BUSINESS MARKETING

MANAGEMENT (B2B MARKETING)

DBA. Nguyễn Thiện Hùng

 COURSE CONTENT
 Business Marketing General
 Organizational Buyer’s Behavior
 Market opportunities
 Market segmentation & target market
 Developing and managing offerings
 Pricing and negotiating the value
 Business marketing channels
 Business communication
 Managing customers 1-2
 COURSE ASSESSMENT

 PROCESS: 30%
+ Dedication in class: 10%
+ Presentation: 20%
 MIDTERM: 20%
+ Multiple choice: 20%
 FINAL EXAM: 50%
+ Writing essay: 50%
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BUSINESS MARKETING
MANAGEMENT (B2B)

DBA. Nguyễn Thiện Hùng

 SALT MARKETING
Business marketing Business Marketing Consumer Marketing
McDonalds
Extra salt for
fried food
Consumers

Salt mines Morton’s Salt Kroger

Mỏ muối Salt sold to
bartenders (pha
chế)
Treated Salt
(Industrial Salt)
General Foods
Extra salt for
frozen food

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BUSINESS MARKETING MANAGEMENT

• MARKETING GOODS AND SERVICES TO:

Companies
State agencies
Wholesaler
Organizations
Non-profit organization
USING TO CREATE PRODUCTS

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BUSINESS MARKETING MANAGEMENT

• Varies according to the level of the seller-buyer relationship

• Short distribution channel
• Emphasize personal selling and negotiation
• Website integration in communication activities
• Marketing Strategies
• Consumption
• Customer knowledge
• Marketing research

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EXAMPLES

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 MARKET ORIENTATION:

• All employees focus on customer satisfaction

• Find operational efficiency now
• Build an effective employee policy
• Improve customer service efficiency
• Creative
• Developing approaches to opening new markets

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CUSTOMER CLASSIFICATION OF
ORGANIZATION

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 GOODS AND SERVICES BETWEEN
ORGANIZATIONS INCLUDING:

• Raw materials
• Processed materials (converted from raw materials)
• Original equipment manufacturer (OME) components
(Components of the finished product)
• Attached equipment (tools)
• Main equipment (machinery)
• Other components (maintenance, repair and operation)

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CLASSIFICATION OF IBM CUSTOMERS
AND PRODUCTS

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 B2B: RELATIONSHIP
THE RELATIONSHIP BETWEEN ORGANIZATIONS
DEPENDS ON:
 Close relationships between individuals and organizations
Because . . . .
 Shorter distribution channel
Lead to . . . .
 Emphasis on personal selling
Through . . . .
 Website integration
 And
 Unique marketing strategies

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 CHALLENGES OF B2B

• The size and location of the customer - larger, less,

and focus
• Product standards more stringent according to
customers (CO/CQ)
• Complex purchasing decisions - participation and
time

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 B2B: DEMAND

• Demand originates
 The demand for the company's products originates
from the company's customer needs.
 Most demand originates from customers.
• Demand combined
 The two products are used together and have the same
needs.
 Two products are consumed at the same time.
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 B2B: DEMAND

LẮP RÁP ĐÈN TRƯỚC Ô TÔ CHO GM

Người tiêu
Nhà sản xuất ô tô
dùng mua xe Bán nhiều đèn
sản xuất nhiều
hơi trước ô tô hơn
nhiều xe hơi hơn

Người tiêu Nhà sản xuất

dùng không ô tô không sản Bán ít đèn
mua xe hơi xuất xe hơi trước ô tô hơn

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 PRODUCT FLOW & SERVICE
Vận chuyển qua các dịch vụ

Nguyên Nguyên vật liệu Bộ phận Bộ phận Các thành Xe hơi

vật liệu thô qua xử lý lắp ráp phụ lắp ráp phần thành phẩm
chính

Hóa đơn mua hàng in các sản phẩm

Số lượng và chủng loại xe hơi được quyết định bởi công ty

công ty nghiên cứu thị trường

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 CREATE VALUE

The perception value is the benefit of the product

higher than its price
The value consists of three parts:
 The value received from the product
 The value received from the seller's service
 The value received from the relationship with the seller

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THREE IMPORTANT QUESTIONS DETERMINE
THE SUCESS OF THE B2B PROGRAM

Enterprises must identify:

1. Who is the customer?

2. What do customers want?

3. How do customers make decisions? 1-20

 SUPPLY CHAIN MANAGEMENT

 SCM INCLUDING. . .
 Share information

 Combining planning

 Combining efforts to:

 Remove waste
 Creative
 Quality improvement
 Create flexibility

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THE IMPACT OF MARKETING
MANAGEMENT & SCM

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 B2B:
SUCESSFUL RELATIONSHIP?

