Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
You can change this under Settings & Account at any time.
Transcript of Business-to-Business
Segmentation, Targeting and Positioning
Consumer and Corporate Buying Behavior
Shakhribonu Tursunova, Iuliia Volkova, Sophia Kuhl
1. Basics of B2B STP
5. Case study
How can we segment B2B markets?
Personal characteristics of buyers
Segments should be:
What is targeting?
Step-wise segment selection process
selection unsuccessful: select again
Quantitative selection criteria:
Segment volume and potentials
in sales and value
Possible market share in the segment
Possible price level
Frequency of requests and orders
Contact costs for the segment
Expected profit from the segment
Qualitative selection criteria:
Tendencies in the segment concerning demand, competition and environment
Degree of existing or possible customer retention
Possible internal synergies
Competitive advantages in the segment
What is segmentation?
Facilitating a better understanding of the whole marketplace
Understanding the organizational buying behavior
Enabling better selection of market segments that best fit the company’s capabilities
Enabling improved management of the marketing activity
Reasons for segmentation in B2B markets
"Making choices about those segments that should be pursued, and devising the most appropriate strategies for pursuing them" (Brennan et al. 2011)
"Developing a small and manageable number of 'meaningful' business segments" (Laiderman 2005)
How can we target B2B markets?
What is the need for B2B STP?
No company can afford to serve all their potential customers
Customers whose behavior differs significantly from others need a tailored marketing
STP ensures that sales and customer potentials are exploited efficiently
Reasons for Segmenting, Targeting and Positioning
What is different in business markets?
B2C buyer characteristics:
not very specific about their wants
high likelihood to change habits
brand identity is a key point
more individual consumers
decisions are more based on emotions
B2B buyer characteristics:
knowledgeable about purchase
relationships are more long-term
fewer sellers are present
higher sales volume
more persons are involved in the purchase decision (buying center)
decisions have to be based on rational calculations
What is positioning?
"The act of designing a company’s offering and image to occupy a distinctive place in the minds of the target market." (Kotler 2012)
"Positioning is the answer to the question 'What does the product do, for whom, and in place of what?' In this sense, it can be defined as what the product stands for in the consumer’s mind in reference to competition." (Fitzgerald & Arnott 2000)
What are the key attributes of efficient positioning?
Positioning statements should have:
Two approaches of positioning:
A good positioning strategy is influenced by:
Size, competitors, stage of growth
Groups of prospects and customers with similar wants & needs
Strengths, weaknesses, opportunities and threats in the landscape
Method for delivering value
How you deliver value to your market at the highest level: operational excellence, product leadership, and customer intimacy
Profile your market
(a) Document market size, major competitors and how their positioning
(b) Determine the “lifecycle stage”
Segment your market
Define Value Delivery
Evaluate your competition
Stake a position
Select the mindshare you own and record your strategy
Review the components of your market and evaluate what you want to be known for in the future. Design your strategy to be known for this "one thing".
Main Steps of Competitive Positioning
In which field are you best: operational efficiency (the lowest price), product leadership (the best product), or customer intimacy (the best solution & service)
a) List your competitors
b) Rate yourself and your direct competitors
a) Identify areas where your competition is vulnerable
b) Determine whether you can focus on those opportunities
c) Make a decision on how to position your company
What is the perception of the seller in the buying company?
Unique: The only product/service offering with XYZ...
Different: More than twice the (feature) vs. (competitor)
Similar: Sames functionality as (competitor)
How can you figure out what perception your customers have of your brand?
most differentiations: geographic location and kind of tasks
35 variations - 18 non-existing markets = 17 segments
all segments were described in detail
attractiveness of the segments was evaluated
- market potential
- stability of political environment or financial resources
- intensity of competition
- kind of autonomous and critical system partners
three segments were more
attractive than the rest
Segment selection and Targeting
adapted from Shapiro/Bonoma (1984)
Brennan (2008), p. 161
Brennan et al. (2011), p. 161
adapted from Kleinaltenkamp/Plinke (2002), p. 219
adapted from Mühlbacher et al. 1994
We provide the greatest variety of products for the Delivery buyers.
We offer the best value for money in the industry for Range buyers.
We are the leading premium seller for Quality fanatics.
B2B STP process is similar in its structure to B2C but the key variables are different.
Segmentation: Consider macro- and micro-factors of the company!
Targeting: Make sure you are choosing the most efficient segments!
Positioning: Do not underestimate this in B2B markets and shape your company's image actively!
For all activities in this context, a detailed market research about your customers, your market, your competitors and your own abilities is inevitable.
Alan, S., Coupey, E., & Barkhi, E. (2013). “Audience targeting by B2B advertisement classification: A neural network approach”. The journal of business & industrial marketing, 40(8), pp. 277. [Peer Reviewed Journal].
