SEO Trends in 2024: What You Need to Know to Succeed
Business to business b2b marketing IMT Ghaziabad CDL
1. B2B Marketing
Sunil Chandra Saha
sunilchandrasaha@gmail.com
Lecturer- IMT Ghaziabad CDL
Work ex:
Bharti Airtel, Aditya Birla MFL, Bestseller India, Network 18,
Healthcare Start Up- Spinalogy Clinic
2. B2B Marketing
• What is B2B Marketing
• Business Vs Consumer Marketing (B2B Vs B2C)
• NATURE of B2B Demands and B2B Promotions
• B2B Markets and Environment
– Types of Business Customers & Industrial Products
– Environmental Analysis
• Organizational Buying and Behaviour
– Purchase , Buying Process and Buying Situations
– BuyGrid Framework
– Multiple Buying Influence and Buying Behavior Models
• Case Study
3. B2B Marketing Vs B2C Marketing
• Complex and High Risk
• Less in No. and Bigger Size
of Purchase
• Limited
• Lead Generation and
Relationship Management
• Improve Cust. acquisition
by Converting prospective
interactions
• Increase Volume, Higher
Lead Quality and Faster
Sales Cycle
• Simple and Low Risk
• Huge in No. and Small Size of
Purchase
• Spread across
• Brand Building
• Marketing Programs to improve
campaign engagement and
communicate to larger market
effectively
• Higher Frequency of purchase
and increased brand recall
Decision
Making Process
No. Of
Consumers/Size
of Purchase
Geographical
Area
FOCUS
METHOD
GOAL
6. NATURE and TYPES of DEMAND is B2B
• Derived Demand
– Dependent on the Customer’s Product
– Eg. Textile Industry
• Fluctuating Demand : Recession: Ship Wrecking Business
• Stimulating Demand – Eg. Intel ads
• Joint Demand : Smartphone- Amoled Screen
• Cross Elasticity Demand :
• Characteristics of B2B Demand
– Price Sensitivity is Less
– Ability to Pass on Cost
– Dependent on Business Operations Variable
7. NATURE of PROMOTION is B2B
• Personal Selling
• Industry Relations
• Exhibition and Meets
• Product Details Sharing is Important
8. TYPES of B2B MARKETS
2. B2B RESELLER MARKET
i. Whole-seller
- Inventory control and mgmt
- Quantity & Quality Uniformity
ii. Retailer
- Ordering Flexibility
- Seasonal Demand
1. B2B PRODUCT MARKET
i. Manufacturer (Product)
- Criteria: Quality & Dependability
- Eg. AIRBUS
ii. Service Provider
- Timely Service
- Unique Quality
- Eg. Audit Services, Corporate
Training , HR Recruitment Firms
3. GOVT. ORGANISATIONS
- Key is to maintain relations
- Lowest Bid
- And Adherence to Rules
10. B2B BUYING SITUATIONS
• Straight Re-Buy
– Reorder
– Role of Sales Person is Minimum
• Modified Re-Buy
– Change of Order New Product and Qty
– Higher Role of PR and Sales person and CRM
Process
• New Buy
– Huge role of Sales Person
15. CASE STUDY : Amazon.com And India
Amazon.com the global giant and 475 billion dollar Revenue co. is all set to fight to
the top spot in India. The world's largest online retailer is also expanding the
range of products that will be delivered to customers within a day, displaying
the trademark aggression that marks its global operations nearly 10 months
after launching services in India in 2012.
The company already has a roster of 4,000 sellers in the Online Marketplace model
which has been operating in US and many other markets. These moves, coming
days after the company launched a high-voltage advertisement campaign
including television spots during the last edition of the IPL-2013, was aimed at
getting the largest number of merchants and the widest variety of products for
Amazon customers.
Market leader Flipkart, which just reached the milestone of $1 billion (over Rs 6,000
crore) in sales, also has about 4,000 sellers on its marketplace. But it follows an
invite-only model to sign on sellers which is more time-consuming. India is
about to have 16.5 cr internet users by 2014. And marketsize is about $3.5
billion (INR 18000 Cr) which is growing at an extreme pace.
Industry estimates Amazon India's sales at over $200 million (Rs 1,200 crore).At
current growth rates, Amazon is capable of clocking sales of $1 billion (Rs 6,000
crore) by the end of March 2016. Amazon has come up with $2 Billion
Investment in India in its operations. Its currently operating through 2 huge
warehouses.
16. The company's latest delivery service, 'easy ship', will allow sellers to ask for a product
to be picked up and shipped by Amazon. It will also provide cash-on-delivery for
these sellers' orders, an option so far available only to those who stocked products
with Amazon. The service, which has 400 sellers already registered, will be
available in 30 cities to start with.
