B2B Marketing Communication


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  • Define Brand
  • Brand Promise
  • What is burger king’s brand promise?? They visually promise it to look like this, but did any of you expect it to? Their promise is that it’s cheap and fast. So are follow through with what they promise?
  • Brand Personality
  • Brand Positioning Where are these chocolate brands positioned? - handout
  • Visual Identity & Collateral Colour, shape Do you know these brands?
  • But branding is much more than watermark or logo. A beautiful logo can still go out of business. And many successful businesses don’t have memorable logo. Do you know the Bombardier logo? How about Empire Life? How about George A Wright & Sons? Even less important in a B2B world.
  • Most B2B are in grey’s and blues – makes sense eh?
  • Brand Impression
  • http://www.ted.com/talks/amy_lockwood_selling_condoms_in_the_congo.html People first then promotion
  • CRM & B2B Selling Identify the best customers, and the worst A business relationship requires that we identify good customers, ones that likewise want a relationship with us—and collaborate with them to create new value that will benefit both parties over the long term. First, then, who are the customers with whom we should form a meaningful relationship? Just the biggest? Or the most profitable? Or the ones that will be most profitable tomorrow? Or those that are most amenable to a relationship with us? Or perhaps even other customers? Deciding which customers to focus on and which ones to neglect is the first and most important strategic decision. 2. Distribute value differently to different customers A company should determine which are its best, average and worst customers and ensure that each receives appropriate value. Absurd though it sounds, most companies reward the worst customers and penalize the best by giving both groups average value. This is sometimes the result of not fully allocating all customer costs, including those that occur after gross margin, such as inventory carrying costs, late payments, customer communications and merchandise returns. 3. Compete on scope One way of discriminating among customers is to become more relevant to each one. For many companies, this means broadening the range of products, services or solutions, whether or not the company makes them. Firms can collaborate with third parties to ensure that the customer receives the value each wants, rather than insisting that the customer buy what the company makes. This is a major strategic departure from the old belief that growing larger would give the company the economies it needed to succeed. In a world of individual customers, unique value must be created for each one. Being larger may not offer the opportunity to be more relevant. Frequently, the opposite is true. Larger companies can be less able to cater to individual needs, especially where their technologies and processes have been engineered for efficiency rather than effectiveness. 4. Focus on strategic capabilities Managers sometimes do not want to plan because they fear that their plan will become rapidly outdated (it will), or that some of their strategies will be wrong (quite likely). Rather, in the era of CRM, strategies should be framed in terms of strategic capabilities rather than strategies per se. Base a plan on the range of capabilities that the company should have, including process, technology, people and knowledge/insight. CRM initiatives could prove difficult if technology is the only focus and people and their organizations receive insufficient attention. Stakeholders such as suppliers, employees and channel intermediaries form a chain of relationships, and the end-customer relationship can only be as strong as the weakest link. Plan to create durable bonds with these stakeholders, too. For example, when considering employees, pay attention to the link between relationship management and performance reviews, recruitment, training and compensation. 5. Win through customer-centric innovation Creating new and mutual customer value, the core of CRM, means that companies need to have a process for customer inclusion and collaborative innovation. Most firms continue to innovate in the old style, using off-line research and product definition, rather than by involving the customer throughout the process. The challenge is to involve customers as the company works with each one of them to define and create new value. Integrate the customer’s technology, people and business processes with those of your own company. If you can tell where your firm ends and the customer’s starts, you probably have not yet fully implemented relationship marketing. Amcan Castings makes castings for companies such as DaimlerChrysler. Their engineers work alongside those of their customers, and they would probably have difficulty saying when the sale is made. Design and development is collaborative. The purchase process is continuous; it is harder to tell when the sale starts and when it ends. 6. Measure customer performance Focus on customer profitability with the goal of improving it, rather than the tradition of only measuring product, product line and divisional profitability, customer costs and customer value perceptions. It is quite in order to sell products at a loss if the relationship is profitable and/or strategic. Miss Mew cat food used to include the unprofitable tuna flavour, but the cats loved it and made the overall range of flavours quite profitable. 