MOTIVATION

The seller's motivation to have a relationship

The motivation of the buyer to have a relationship

 If their motives are not balanced, the relationship is

unsuccessful

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 B2B: CLASSIFICATION OF RELATIONSHIPS

When the seller's motivation to have a relationship is

HIGH
RESULTS IN RESULTS IN
BUYER’S STRATEGIC
ADVANTAGE PARTNERSHIPS
LOW HIGH When the buyer's motivation to
TRANSACTIONAL SELLER’S
have a relationship is
RELATIONSHIPS ADVANTAGE

LOW

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 The area of the relationship
Seller’s motivation to relate
High

Seller-maintained
Joint
relation
Buyer’s Market relationship
maintenance

Buyer’s
Low High motivation to
Buyer-maintained relate
relation
Discrete exchange
(spot contracts)
No
exchange Seller’s
market
Low

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 STRATEGIC PARTNERSHIP

APPEARS WHEN BOTH PARTY HAS STRONG INTERESTS IN

SUSTAINABLE COMMUNICATION

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 JIT RELATIONSHIP

 SUPPLIERS CREATE AND DISTRIBUTE

EXACTLY

 QTY NEEDED
 AT THE RIGHT TIME
 WARNING NEEDED RESULTS . . .
ANY TIME

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 HIGH RESULTS RELATIONSHIPS

SELLERS DEVELOP A BUYERS

Desire: COMMON Desire:
FRAMEWORK
Selling in bulk Trusted distribution
Sell the same quantity Reliable product, low
over time scrap rate
Manage sales and Effective waiting time
support costs

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REQUIREMENTS FOR A HIGH RESULTS
RELATIONSHIP

 FINANCIAL ISSUES:
o Healthy
o Fair
o Loyal
o Flexible
o Inputs of partner strategy
o Inputs of corporate strategy
o Agreement of procedures and contracts
o Honor Commitment
o Stand behind product support
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EXAMPLE - ASSESSMENT OF THE RESULTS OF
SALES AGENTS OF GAMMA GROUP

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 RELATIONSHIP DEVELOPMENT
• The relationship between the sellers and the buyers rarely ends
while the sale is in progress. Increased affinity after the
transaction will help the buyer choose next time. The impetus for
particular products and services involves the flow of transactions
between sellers and buyers such as financial services, consulting,
contracts, military equipment, and capital goods. Then form
mutual understanding, which is a sign of marriage begins… The
quality of this marriage determines whether this business
continues or expands, or malfunctions and divorces. (Theodore
Levitt)
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 RELATIONSHIP DEVELOPMENT
• Mối quan hệ giữa người bán và người mua hiếm khi kết thúc
trong khi việc mua bán đang diễn ra. Mức độ quan hệ càng
tăng sau khi giao dịch sẽ giúp người mua lựa chọn trong lần
tới. Động lực cho các sản phẩm và dịch vụ cụ thể liên quan đến
dòng các giao dịch giữa người bán và người mua như dịch vụ
tài chính, tư vấn, hợp đồng, trang thiết bị quân sự và hàng
hóa vốn. Sau đó, hình thành việc tìm hiểu lẫn nhau, đó là dấu
hiệu của việc kết hôn bắt đầu … Chất lượng của cuộc hôn nhân
này quyết định việc kinh doanh này tiếp tục hoặc mở rộng, hoặc
trục trặc và ly hôn. (Theodore Levitt)
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 RELATIONSHIP DEVELOPMENT PROCESS
Relationship phase Phase characteristics
1. Awareness 1 No interaction. Unilateral
considerations
. of potential
Partners.
2. Exploration 2 Interaction between the parties
Communication Power & occurs.
. A gradual increase in
Attraction dependence
. reflects probing and
& bargaining justice
testing. Termination of this
fragile association is simple
Norm Expectations
3. Expansion development development 3 One party has made a successful
request
. for adjustment. Both
parties are satisfied with some
customization involved. Additional
benefits from products, services, or
terms are sought from the current
partner rather than from an
alternative partner.

4. Commitment 4 Some means of sustaining the

relationship
. result contracts,
Shared values and decision- shared ownership, social
making structures ties, inputs are significant and
support joint investment in relation. consistent. Partners
adapt and resolve disputes
internally
0 Seller’s dependence on Buyer’s dependence on seller
buyer 0

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 TWO OPTIONS TO KEEP BUSINESS
RELATIONSHIP

1. YOU WANT TO KEEP RELATIONSHIP.

THE REWARDS ARE FINANCIAL, STRATEGIC
OR Psychological
2. YOU MUST KEEP THE RELATIONSHIP.
EXISTING COSTS IS TOO HIGH OR NO
REPLACEMENT

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 RECOMMENDATIONS TO PROTECT
BUSINESS RELATIONSHIP

• Visit partners regularly

• Personal and office communication
• Manage dependencies with alternative providers
• Make a commitment to continuous service
• Contract development
• Provide ownership by creating functions or technology
for a partner's company

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Thank you for your attention!

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