Merchants too are happy with their experience on the site. "Margin cut at Amazon is
about 6-7%, compared with 10-12% at Flipkart"
While these indicate that Amazon is chipping away at the fortress that Flipkart has
built, overtaking the market leader will take some doing.
Flipkart has the people and has built processes and technology. They are fighting back
powerfully. Flipkart has taken over a few smaller player as like Snapdeal. To
improve the operations and range Amazon bought, a major fashion e retailer
Jabong.com for a reported INR 1800 Cr to counter Flipkart-Myntra JV.
17. Questions
• Analyse the b2b strategies of Flipkart and Amazon and
recommend Flipkart that what more than they do?
• What is your recommendation for Amazon for their $ 2
billion investment
18. B2b Strategy
AMAZON.in
• Marketplace operational
experience
• More Sellers> More
Products range and
options> Products sale
• Lesser Margin Charged
from Merchants
• State of Art Ware houses
across Globe which has
efficient system of
merchant communication
FLIPKART.com
• Seller selection only by
invitation
• Rate of Signing Vendors
is Lesser
• Higher Margin 10-12%
charged
• Have to deal with 1 day
delivery which Amazon is
doing 50% of their
deliveries
19. Recommendations for 2 Billion $
• More Warehouses
• Client Engagement tools
• Knowledge imparting in B2B sellers to stay put
Platform for relatively lesser knowledge Indian
merchants
20. Lecture 2
• Buyer Seller Relationship Types and Tools and
Methods to Manage
– RM/CRM
– CRM+CLV
– Customer Service
• STP in B2B : Vs
• Industrial Product
– PLC and Product Strategies- NPD and Branding B2B Product
– Brand Auditing: BRAND Report Card
• Marketing of B2B Services
• Case Study : VOLVO Email Marketing and CRM
Integration
22. 3 Approaches to RM: Berry and Parasuraman
• Financial RM
Relationship Management
– Financial Benefits by Giving Discounts on Volumes
– Special Pricing
– But can be copied and cant be a part of Long Term Strategy
• Social Benefits RM
– Personalization
– Including the Customers in Social Circles
• Structural Ties RM
– Changes in Structure of Customer Organization to fit the product
for a longer Term
• Eg. ABB and Indian Railways
• Russia and INS Vikrant
23. CRM
CRM PROCESS in B2B marketing:
1. Linking CRM > Customer Database
2. Selecting Customers
3. Developing Relations
4. Implementing Relationship Strategy
5. Evaluating Relation Objectives and
Strategies
B2B
26. Special Dealings Between Buyer and Seller
1. Reciprocity
- Buying from Customer Itself
- Eg. Petroleum Products
2. Dealing with Customer’s Customers
- Eg. Rolls Royce Aircraft engine to Singapore Airlines to
Induce Demand in Boeing and Airbus
27. Segmentation and Targeting- B2B
1.
Data
•Research on Buying Firms
•Competition Market
2.
Identify
•Based On Research Data/ Primary findings
3.
Select
•Macro-segmentation/Broad Classification
•According to Co. Objectives and Resources
4.
Evaluat
e
• Each Macro-segment is analyzed on
Attractiveness/ Buying Behavior
5.
Segmentat
ion
• Meaningful Micro segment
• Buying Situation/ Purchase
Criteria
• Personal Characteristics of DMU
6. Select
Target
• Based On Analysis of
Microsegment
• Select the Target Market based
on Co. Objective Criteria
7.
Profiling
• Profile Target Market
1. Measurable 2. Substantial 3. Accessible
4. Differentiable 5. Actionable
29. STP Example- Tyre Industry
MRF Vs BRIDGESTONE
Indian Tyre
Industry
Commercial
Vehicles
MHCV HCV LCV
Passenger
Vehicles
Cars
Motorc
ycles
Scooters
Others
Farm Industrial
Vehicles
MHCV : Medium Heavy Commercial Vehicles
HCV Heavy Commercial Vehicle
LCV Light Commercial Vehicle
OTR Off the Road
30. Bridgestone - Market Specialization
M1
(Cars)
M2
(Trucks)
M3
(2-wheelers)
P1 Touring Tyres
P2 Sport Tyres
P3 Economy
Tyres
Bridgestone India has focused on the Passenger Car
Segment exclusively as it offers only radial tyres.