Brennan, R., Canning L., & McDowell, R. (2011). Business-to-Business Marketing. 2nd edition, Sage publications, London.
Boone, L., & Kurtz, D. (2012). Contemporary Marketing. South- Western Cengage Learning, Mason, USA.
Fitzgerald, M., & Arnott, D. (2000). “Marketing Communications Classics”. Business press, London.
Freytag, P. & Clarke, A. (2001). “Business to Business Market Segmentation”. Industrial Marketing Management, 30(6), pp. 473-486.
Hague, P., & Harrsion, M. (2013). “Market Segmentation in B2B Markets”. Available at: <http://www.b2binternational.com/publications/b2b-segmentation-research/> Last accessed: 16.01.2014.
Hans, M., Dreher, A., & Gabriel-Ritter, A. (1994). “MIPS- managing industrial positioning strategies”. Industrial Marketing Management, 23(4), pp. 287-297. [Peer Reviewed Journal].
Herbst, U., & Merz, M. (2011).“ The industrial brand personality scale: Building strong business-to-business brands”. Industrial Marketing Management, 40(7), pp. 1072-1081. [Peer Reviewed Journal].
Kleinaltenkamp, M., & Plinke, W. (2002). Strategisches Business-to-Business Marketing. 2nd edition, Berlin, Heidelberg.
Kothandaraman, P., & Wilson, D. (2001). The future of competition: STP strategies. Columbia University Press, Columbia, New York.
Kotler, P., & Keller, K. (2012). Marketing Management (Global edition). 14th edition, Prentice Hall.
Kotler, P., &Waldemar, P. (2006). B2B Brand Management. Berlin, Germany, Springer.
Kotler, P. (2008). Principles of Marketing. European Edition, Financial Times Prentice Hall, Harlow.
Kotler, P. (2008). The New Strategic Brand Management. 4th edition, Kogan Pages Limited, London.
Laiderman, J. (2005). “A structured approach to B2B segmentation”. Journal of Database Marketing & Customer Strateg Management, 13(1), pp. 64-75.
Lilien, G., & Grewal, R. (2012). Handbook on Business to Business Marketing. Edward Elgar Publishing.
Marketingwise (2013). Does Your B2b Brand Have Personality? Available at: <www.youtube.com/watch?v=uLYIYruI7OY> last accessed: 18.01.2014.
Morris, M., Leyland, F., & Earl, D. (2001). Business-to-Business Marketing: A Strategic Approach. 3rd edition, Honeycutt.
N. A. (2013). “Competitive positioning”. Marketing MO. Available at : <http://www.marketingmo.com/strategic-planning/competitive-positioning/> last accessed: 17.01.2014.
N. A. (2012). “Understanding Perceptual Maps”. Market Segmentation Study Guide. Available at: <http://www.segmentationstudyguide.com/understanding-perceptual-maps/perceptual-maps/> Last accessed: 15.01.2014.
Shapiro, B., & Bonoma, T. (1984) “How to segment industrial markets”, Harvard Business Review, 62(3): pp. 104-10.
Sullivan, P. (2009). “Building a Better Brand”. Marketing News, 9(1), pp. 14–17.
Stavros, P., Tsogas, M., & Blankson, Ch. (2000). “Positioning strategies in business markets”. The journal of business & industrial marketing, 15(3), pp. 416-437.
Stiff, R., & Khera, I. (1977). “Industrial product positioning: Progmatic uses”. Industrial Marketing Management, 6(2), pp. 119-123. [Peer Reviewed Journal].
Thayer, G. (1982). “Industrial High Tech Positioning: How to Choose the Competitive Battlefield”. Industrial Marketing Management, 67(7), pp. 60-68. [Peer Reviewed Journal].
Viselgaitė , D., & Mantas, V. (2011). “Peculiarities in Construction of Segmentation Models: Theory and Practice”. Business, Management and Education, 2(1), pp.171-184.
Webster, F., & Keller, K. (2004). “A Roadmap for Branding in Industrial Markets”. Journal
of Brand Management, 7(3), pp. 388–402.
Wright, R. (2004). Business-to-business Marketing: A Step-by-step Guide. 1st edition, Financial Times Prentice Hall.
Zimmerman, A., & Blythe, A. (2005). Business to Business Marketing Management: A Global Perspective. 2nd edition, Milton Park, Abingdon.
The segmentation funnel
Estimating the attractiveness of a segment
Thanks for your attention!
Product and brand-use status
Customer capabilities and strategic type
Size of the order
Extent to what they share similar views
Processes to search and evaluate alternatives
Approaches to manage risk