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A market is a place where organizations purchase raw materials and components from other businesses to resell or use in manufacturing other products. In business markets, there are fewer but larger buyers than in consumer markets. Suppliers can closely track customer demand. Purchasing in business markets is done professionally by experts and often involves multiple levels of management. Demand for business goods depends on demand for consumer goods, and business demand can fluctuate more than consumer demand from small changes.
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this presentation is based on the question "what is the business market, and how does it differ from the consumer marker??" as given in south asian perspective of marketing management by kotler and keller.
das slides in me
This document presents a managerial economics presentation on the textile industry using Porter's Five Forces model. It analyzes the textile industry across five competitive forces: threat of new entry (low due to investment requirements), power of suppliers (low as retailers do bulk purchasing), power of buyers (moderate as individual customers have little bargaining power), threat of substitutes (high from alternatives like unorganized retailing), and industry rivalry (moderate with few national players but regional competition). In summarizing, the document outlines Porter's five forces framework and applies it to understand competition in the textile industry.
cb Industrial buying behavior
Organizational buying is the process by which a company establishes a need to purchase products to use in production or rent to others. It differs from consumer buying behavior in that organizational buyers have more technical expertise, stable relationships with suppliers, and observable decision-making processes. The key roles in organizational buying are deciders who make decisions, influencers who provide information, consultants who advise, users who initiate purchases, buyers who select suppliers, and gatekeepers who control information flow. Important aspects of organizational buying include differences between individuals involved, joint decision making, product and organizational factors affecting purchases, and situational factors.
All card
The document discusses developing a mobile application called Mobile SOS to store all personal card information in one place. It analyzes the market opportunity using Porter's Five Forces model and Ansoff's Matrix. The application aims to make it easier for users to access important information while reducing risks of losing cards or carrying too much. It will target both Android and iOS users and collaborate with local businesses and services.
Die B2B(2C) E-Commerce Infrastruktur der Zukunft
Am Mittwoch 5. Oktober präsentierte Origammi Switzerland AG und Astina AG: B2B(2C) E-Commerce, Aktuelle Trends und Visionen – kompakt verpackt
Zahlreiche E-Commerce Professionals und Marketingverantwortliche trafen sich zu einem spannenden und qualitativen Austausch und anschliessendem Apéro in den neu gestalteten Räumen an der Hardturmstrasse 105 in Zürich.
Diese Präsentation wurde erstellt und präsentiert von: Marc Gasser, CEO, Origammi Switzerland AG, Matthias Alder, CEO, Astina AG
Weitere Vorträge am gleichen Abend:
Andrea Leiser, Head of Marketing (Board Member), Distrelec Group AG - B2B E-Commerce Trends: 10 Hypothesen für ein erfolgreiches Multichannel Marketing
https://goo.gl/MQ6y74
Ubaldo Piccone, Head of E-Commerce & Direct Sales, Miele AG - Multichannel E-Commerce in B2B(2C) am Beispiel Weisswaren https://goo.gl/m86g03
What is the business market, and how does it differ from the consumer market
Business markets consist of organizations that acquire goods and services used to produce other products or services for sale or supply to others. Business markets have fewer but larger buyers than consumer markets. Relationships between suppliers and customers in business markets are typically close as suppliers must customize their offerings to each buyer's needs. Purchasing processes in business markets are professional with standardized policies and requirements that must be followed. Demand in business markets is often inelastic and fluctuating, depending on demand in related consumer markets.
INDUSTRIAL MARKETING
Industrial marketing (or business-to-business marketing) is the marketing of goods and services by one business to another. Industrial goods are those an industry uses to produce an end product from one or more raw materials.
Strategic management
This document outlines questions to consider when conducting an industry and competitive analysis. It discusses assessing the dominant economic features of an industry, including market size, growth, and profitability. It also addresses the competitive forces within an industry using Porter's five forces model. Additional questions focus on identifying the strongest and weakest companies, anticipating rivals' strategies, determining factors for success, and evaluating a company's attractiveness and profitability prospects within its industry.
Bwm Casestudy Gore
The document describes a trade campaign conducted by Bandwidth for Gore to help build its brand and presence in the pharmaceutical and biopharmaceutical industries. The campaign included designing a trade booth to showcase Gore's culture of innovation and creativity. It also included brand-focused and product-focused trade advertisements. The results of the campaign included a 250% increase in booth visits, a cover story in a trade publication, and increased sales leads and revenue for Gore despite lower spending levels than competitors. The campaign helped establish Gore as a key presence in the pharma and biopharma industries within 12 months.