30
31. MRF : Compete Market Coverage
M1
(Cars)
M2
(Trucks)
M3
(2-wheelers)
P1 Touring Tyres Economy Tyres High Grip Tyres
P2 Sport Tyres Mileage Tyres Touring Tyres
P3 Economy Tyres Endurance
Tyres
Best Fit Tyres
MRF holds a diversified portfolio of products spanning
the entire tyre market.
32. Positioning
Communication : Superior Endurance,
Strength, Sporty & Home-Grown
Punch line: Tyres with Muscle
Sponsors Cricket & Rally racing to
position as high endurance and sporty
32
Communication : High Performance,
Top Quality & International standard.
Punch line: Passion for Excellence
This communication is substantiated by
association to F1 racing
38. B2B Branding- Why is the Need to Brand
B2B
Branding
Risk
Reduction
Easy Info
Image
Creation
39. B2B Brand Auditing
Brand
Audit
Objective
of Audit
Internal
Description
Ext. Data:
Research
analysis
Findings
and Report
Brand Score Card
B2B Service Marketing Characteristics
40. B2B SERVICE MARKETING
Steel PC Hotels Transport Legal/ IT
Tangible Intangible
B2B SERVICE MARKETING: Strategy
B2B Services Marketing Strategy
Service Pricing
Service
Promotion
Service
Distribution
41. Case Study: VOLVO Construction Equipments
One of the success stories of B2B marketing is Volvo Heavy Construction Equipments. Volvo
has a huge range of Construction Equipments. Volvo understood the research reports in
2008 that Emails will be the most effective tools for marketing of it’s products. And hence
Volvo designed the whole Branding program focused on emails. It revolutionized the way
emails were sent to customers and increased the click-through by 21% and saw an increase
of 9% increased email subscription.
Volvo opted for very strong SEO of its website and it paid off. With the help of dynamics,
the revolutionary data analyzing capabilities, It enabled Volvo team to analyse, every visitor
to the website, and cater to with much more efficiency and affectivity with his own needs.
Volvo used alongside social media very effectively to engage and communicate back to
customer. Which is in sync with website. It helps Volvo to attract customers who are looking
for a specific machine for his own construction business.
Volvo, focused on lead generation through website. It invites the visitors to fill up the form
for subscription and Dynamics CRM helps to give the best possible result based on data
entered by the customer. Quick response, Personalised approach and dedicated CRM gave
the company much needed push in sales. Volvo is expecting 57% of new business to come
through the websites in coming years.
Extending the CRM activities, Volvo managed Email marketing by Pre Sales and Post sales
startegies. Volvo runs the bi monthly, email campaigns for reselling pre-owned construction
equipments which is absolutely in sync with customer’s need.
42. Case Study: VOLVO Cont.
Volvo also sends and bi monthly remarketing emails to customers who opts for it. This
email list the products with necessary stats which the customer may look into as
options!
These initiatives helps the dealers of Volvo equipments immensely as the company
single marketing campaigns result in better sale of Equipments.
Volvo’s email strategy helps to nurture customer’s need effectively. The email contents
are dynamic in nature and invite customers to click through for more interactive
functional platform of website with vedio links. The perspective buyer’s decision is
hugely affected by the kind of content they have provided on website.
So, by use of effective SEO, great Email Strategy execution in place with specific need
based wesbite with tremendous navigation tools with social network engament Volvo
has become market leader in B2B construction equipments.
