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Managing Business Marketing

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by

Laura Osterloh

on 9 January 2014

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Transcript of Managing Business Marketing

Managing Business Marketing
Adaptations
Range of adaptation
minor
major
exchange of
non-confidential
information
large scale
investment
Adaptation process
unplanned
process
extensively planned
process
Adaptation types
planned
unplanned
minor
major
Tactical adaptations
Strategic adaptations
Ad hoc adaptations
Emergency/Tacit adaptation
Relationship Age
Trust & Commitment
Power Balance
Managerial Orientation
high levels of
trust & commitment
adaptation
high levels of
reciprocal adaptation
low levels of
trust & commitment
withholding of
potential adaptations
poor predictor of current adaptation activity
time
early stage relationship
mature relationship
influence on adaptive behavior
supplier
buyer
=
=
adaptations
Adaptations
= driven by other factors in addition to power
influence on adaptive behavior
=
Transactional
Transitional
Partnering
supplier
managerial
orientation
adaptation
transactional
partnering
low adaptation
high adaptation
Driving forces
Trust & commitment
Power balance
Adaptive
behavior
Managerial orientation
Look for tangible outcomes!
Understand Customer
Value
Supplier opportunity to help customer in decision purchasing
Collect
data
+
Customer
cooperation
Guidelines

Build costumer value models (9)
Managing Interfaces
with Suppliers
Partnering
Consumer
Supplier
Productivity

Innovativity
Value
in Business Markets
Present and future

ANALYZING VALUE CONCEPT
SUPPLIER Best value CUSTOMER



Different meanings


AUGMENT PRODUCT CONCEPT
Aspects of Product embody value CUSTOMER

Market ''thinks'' about different levels of Product
CUSTOMERS VALUES
Product attributes create value-usefulness
for individuals
(Lifestyles & experiences)
Customer value hierarchy

core benefits
expected
augment
potential

Research stream

Value goods-services


Value buyer-seller relationships

Attractive relationship
SUPPLIER
Value creation
Interaction
Network
*
Communication
Dialog

Trust & Commitment
Making the Most of
Supplier Relationships
Costs and benefits
Relationship costs
Relationship benefits
Direct procurement costs
Direct transaction costs
Relationship handling costs
Supply handling costs
specific transaction
specific supplier
general
Cost benefits
Revenue benefits
Not all costs and benefits can be calculated.
Nonetheless:
Management assessment of potential consequences!
Posture of supplier relationships
Involvement
Dimensions
of
involvement
Activity links
Coordination of activities
Resource ties
Adaptation of resources
Actor bonds
Interaction among individuals
info
supplier
buyer
Just in time delivery
High and low involvement relationships
High involvement
Low involvement
resource intensive
costly
relationship handling costs
supplier handling costs
cost effective
relationship handling costs
hidden costs!
direct procurement costs
direct transaction costs
increased relationship costs < relationship benefits
Companies need high- and low-involvement relationships.
Appropriateness of involvement degree
Monetary volume of business
Limited number of
high involvement
relationships.
Low involvement
relationships can be appropriate.
Largest suppliers are not always the best partners.
major
minor
High involvement
relationships can be appropriate.
Relationship continuity
time
short-term relationship
long-term relationship
often of
high involvement
often of
low involvement
high involvement
can be appropriate
low involvement
can be appropriate
Sourcing policy
single
multiple
often high involvement
often low involvement
high involvement
can be appropriate
low involvement
can be appropriate
No general "best" type of relationship exists.
The Network Structure
of Social Capital
society
Networks with closure
Structural holes
A
B
entrepreneur
Network dimensions of social capital
Network constraint
Network constraint index
C
Measure of social capital
3 network dimensions
size
density
hierachy
= number of contacts
= strength of connections
= (in)equality of connections
Contingency factors
Personality
and culture
Network content
Peers and
task uncertainty
Network closure
Social capital of outsiders
Comparison of articles
VALUE

''what is worth for customer''
-customer incentive-


Monetary terms
(cost & benefits)
1. What consumer value

2. Value elements C&B

3. Gather data

4. Validate model

5. Create value

Understand value to use
Collaboration
STANDARDIZED
SPECIFIED
TRANSLATION
INTERACTIVE
JOINT LEARNING
Customer cost & benefits?
Defining value....
Marketing, create ''superior value for customer over competitors''
Perspective of
purchasing & supply management

Product concept &
competition
Superior value to competition
Highest Customer deliver value
Customer desire
(value system)
The Worth
Costumer incentive
Monetary terms
CONTEXT

Business market
+
Purchasing
+
Supplier

Market environment
Competition


Network environment
Cooperation

Future perspectives (Value)

Product:
Value analysis+creation+deliver

Relationship:
Network quality+new deliver(I)

Value buyer-seller relationship
6. Manage market offerings

7. Guide development of new-improved P/S

8. Gain customer

9. Sustain relationships with customer

10. Deliver superior value and get return
(Research team + target segment)

Resources interferences
= technical interdependencies C+S,
exchange activities
= customer access to supplier resources
= 4 types
1.
Standardized
: no investment no new products

2.
Specified
: not attain productivity no learning

3.
Translation
: low price no learning

4.
Interactive
: costs + benefits learning for both (C+S)
Conclusion:
Productivity

Innovativity
Resources interferences

Customer & Supplier
Managing business marketing
Value
Relationship
Adaptation
Network
How would you define?
Quiz
Right-or-wrong questions
Relationship age
is a strong predictor of the extent of the
current adaptation activity.
poor
The net gain from adaptation
is formally evaluated in
planned adaptation processes.
Tactical adaptations
are typically planned and major.
minor
The Transitional strategy
involves commitment for a
relational approach.
Costs of transportation
are direct procurement costs.
transaction
Integrated logistic operations
are an example
for cost benefits.
In low involvement relationships
the relationship handling costs
are lower.
High involvement relationships
are the best type
of supplier relationships.
No general "best" type exists!
Social Capital
exists where people have advantage because of
their location in the network.
Network entrepreneurs
are people around which the network is built.
= who build bridges across structural holes.
Less task uncertainty
is related to a higher number of peers
working on a task.
Suppliers that
understand customer requirements
(values), have the opportunity to help them in taking purchasing decisions.
Value
is defined in expectations terms
(costs & benefits)
customer receive in exchange for a price.
monetary
Trust and commitment
are factors in sustaining the relationship between suppliers and customer.
In recent years, academics and practitioners realize the importance of competition to
obtain benefits
from customer and supplier relationships.
collaboration
Customers
want to
access supplier resources
and establish interferences to get insights from their capabilities and value added on customer business.
Specific interferences between customer and supplier are characterized by
simply transactional
mode based in
sales to purchase relation
.
Standarized
Subcontracting
is an example used in interactive interference.
specified
Interactive interfaces
permit customer to learn from its partner in innovativity and reduce costs in productivity.
Augment product concept
means to look for different aspects of a product that embody value for customer.
The supplier
value product (goods-services)
is perceived by customers as inferior value offering to competition.
superior
Interaction, network and dialog are essential factors in creating quality value in buyer-supplier relationships.
While
market context
is characterized by sharing knowledge and other factors apart from price,
network environment
means competition and performance
Examples
1
Providing an additional inter-
organizational contact due to a
sudden request.

2
Exchange of non-confidential
information in order to receive
relevant information in turn.

3
Accumulation of small changes of a
product over time require essential
adaptations in the delivery process.

4
Investment in large-scale
manufacturing plant for a single
customer.
4
1
2
3
increase
Thank you for your attention!
Full transcript