Opportunity and Threat of External Environment
The document discusses analyzing an organization's external environment. It defines the external environment and different types of external factors that can influence an organization. These include the general environment, industry environment, and competitor environment. The document provides details on how to analyze each of these environments, including using Porter's Five Forces model to analyze the industry environment. It also discusses using SWOT analysis to understand an organization's opportunities and threats in the external environment. The overall aim is to help organizations understand external factors they don't control but must adapt to in order to survive and grow.
INDUSTRIAL MARKETING by Jyotirekha Kar
Its all about the Industrial marketing against consumer marketing, its characteristics, steps involved in this process.
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6.1)What is business market,& how does it differ from the consumer market?
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What is the business market, and how does it differ from the consumer market
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what is the business market, and how does it differ from the consumer market?
what is the business market, and how does it differ from the consumer market?
what is the business market, and how does it differ from the consumer market?
what is the business market, and how does it differ from the consumer market?
What is the business market, and how does it differ from the consumer market
What is the business market, and how does it differ from the consumer market
More from Sameer Mathur
Making the most of a polarizing brand
This document discusses strategies for capitalizing on and creating brand polarization. It provides examples of brands that have successfully utilized polarization, such as Miracle Whip and Progressive Insurance's Flo character. The document also discusses tactics for companies to amplify polarization such as placating haters, poking haters, driving wedges in the market through differentiated targeting, and launching provocative ads. Overall, the document argues that polarization can increase brand awareness, sales, and fan enthusiasm if properly leveraged.
THE CREATIVE THAT CRACKS THE CODE
This document discusses the evolution of advertising and creativity in marketing. It describes how advertising has shifted from creative art directors to all science and how online ads have become highly targeted. Early forms of outdoor advertising like billboards aimed for brand awareness. Social media advertising took off in the 2000s and platforms like Pinterest drove significant traffic. Successful ad campaigns used viral videos, humor, simplicity and leveraged memes and cultural trends. Native advertising embedded in media content saw greater engagement. Indian ads often use humor, entertainment and socially responsible messaging with creativity tailored for their audience. Crowd-sourcing and game-like ads may be effective future strategies.
Internship under Prof Mathur
Internship Under Dr. Sameer Mathur Professor at IIM Lucknow
What you learnt about creating presentations
The following points
Brief topics from this book
About Needs ,Wants ,Demands , Value & Satisfaction
3 Different cases Were discussed.
Understanding the Situation and problem being faced
Analysis of a HBR article
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Learned advertisement and their effect Target advertisement Impact on customers Using memes and other technical advantages Beating compititions
For mobiles, think apps,not ads
This document discusses constraints of convenience mobile apps and provides an example of a successful mobile advertising campaign by Bose. Some key constraints of convenience apps mentioned are that they are not very effective for acquiring new customers, only established brands with large customer bases can leverage them well, and it will get harder to differentiate as more companies adopt them. The case study then describes how Bose partnered with AdNear to target affluent travelers near airports and high-end neighborhoods with mobile ads, which delivered over 5,000 clicks per day.
Brands Versus Private labels : Fighting to win
This presentation is done by Naagarjun K S, SIT Tumkur. During the internship by Prof Sameer Mathur IIM Lucknow.
Case study on Goodyear: The Aquatred launch
Goodyear was considering launching the Aquatred tire. Some key questions around the launch included whether it was the right product, the right timing, and whether distribution channels should be expanded. The Aquatred offered superior wet traction compared to competitors' tires and had a tread life of 60,000 miles, longer than industry average. However, pricing it at a 10% premium may limit some buyer groups. Launching during the winter Olympics could provide an early advantage through promotions tied to the games. Expanding independent dealers and wholesale channels may require additional support and incentives. Careful consideration of competitors' actions and market response would also be important.
Revitalize brands
This document discusses strategies for revitalizing declining or dead brands. It identifies the main causes of brand decline as managerial actions, environmental factors, and competitive actions. Managerial missteps like compromising quality, frequent price increases without added value, price cuts using cheaper materials, neglecting the brand, and failing to stay relevant to the target market can weaken a brand over time. Environmental changes in technology or regulations and aggressive moves by competitors can also cause brands to fade. The document argues that reviving rather than replacing brands can leverage existing brand equity if the brand still commands premium status and has a clear differentiation. Research is key to understanding what made the brand successful originally and how to reposition it. Reviving a brand requires
Case analysis :Gino SA distribution channel management
This document analyzes Gino SA's distribution channel management and options regarding giving OEM status to Feima Boiler Co. Ltd. Key points include:
- Gino sells burners through distributors Jinghua, FUNG's, and Wayip who are demanding better terms
- Feima wants OEM treatment to get a 10% discount and buy 50% of its commercial/industrial burners from Gino
- Jinghua opposes this deal as Feima is its existing customer
- Giving OEM to Feima could gain a new reference account but upset Jinghua, potentially losing 6% of its profits
- Alternatives include not signing
What are brands good for, Niraj dawar
Its an analysis of branding done by Nagarjun K S. During an internship from Prof. Sameer Mathur IIM Lucknow
Brand is forever
A BRAND IS FOREVER! A FRAMEWORK FOR REVITALIZING DECLINING AND DEAD BRANDS
2. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
3. REVIVAL OF A DEAD BRAND  neither the lifespan of a brand nor its ultimate destiny is predetermined  But, brand decline is a reversible process  Ex: Harley Davidson and ford after facing great competition lost their hold still regained their status because of their brand value.
4. REVIVAL OF A DEAD BRAND The revitalization of a brand is usually less costly and risky than introducing a new brand, which can cost tens of millions and will more likely fail than succeed -Aaker(1991)
5. DECLINE AND DEATH OF BRANDS Brand equity framework: The differential effect that consumer knowledge about a brand has on the customer’s response to marketing activity, and consumer brand knowledge can be characterized in terms of brand awareness and brand image dimensions A brand with strong equity has high awareness and consumers hold strong, favourable, and unique brand associations
6. DECLINE AND DEATH OF BRANDS Pan am and Oldsmobile (general electrical) examples illustrate that even well-known brands can decline as a result of a wide variety of factors.
7. CAUSES OF BRAND DECLINE Product life cycle (PLC) framework: identifies four stages: introduction, growth, maturity, and decline. It uses sales to define the stages of the life cycle, which in turn are used to predict sales. Different forces leads to brand’s evolution • Managerial actions • Environmental factors • Competitive actions
8. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Brands often decline because of leadership, management, and employees making excuses rather than acting with integrity Managerial actions which can cause this are: product quality, price increases, price cuts, brand neglect, and inability to stay with the target market.
9. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Product quality: When compromises in product quality for cost-cutting reasons • do not impact brand loyalty in the short run, • managers mistakenly conclude that consumers are willing to accept or live with the change. • At some point when customers’ experiences with the brand do not live up to their expectations, • the brand starts to decline.
10. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price increases : If a company continues to raise prices without offering a corresponding increase in benefits, sooner or later consumers will start to abandon the brand. Volkswagen launched golf but was unable to control costs and had to keep raising prices, until it effectively drove itself out of the entry-level segment where it had once been a leader
11. CAUSES OF BRAND DECLINE MANAGERIAL ACTIONS Price cuts: When a company cuts prices in desperation to increase
Whatarebrandsgoodfor
Brands traditionally helped companies aggregate consumers and charge price premiums. However, the rise of information allows for more efficient consumer disaggregation through customized communications. To adapt, companies must focus on developing deep consumer relationships through targeted communication and understanding consumer needs at the individual level. Organization structures need to shift from brand-centric to consumer-centric by assigning managers to specific consumer segments and measuring success based on consumer profitability and relationship depth rather than just sales. This allows companies to better develop, test, and market products tailored to segment needs. Ultimately, brands remain important for maximizing profits but the focus should be on disaggregated consumer relationships under the brand umbrella.
Ginosa
This document discusses Gino's burner market and operations in China. It provides background on Gino's founding in 1931 and its product line of over 50 burner models classified by capacity. It then outlines China's burner market development from 1990-1999 and post-1999 expected 20% industrial burner growth. Gino established its China office in 1995 and aims to achieve annual sales targets through optimizing distribution channels, improving service, and building its brand image. Distributors demand better terms, steal sales from each other, and reluctantly stock industrial burners.
How should the company manage and organize its international activities?
The document discusses different organizational structures that a company can use to manage its international activities. It describes four main options: an export department, an international division, a geographical organization, and a global organization. Each structure has different responsibilities and focuses on either product-based or location-based management when expanding business globally. An effective strategy is to take a "glocal" approach that balances national responsiveness with global integration.
How do marketers influence country-of-origin effects?
Country-of-origin perceptions refer to the mental associations and beliefs consumers have about products based on where they were made. Marketers can influence these perceptions to make consumers view products from certain countries more favorably. Countries now market themselves like brands to build a positive image abroad. Marketers must consider how their country is perceived both domestically and internationally when promoting products to tap into global markets.
To what extent must the company adapt its products and marketing program to e...
The document discusses different strategies companies can take when adapting products and marketing for global markets. It outlines approaches like product standardization, adaptation, and invention. It also covers adapting brand elements, communications, pricing, and distribution strategies for different countries and cultures. The key challenge is determining how much to adapt products and marketing for each foreign country versus maintaining global standardization.
What are the differences between marketing in a developing and developed market?
Developing markets have a larger population than developed markets, so products must be marketed differently to serve consumers in developing countries. Marketers should connect with individual consumers in developing countries and understand their needs, as many live in poverty and have different priorities than consumers in developed nations. While a Western image can sometimes help in developing markets, companies should also learn from local developing countries on how to best compete in those regions.
What factors should a company review before deciding to go abroad?
A company considering expanding globally should review factors like higher potential profits from a larger customer base, the need to compete with global competitors, and risks like offering unworthy products, facing confused business cultures, and requiring efficient managers to navigate challenges abroad.
How can companies evaluate and select specific foreign markets to enter?
Companies can carefully select foreign markets to expand into by evaluating countries with high market attractiveness and low market risk. This allows for a carefully planned expansion with less strain on resources. For example, Microsoft sold over 150 million copies of Windows 7 across 100 countries simultaneously by targeting neighboring countries and those with psychological proximity, but avoided overextending into too many new markets at once.
Risks taken by southwest airlines !
Southwest Airlines faces several risks in its business operations, including running flights with only half of seats filled, which could lead to low revenue. It also engages in price wars that sometimes force it to keep ticket prices low. Additionally, Southwest is susceptible to rising fuel costs, economic downturns, and increasing labor costs from contract negotiations. The airline also faces greater competition from other major carriers that are financially healthier as well as rapidly growing low-cost carriers. Despite these risks, Southwest has maintained its position in the market through strong customer and employee loyalty.
Ebay's fee structure.
Ebay's fee structure is optimal according to the document. It earns money by collecting insertion fees and final value fees from sellers. While charging lower fees to larger volume buyers can attract more business, eBay needs to be careful not to scare away regular consumers with high fees. The document also notes that eBay's fee notations and multiple categories can confuse new users. Overall, eBay has survived for two decades due to its vast selection and reasonable fee demands.
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B2 b
- 2. MARKET PLACE WHERE ORGANIZATION PURCHASE RAW MATERIALS AND COMPONENTS OF OTHER PRODUCTS FOR THEIR RESALE OR FOR USE IN MANUFACTURING OTHER PRODUCTS
- 4. FEWER AND LARGER BUYERS BUSINESS MARKET HAVE FEWER AND LARGER BUYER THAN CUSTOMER MARKET DOES
- 5. CLOSE SUPPLIER-CUSTOMER RELATIONSHIP IN B2B MARKET SUPPLIER CAN KEEP TRACK OF CUSTOMER DEMAND EASILY
- 6. PROFESSIONAL PURCHASING IN B2B MARKETING PURCHASING ARE DONE BY PROFESSIONALS
- 7. MULTIPLE BUYING INFLUENCE BUYING COMMITIES CONSISTING OF TECHNICAL EXPERTS AND EVEN SENIOR MANAGEMENT ARE COMMON IN PURSHASE
- 8. THE DEMAND FOR BUSINESS GOODS IS ULTIMATELY DERIVED FROM THE DEMAND FOR CONSUMER GOODS
- 9. INELASTIC DEMAND DEMAND IS NOT MUCH AFFECTED BY THE CHANGE IN PRICE IN B2B
- 10. FLUCTUATING DEMAND A SMALL FRACTION OF FALL IN CONSUMER DEMAND CAN CAUSE A MAJOR REDUCTION IN BUSINESS DEMAND
- 11. GEOGRAPHICALLY CONCENTRATED BUYER GEOGRAPHICAL CONCENTRATION OF PRODUCERS HELPS IN REDUCEING SELLING COST
- 13. DISCLAMER CREATED BY ABHISHEK SIROHI,HBTI K DURING AN INTERNSHIP BY PROF.SAMEER MATHUR,IIM LUCKNOW. WWW.IIMInternship.com