43. Question
IF YOU THE MARKETING MANAGER Of VOLVO Construction
Equipments:
• What Email Strategy is used in Volvo to make it success wrt
to Website Clicks/ Dymanics CRM and Pre and Post Purchase
• How do you plan to integrate
– Website and SEO
– Emails
– Social Media Engagement
49. Lecture 3
• SCM
– Framework
– Components of SCM and Integration
– Logistics
– Total Cost Approach of SCM
– Optimal Order
• SCM Integration
• B2B Planning Control Startegy
• Diversification Strategy in B2B- Vertical Integration
• Global Market Entry Strategy
• B2B Pricing Strategy
• B2B SBU
• BCG Matrix
• B2B E commerce: EDI, Process and models
• Case Study- Jaguar and Landrover TATA Take Over
50. Supply-Chain Management
SCM is to coordinate activities between components within the Value
chain to maximize the competitive advantage, by adding value
(Cost Advantage- Leadership Advantage) and benefits to the ultimate
consumer
Kapoor’s Furniture CHAIN
60% of sales in supply chain
Current gross profit = INR 1,00,000
TARGET : Increase profits to INR1,50,000 (50%)
CURRENT
SITUATION
SUPPLY CHAIN
STRATEGY
SALES STRATEGY
Sales INR 10,00,000 INR10,00,000 INR12,50,000
Cost of materials INR 6,00,000 (60%) INR 5,50,000 (55%) INR7,50,000 (60%)
Production costs INR2,00,000 (20%) INR 2,00,000 (20%) INR2,50,000 (20%)
Fixed costs INR1,00,000 (10%) INR 1,00,000 (10%) INR1,00,000 (8%)
Profit INR1,00,000 (10%) INR 1,50,000 (15%) INR1,50,000 (12%)
51. B2B Marketing Strategy Impacts Supply Chain Decisions
LOW COST
STRATEGY
RESPONSE
STRATEGY
DIFFERENTIATION STRATEGY
Primary supplier
selection criteria
• Cost • Capacity
• Speed
• Flexibility
• Product development skills
• Willing to share information
• Jointly and rapidly develop
products
Supply chain
inventory
• Minimize
inventory to
hold down
costs
• Use buffer stocks
to ensure speedy
supply
• Minimize inventory to avoid
product obsolescence
Distribution
network
• Inexpensive
transportation
• Sell through
discount
distributors/ret
ailers
• Fast
transportation
• Provide premium
customer service
• Gather and communicate
market research data
• Knowledgeable sales staff
Product design
characteristics
• Maximize
performance
• Minimize cost
• Low setup time
• Rapid production
ramp-up
• Modular design to aid
product differentiation
54. OPTIMAL ORDER: CB analysis
Time
(a) Response Time
Response time
1 2 3 4 5
Number of facilities
INR
(b) Cost INR
Lowest cost
1 2 3 4 5
Number of facilities
Total logistics cost
Facility costs
Inventory costs
Transportation costs
i. Response Time
ii. Cost
iii. Profit- Revenue- Cost
55. OPTIMAL ORDER
(c) Cost, Revenue, and Profit
INR
1 2 3 4 5
Number of facilities
Revenue
Total
logistics
cost
Max
profit
i. Response Time
ii. Cost
iii. Profit- Revenue- Cost
56. Customer Service In Supply Chain
During Sale Service
Keeping Adequate Stocks
Speed and Accuracy of
Delivery
Product Substitution
Post Sale Service
Product Warranty
Maintenance Contract
Installation
Repair
Damage Handling
Customer Training
Pre Sales Service
Advising Serv
Technical Serv
Ordering Serv
Patronage Awards
57. SCM Components: ERP integration
GPS, Tracking Systems,
Replenishment
POS System WMS
Request Processing Sys
Order Processing Sys
Stock Mgmt
Quality Mgmt
Data Mgmt Sys
Efficient Demand
Prediction Sys
ERP
58. B2B Planning and Control Business Marketing:
Motive and Modes of Diversification
1. Growth
Location, Markets and Globalisation
2. Risk Reduction
- Economic slowdown and recession
- Lesser dependability on one sector
3. Value Creation
- Produce products at lower cost
- Better technology for customers
4. Change in Competitive Structure
Remove comp. and economies of scale
5. Improve Capabilities
Technology, Innovation and Access to
talent pool
59. EXAMPLE : Forward Vertical Integration
EXAMPLE : Horizontal Integration
60. B2B STARTEGIC PLANNING and CONTROL:
MODES of ENTRY in OVERSEAS Market
1. TRANSACTION
1.
Transaction
Exporting
Spot Sales Foreign Agent
Long Term
Contract
Licensing
Licensing
Patents and
IPs
Franchising
61. MODES of ENTRY in OVERSEAS Market
2. Direct Investment
2. DIRECT
INVESTMENT
JV
Marketing and
Distribution
Only
Fully
Integrated
WHOLLY
Owned
Marketing and
Distribution
Only
Fully
Integrated
63. Pricing Strategy
1. Cost Based Pricing
– Cost-plus pricing
– Target return pricing
– Mark-up pricing
– Break-even pricing
– Demand(Willingness to Pay and Price Elasticity) Along with Competition is
Ignored
2. Competition based Pricing
– Competitive price levels or on anticipated
– Observed Actions of Actual/Potential competitors
3. Customer Value Based Pricing
– Perceived customer value of the product
70. Case Study
The Tata acquisition of Jaguar Land Rover is a superb example to include in research notes on
takeovers and mergers. At the time (early 2008), Tata’s investment in JLR seemed to be
poorly timed and there were many critics who questioned the strategic logic of the move as
well as its timing. Shortly after the takeover, demand in the global market for luxury cars
collapsed as a result of the financial crisis and Tata was forced to refinance to support its
investment.
Several years later, however, the takeover appears to be a compelling example of a successful
acquisition which is generating substantial shareholder value for Tata as well as continued
support from JLR’s many stakeholder groups in the UK.
Background- Jaguar Land Rover (JLR):
Jaguar Cars and Land Rover bought by Ford from BMW for $1.4bn in 1989. A difficult
relationship between the UK firm and its US owners ;saw the worst times of extremely
respectable brand under US firm leadership. Jaguar fell into heavy losses whilst owned by
Ford (reaching up to $600million per year). However, Ford invested heavily in new model
development
Tata Group:
One of India’s largest private conglomerates - used to investing in the UK. Tata Bought Tetley Tea
in 2000 And also Bought Corus Steel - a big supplier to JLR - in 2007 which raised eyebrows
across globe. Tata made its presence felt in almost every economy by taking over Corus. Tata
Motors - was already India’s third largest car-maker, but struggling with a poor image and
hampered by rising raw material costs.
71. The Deal
Ford sells JLR to Tata in March 2008, just over £1bn - just a few months before a collapse in global
demand in the international car market. Tata financed the takeover with $3bn of new long-term
loans. The price paid by Tata was approximately half of what Ford paid to buy Jaguar and Land
Rover.; + Ford had continued to incur heavy losses in Jaguar as it failed to turn the business
around. The deal took over a year to agree - which may have helped with the post-merger
integration. Tata recognised that it would continue to need support from Ford who are a main
supplier of car components to the two brands. No significant change proposed to the businesses
by Tata. They claimed that staff, trade unions and the UK government had been kept informed
about the proposed takeover and supported the move. The deal has been endorsed by trade
unions, which secured a commitment from Tata to continue with JLR’s production plans until the
end of 2011. This includes development of new models.
What happened next?
Significant slump in new car sales in late 2008 as a result of the credit crunch; Tata had to refinance in
order to keep JLR solvent. UK government considered a financial aid package, indicating the
strategic importance of JLR to the UK economy. In February 2010: Tata secures a £340million loan
from the European Investment Bank to support JLR through recession. And in May 2011: Tata
announces £5b five year investment programme in JLR - focused on new product development &
new equipment at JLR three UK plants + investment in a planned factory in China. November
2011: JLR announces 1,000 new jobs a Land Rover plant in Solihull boosted by rising demand for
SUVs in China, Russia, India and Brazil. February 2012: Soaring sales of Jaguar and Land Rover cars
have helped Indian firm Tata Motors to a huge rise in profits (up 41% on 2010). JLR arm saw sales
rise 37%, helped by selling 32,000 of its new RangeRover Evoque. China overtakes the UK as JLR’s
biggest market. April 2012: JLR announces that it will build a successor to its previous sports cars
called the F-type at its factory in Birmingham.
72. By 2014 Under Tata ownership, Jaguar Land Rover has launched new vehicles including
the Range Rover Evoque, Jaguar F-Type, the Jaguar XF, the latest Jaguar XJ the Second-generation
Range Rover Sport, the Fourth-generation Land Rover Discovery and the fourth-generation
Range Rover.
Jaguar Land Rover delivers best ever full year global sales performance retailing 425,006
vehicles in 2013, up 19%. Jaguar is the fastest growing brand in Germany, India and the USA in
8 countries.
Questions
• ENLIST the Key drivers of motives for the takeover of Financially
broken JLR during RECESSION by Tata in 2007-08 w.r.t.
– Product Process Innovation Strategy
– Global Strategy and Entry In Overseas Market
73. Key drivers of / motives for the takeover:
i. Acquiring JLR giving Tata greater international distribution, broader
product range and better customer service skills – Horizontal
Integration
ii. Tata gains access to world-class engineering capability
iii. Strengthens relationship between Tata’s steel and motoring
businesses: Vertical Integration
iv. LR also to link closer with Tata Steel to provide new lightweight steel
alloys for new car models: Vertical Integration
v. March 2012: JLR and Chery Automobile agree a joint venture that
should pave the way for production of Jaguar and Land Rover cars in
China.
74. The Content Info
• The Structure of presentation is directly taken from
IMT Ghaziabad- CDL course- material
• The Content used in form of Pictures and content is
taken from various education and business websites.
• The creation is to be used for education purpose only
and not for business
75. Thank You
Sunil Saha
Lecturer, IMT Ghaziabad CDL
Corporate Exp:
Bharti Airtel, Aditya Birla MFL, Bestseller India, Healthcare Start Up- Spinalogy Clinic
Email: sunilchandrasaha@gmail.com
Websites: www.candidreviewstreet.com and www.sportslolz.com
Facebook:
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