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MARKETING MANAGEMENT 12th edition 7 Analyzing Business Markets Kotler Keller Chapter Questions • What is the business market, and how does it differ from the consumer market? • What buying situations do organizational buyers face? • Who participates in the business-tobusiness buying process? 7-2 Chapter Questions • How do business buyers make their decisions? • How can companies build strong relationships with business customers? • How do institutional buyers and government agencies do their buying? 7-3 SAP’s software applications automate business functions 7-4 Organizational Buying Decision-making process by which formal organizations establish the need for purchased products and services, and identify, evaluate, and choose among alternative brands and suppliers. 7-5 Characteristics of Business Markets • Fewer, larger buyers • Close suppliercustomer relationships • Professional purchasing • Many buying influences • Multiple sales calls • • • • Derived demand Inelastic demand Fluctuating demand Geographically concentrated buyers • Direct purchasing 7-6 Buying Situation Straight rebuy Modified rebuy New task 7-7 Systems Buying and Selling Turnkey solution desired; Bids solicited Prime Contractors System subcomponents assembled Second-tier Contractors 7-8 The Buying Center Initiators Users Influencers Deciders Approvers Buyers Gatekeepers 7-9 Of Concern to Business Marketers • • • • Who are the major decision participants? What decisions do they influence? What is their level of influence? What evaluation criteria do they use? 7-10 Sales Strategies Small Sellers Key Buying Influencers Large Sellers Multilevel In-depth Selling 7-11 Types of Business Customers Priceoriented Solutionoriented Goldstandard Strategicvalue 7-12 Handling Price-Oriented Customers Limit quantity purchased Allow no refunds Make no adjustments Provide no services 7-13 Kodak offers services that streamline processes for hospital administrators 7-14 Purchasing Orientations Buying Procurement Supply Chain Management 7-15 Product-Related Purchasing Processes Routine products Leverage products Strategic products Bottleneck products 7-16 Table 7.1 Buy-grid Framework 7-17 Figure 7.1 Organizational Buying Behavior in Japan 7-18 Methods of e-Procurement • • • • • Websites organized using vertical hubs Websites organized using functional hubs Direct extranet links to major suppliers Buying alliances Company buying sites 7-19 Forms of Electronic Marketplaces •Catalog sites •Vertical markets •Pure play auction sites •Spot markets •Private exchanges •Barter markets •Buying alliances 7-20 Table 7.2 Vendor Analysis 7-21 Assessing Customer Value • Internal engineering assessment • Field value-in-use assessment • Focus-group value assessment • Direct survey questions • Conjoint analysis • Benchmarks • Compositional approach • Importance ratings 7-22 Order Routine Specification and Inventory Stockless purchase plans Vendor-managed inventory Continuous replenishment 7-23 Desirable Outcomes of a B2B transaction: OTIFNE OT On time IF In full NE No error 7-24 Establishing Corporate Credibility Expertise Trustworthiness Likeability 7-25 Factors Affecting Buyer-Supplier Relationships Availability of alternatives Importance of supply Complexity of supply Supply market dynamism 7-26 Categories of Buyer-Seller Relationships • Basic buying and selling • Bare bones • Contractual transaction • Customer supply • • • • Cooperative systems Collaborative Mutually adaptive Customer is king 7-27 Opportunism Some form of cheating or undersupply relative to an implicit or explicit contract. 7-28 Aramark successfully services institutional and government markets 7-29 Marketing Debate How different is B-to-B Marketing? Take a position: 1. B-to-B requires special, unique marketing concepts and principles. 2. B-to-B is really not that different; basic marketing concepts apply. 7-30 Marketing Discussion How might we apply the consumer behavior topics from Chapter 6 to B-to-B settings? 7-31