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Date: newest first
Date: oldest first
Brand strategy for B2B companies
Brigid McMullen, Admap, April 2013, pp. 44-45
Building a brand in the business-to-business community is about much more than visual cohesion and integrated communications.
Building a brand in the business-to-business community is about much more than visual cohesion and integrated communications. As for consumer brands, in the B2B arena, products and services are created to 'prove the promise' to the customer and in this sense, brand strategy is the means of executing the business strategy. This article advises that the brand should guide and inspire all areas of the business from talent attraction and retention to new product development and performance development plans. An example of this strategy in action is shown with Balfour Beatty and the evolution of three brands within its Support Services Division.
Carat, Twitter and HSBC: Channel, data and lead generation strategies from the AOP B2B Conference
Joseph Clift, Event Reports, AOP B2B, March 2013
A round up from the annual B2B Conference organised by the UK Association of Online Publishers (AOP).
A round up from the annual B2B Conference organised by the UK Association of Online Publishers (AOP). The main points from the day's presentations, which came from media agencies and clients as well as publishers, include: that content will remain king for B2B marketers; that the complexity of the media and marketing landscape has vastly increased recently – and the industry has a way to go before developing appropriate measurement metrics; and that clients are increasingly likely to adopt integrated solutions and are increasingly open to using new platforms and services to reach a human, rather than a business, audience.
Business to business: What's different about B2B marketing?
Laurie Young, Market Leader, Quarter 2, 2012, pp. 40-43
When marketers who are experienced in the fmcg sector change to the world of B2B, many find it unnervingly different and difficult.
When marketers who are experienced in the fmcg sector change to the world of B2B, many find it unnervingly different and difficult. This article explains how to get to grips with marketing to other businesses. B2B marketing is as much about people and understanding the desires of human beings as consumer markets, even though organisations are involved. Key differences are highlighted in market size, frequency of purchase, and the presence of a more formal buying group. It is also important to note that many B2B companies lack marketing competence, which may require early investment to overcome. Marketers will need to learn the language and culture of the new sector. A checklist of action points is included.
Hugh Wilson and Javier Marcos, Warc Best Practice, December 2011, pp. 46-47
The biopharmaceutical industry is pretty poor at evaluating promotional effectiveness despite spending almost twice as much on promotion as it does on research and development - more than $12 billion a year in the US alone.
The biopharmaceutical industry is pretty poor at evaluating promotional effectiveness despite spending almost twice as much on promotion as it does on research and development - more than $12 billion a year in the US alone. However there is some sound, peer-reviewed evidence on the efficacy or different promotional instruments in the sector, which are summarised in this best practice paper.
Warc Briefing: SMEs
Warc Exclusive, November 2010
This briefing offers an overview of the history, theories and key trends related to marketing to SMEs.
This briefing offers an overview of the history, theories and key trends related to marketing to SMEs. It outlines evidence for the view that SMEs (small and medium sized enterprises) are a discrete segment which require tailored communications. It discusses distinctive patterns in the decision-making process that are typical of this group. Marketers are advised to research this group particularly well, understand their motivations clearly and incorporate peer-to-peer elements into their campaigns. Case studies by Xerox, Sprint, OfficeMax and SAP are recommended for further reading.
Marketing the work of engineers: technology as a service
Laurie Young, Market Leader, Quarter 3, 2010, pp. 42-46
In a world where added value services increasingly dominate, why is the marketing of technology services so underdeveloped, particularly in the B2B sector? Very little has been said about marketers who routinely deal with the work of engineers.
In a world where added value services increasingly dominate, why is the marketing of technology services so underdeveloped, particularly in the B2B sector? Very little has been said about marketers who routinely deal with the work of engineers. Yet they include some of the largest and most famous businesses in the world, such as IBM, BT, Ericsson and Virgin. However, with the advent of significant new concepts such as ‘cloud computing’, and radical changes in the engineering of some utilities, leading firms are turning their attention to services. Some leading technology companies are now showing how important it is to engineer real magic into value propositions, with Apple being the obvious example.
How Xerox Tapped Unlikely B2B Emotions
Geoffrey Precourt, Event Reports, Advertising Week, September 2009
The presentation by Barbara Basney, global advertising director of Xerox, to the Engagement Council meeting of the Advertising Research Foundation (ARF) during New York City's 2009 Advertising Week is the subject of this report by Warc's U.S.
The presentation by Barbara Basney, global advertising director of Xerox, to the Engagement Council meeting of the Advertising Research Foundation (ARF) during New York City's 2009 Advertising Week is the subject of this report by Warc's U.S. editor, Geoffrey Precourt. Basney describes the challenge of changing perceptions of the Xerox brand from huge copier company to a provider of service solutions to companies of all sizes. The strategy focused around a new corporate branding as well as a communications campaign that sought to inject emotion into the traditionally rational business-to-business market.
What role does the brand have in business-to-business markets?
Millward Brown Knowledge Point, 2009
Brands have a valuable role to play in business-to-business markets, but there are several key differences from consumer markets which need to be taken into account when planning any campaign.
Brands have a valuable role to play in business-to-business markets, but there are several key differences from consumer markets which need to be taken into account when planning any campaign. The differences relate especially to the decision-making processes, particularly in large organizations.
How best to market to business professionals?
Millward Brown Knowledge Point, August 2009
This Knowledge Point article argues that business professionals are also consumers, and they respond to advertising in both capacities.
This Knowledge Point article argues that business professionals are also consumers, and they respond to advertising in both capacities. They notice and remember advertising, and are more likely to pay attention to advertising that they enjoy or appreciate. All the main media can be employed successfully to reach this audience, but it should be understood that business professionals have a personal appreciation of advertising, as well as a professional view.
Gathering business intelligence in China - the ups and downs
Laura Mitchelson, Admap, China supplement, February 2008, pp. 24-26
This article discusses the challenges facing business researchers in China. As more and more companies seek to set up in or trade with China, business intelligence is the first step.
This article discusses the challenges facing business researchers in China. As more and more companies seek to set up in or trade with China, business intelligence is the first step. But too many business decisions are made by people without in-depth local knowledge, relying on advice from others who don't really know China. Hard facts about the situation on the ground are needed, regularly updated. The situation changes constantly, and research findings soon become outdated; managers have to be flexible to adapt structures, processes and projections in response to such changes. In the next few years there will be an increasing need for market intelligence of all sorts, and, in spite of the challenges, it is an exciting milieu for the business researcher.
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