7. Unlearn and relearn We need to unlearn the principles of “mass” everything if the company is to realize the benefits of CRM. The car industry, among the first to mass-produce, mass sell and mass market, is now among the first to go down the road to mass customization, building on the ability of the collaborative Covisint electronic marketplace to design its own approaches to mass customization. This is not a minute too soon. After a year-long examination of the Canadian automotive retailing industry, we know that the customer interface needs to be considerably improved and that the main challenge is to put the word “custom” back into “customer.” Unlearning is really needed if a company is to shed what made it successful in the past, but which now threatens its ability to adapt and rise to new heights. And unlearning may be hard to do, since it means changing entrenched attitudes throughout the chain of relationships to achieve the end result of a delighted customer. Inside most companies, there is tension between those who “get” CRM and those who do not. If CRM is to take root and move the company into new territory, the group that doesn’t “get” CRM will need to learn or relearn what it is and the potential it has. In particular, the CFO should become involved in the visioning exercise; his or her commitment is most important if the plan is to work. 8. Redefine the focus Many leaders encourage their firms to “focus,” by which they often mean focus on products or services. The company using CRM should instead see “focus” in terms of customers, not products or services, and should welcome the very significant changes that this redefinition will force. In particular, the CRM company will have to make significant change in its processes as it begins to supply what customers want rather than what the company makes. This disruption can undermine the initiative in the early going, unless the changes have been anticipated and presold to internal managers. 9. The new competition The old rules of marketing are mostly broken and ineffective, providing a poor basis for making the company a winner. After all, there are only so many good customers to go round and all competitors want them. The 4Ps of marketing made little or no provision for this reality, nor did they create an opportunity for adjusting each aspect of product, price, promotion and distribution according to the unique preferences of the customer. In the era of CRM, customers target companies even more than vice versa. The 4Ps do not address this much newer reality. In the era of CRM, competing has taken on a new meaning. Increasingly, companies will be competing for six things: Obtaining preferential access to the best customers. Becoming the “lowest-time” producer, or taking up as little as possible of the customer’s most precious resource. Winning the right new employees, especially those who “get” CRM, whatever their functional job titles. Aligning and collaborating with a selected group of companies, both competitors and non-competitors. Developing more customer data, knowledge and insight than competitors, and moving faster than them down the “customer’s knowledge curve,” to position the company and its products when and where the customer is most likely to buy. Creating the best new strategic capabilities.
  • Sales Cycle Pipeline / Funnel
  • Seller roles Order Taker Persuader / Sustainer Motivator / Problem Solver Value Creator What was his role? (order taker, but thought he was the persuader)
  • CRM Tools & Analysis
  • Channel Analysis personal selling (costly, but good with objections), advertising (monologue, good for mass reach but not for sale close), public relations, sales promotion
  • SALES PROMO = incentives to inspire immediate consumer action GOALS = 1. TRIAL PURCHASE, 2. REPEAT PURCHASE, 3. MULTIPLE PURCHASE ANYONE SEE ONE OF THOSE IN TO? - Starbucks music download
  • Steps pg 323 1.Prospecting 2.Pre-approach 3.Approach 4.Presentation 5.Handling Objections 6.Closing (trial close & follow up)
  • http:// storify.com/edwardboches/smarter -planet Read handout, watch video
  • B2B Marketing Communication

    1. 1. Brand, Channel and CRMAnalysis in a B2B EnvironmentPresented by Lindsey Fair
    2. 2. Define Brand
    3. 3. Brand Promise
    4. 4. Brand Personality
    5. 5. Brand Positioning
    6. 6. Visual Identity & Collateral
    7. 7. Brand Impression
    8. 8. Customer RelationshipManagement
    9. 9. The Sales Pipeline
    10. 10. Seller Roles
    11. 11. Channel Analysis