic, dont waste your time MODIFIED REBUY: - Good situation - God opportunity to encourage new supplier search

STRAIGHT REBUY: - Best situation - Company already satisfied with you and just keep rebuying - Provide excellent product and service- delight the customer MODIFIED REBUY: - Worst situation - Need to make customer happy and correct problem or try and satisfy customers needs - Fix any problems right away - Try to convince customer you can meet new needsmove them back to straight rebuy -

Buying influence o Gatekeeper Controls flow of info from buyer to supply center o User o Influencers Influences decision o Decider Makes decision o Buyer or Purchaser

Executes the contract Bonoma Article o Number of buying center members can vary from 1-35 o As complexity (and risk) increases, you can assume more people will be involved o Pay attention to the social bases of power (reward, coercive, attraction, expert, and status) o Look at the behavioral clues (communication patterns) o Figure out what motivates each member of the buying center Forces influencing organization buying o Environmental factors Economic outlook Pace of technological change Global trade relations o Organizational factors Goals, objectives and strategies Organizational position of purchasing Purchasing orientation o Group forces Roles, relative influence, and patterns of interaction of buying decision participants o Individual forces Job function, past experience, and buying motives of individual decision participants Continuum of customer relationships o Transactional vs. collaborative exchanges Transactional Exchanges Anonymous transactions/ automated purchasing Many alternatives, stable supply market, low importance of purchase, low complexity of purchase, low information exchange, limited operational linkages Collaborative exchanges Complete collaboration and integration of supplier with customer or channel partner Few alternatives, volatile supply market, high importance of purchase, high complexity of purchase, high information exchange, extensive operational linkages Its hard to convince a transactional customer to become collaborative Collaborative exchanges emphasize joint problem solving and multiple linkages How market offerings can be tailored o DOW CORNING/ XIAMETER EXAMPLE

The Notion of Switching Costs o ALWAYS A SHARE CUSTOMERS Buyer can taper or augment purchases in increments Suppliers are largely interchangeable Provide good service and good quality Seek long-term contracts o LOST-FOR-GOOD CUSTOMERS If you lose the buyers business, they are unlikely to incur more costs to switch back to you Thus, they are dead on arrival or lost for good Address performance problems immediately- dont give customers reason to incur switching costs Types of Switching Costs o INVESTMENT COSTS They invest in training employees to run new equipment and invest in changing basic business functions like inventory handling o RISK OF EXPOSURE Customer Loyalty o The ultimate goal of a business is to retain customers Its easier and less expensive to retain customers than to find new customers Profits to companies are proven to be based on loyalty Customer Satisfaction and Loyalty o 4 components affect customer satisfaction The service that customers expect all competitors to provide Basic support services, such as technical assistance or training, that make the product or service more effective or easier to use A solution for quickly fixing product or service problems Extraordinary services that so excel in solving customers unique problems or in meeting their needs that make the product or service seem unique to the customer The Loyalty Ladder MAY INVEST IN YOU SEEKS TO COLLABORATE ON NEW PRODUCT DEVELOPMENT IS WILLING TO PAY PREMIUMS RESISTS COMPETITORS BLANDISHMENTS ENDORSES PRODUCTS WANTS TO GROW THE RELATIONSHIP

4 Types of Buyers Buyers Position on Loyalty Ladder MOST VALUABLE CUSTOMERS COMMODITY BUYERS PARTNERS

UNDERPERFORMERS

LOW--------------------------------HIGH Sellers cost of serving customers

CRM Systems o An integrated software system which typically includes: Customer service and communication Sales force automation Campaign automation Business intelligence o The widespread adoption of CRM systems in companies is changing the nature of the marketing challenge o CEOs are demanding that marketers be accountable for their results o ** The key means through which a customer relationships are managed in through a sales force o ** The most important marketing communication technique in B2B marketing is personal selling o BENEFITS OF THE CRM SYSTEM Efficient new processes expose old inefficiencies Helps formalize sales processes- salespeople document their contacts with customers- reveal opportunities Can reveal gaps in marketing execution- the sales/marketing disconnect Better measurement of sales and marketing effectiveness More easily quantify the sales process Can use CRM to measure sales response to marketing activities o Lead Generation- the process of executing marketing programs that generate sales leads for follow-up by your companys sales teams o Lead Development- the process of executing marketing programs that support your sales

teams efforts to convert the leads generated from your marketing program into customers. Helps to solve the sales/ marketing disconnect The New Marketing Model o Knowing how a thing is done, even if youre not doing it o Owning the skills of marketing execution o Marketing aligned with sales o Executing lead development o Plain words sell products o Solving the prospects problem o Using show me what you know o Integrating measurability From a STRATEGIC perspective, CRM systems can: o Help you understand the nature of your customer relationships o Identify the most profitable customer segments o Measure ROI and Customer Lifetime Value for specific customers or target market segments o Provide analytical tools for strategic marketing decisions From a TACTICAL perspective, CRM systems: o Support the sales force in generating and developing leads o Help a marketing manager evaluate the effectiveness of specific marketing activities o Help to eliminate the sales/ marketing disconnect

Das könnte Ihnen auch gefallen