Buku ini memberikan cara baru untuk melihat branding B2B bahkan bagi manager bisnis yang berpengalaman. Memberikan studi kasus yang telah terbukti mampu menghidupkan manajemen brand B2B

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191102
GAMBAR COVER BUKU/
GAMBAR PENDUKUNG LAIN
BOOKCLUB
B2B Brand
Management
Chapter 4-5
Philip Kotler
Waldemar Pfoertsch

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BAB 4
AKSELERASI
MELALUI BRANDING

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Menciptakan Nilai
Mengukur Kinerja keuntungan dengan ROI (return of investment)
memiliki dua makna:
1. Keuntungan diukur dengan sewenang - wenang dan mudah
terkena manipulasi; arus kas lebih penting.
2. Investasi mengabaikan nilai riil perusahaan dan brand sebagai
salah satu pemicu nilai utama.

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Pengukuran Nilai
Nilai riil suatu perusahaan lebih banyak terletak dalam aset
pemasaran tak berwujud yaitu:
1. Brand
2. Pengetahuan Pasar
3. Hubungan Customer
4. Cakupan Distribusi
5. Kepemilikan Intelektual
6. Hubungan Mitra

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Perencanaan Brand
Berdasarkan Prinsip Kontinuitas dan Keterlibatan, harus memadukan
proses, langkah, dan prosedur berikut ke dalam organisas:
1. Membangun iklim yang berubah terus menerus.
2. Memiliki proses yang memberi informasi perencanaan terobosan
yang cepat.
3. Memiliki format standar untuk mengkomunikasikan dan
mengubah rencana brand.
4. Memiliki proses implementasi.
5. Melibatkan setiap orang dalam perencanaan.

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1. Konsistensi
2. Kejelasan
3. Kontinuitas
4. Visibilitas
5. Keaslian

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Analisis Brand
Untuk menentukan MISI, NILAI, dan KEPRIBADIAN brand:
1. Siapa Anda?
2. Apa yang penting bagi anda?
3. Apa yang diperjuangkan perusahaan anda?
4. Apa yang penting bagi customer anda?
5. Apa yang membedakan anda dalam persaingan?
6. Di mana dan apa yang Anda inginkan untuk lima tahun mendatang?

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Analisis Brand
Model CBBE menyiratkan bahwa brand yang kuat melibatkan
customer dalam 4 langkah:
1. Kesadaran Brand yang Mendalam - menetapkan identitas
dan kesadaran yang sesuai dengan brand.
1. Penentuan Titik Perbedaan - menciptakan arti brand yang
sesuai dengan mengasosiasikan brand terhadap kekuatan,
kesukaan dan keunikan.
1. Reaksi Positif yang Dapat Diakses - menimbulkan respon
brand yang positif dan dapat diakses
1. Pembentukan Hubungan Brand - membangun hubungan
dengan customer yang ditandai dengan loyalitas yang erat dan
aktif.

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Strategi Brand

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Arsitektur Brand

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Pembangunan Brand

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BAB 5
KISAH SUKSES
BRANDING B2B

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“How FedEx communicates one brand promise in B2C
and B2B in several businesses.”
Federal Express was founded in 1973
by Frederick W. Smith.
He literally invented the concept of
overnight delivery, thereby creating a
whole new market where previously
there was none.
The greatest opportunities arise
when you detect a completely new
need that your customers didn’t
even recognize themselves until you
offered a solution to them.

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“How FedEx communicates one brand promise in B2C
and B2B in several businesses.”
Over the years, the word “FedEx” has become a common terminology.
The company officially changed its brand from Federal Express to
FedEx in 1994.
In order to clarify the naming system, the company implemented a
system that relies solely upon the FedEx brand in addition with real
words to describe the operating company, product or service explicitly.
The re-branding signified an expanding breadth of the company’s
market offerings.

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“How FedEx communicates one brand promise in B2C
and B2B in several businesses.”
Maintaining its reputation and its
brand image is a top priority
concern.
Market research is used to
validate and provide guidance for
execution.
While most brands focus either on
businesses or on consumers,
FedEx keeps them both on its
radar screen.

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“How to successfully leverage B2C brand strength to B2B business.”
Samsung was founded in 1938
and started large scale manufacturing
in the late 1950s in various industries.
In 1997, Samsung was facing US$20
billion in debt and had to slim down
the company.
The restructuring process led
Samsung also to focus on core
businesses - