The document discusses the need to rethink industrial marketing approaches due to blurring lines between B2B and B2C markets. It notes a convergence driven by the internet and rise of small businesses, as well as blurring of value chains through outsourcing. This has led to a blurring of customer relationships and internal firm functions. The document advocates rethinking traditional mental models to develop a new model that expands stakeholder focus, recognizes empowered consumers and new relationship forms, reexamines outsourcing and product decisions, bridges silos, and shifts from products to services and transactions to experiences. It concludes by questioning if B2B and B2C should still be considered separately given business dynamics and field maturity.

1. Blurring the lines: is there a
need to rethink industrial
marketing?
Abhishek Prabhat – 13202189
Sunil Behera – 13202177
Debi Prasan Das – 13202197
Satyam Mohanty – 13202041
Shahina Jacob – 13202225
Submitted to-
Prof. Joydeep Biswas

2. Introduction
• Mid 1960 primary focus of marketing research was consumer market
• Focused on buying centres and buying process explored the
interrelationship between buying organization and selling
organization.
• Some of insight as developed in industrial marketing were relevant to
consumer marketing.
• Purchase decision to involve husband, wife, children and other
influencer.
• Core principles of marketing has got modified from the B2C to B2B

3. Changing Business environment
• A convergence of B2B and B2C markets, driven by development of the
internet and the rise of small business.
• A blurring of value chains through outsourcing and other relationships that
allow networks of firms to do what was once done within the firm.
• A blurring of relationships with customers, as customers are invited to
participate with companies in the design and delivery processes.
• A blurring of functions within the firm as marketing and other functions are
more integrated through EDI and other systems; and
• A blurring of product, services and customer experience, moving from an
"industrial" base to a knowledge-based society.

4. Rethinking and mental models
• Mental models play a very powerful role in shaping our perception
and actions in any field.
• At a certain point particularly when the world changes we need to
challenge and rethink our models so they do not hold as back.
• Breakthroughs in business such as creation of overnight delivery by
FedEx.
• The design of overall packaging business challenged traditional mail
and delivery services with a hub and spoke system.

5. Toward a new model for business and
industrial marketing.
1 Expanding the focus from buyers to stakeholders.
2 Recognising new forms of relationship and empowered consumers.
3 Re-examining the role of outsourcing and traditional make by
decision.
4 Bridging disciplinary silos.
5 Importance of brand equity.
6 Information and communication technology.

6. 7 Shift from product to services and from transaction to the total
customer experience.
8 Designing product and services and business model for developing
world.
9 Rethinking the role of marketing research and modelling.
10 Rethinking matrices and dash board

7. Conclusion
• Rethinking on whether we should consider B2B and B2C marketing
differently? And if we consider them separately , how do we
distinguish based on the maturity of the fields and the dynamic
business scenario.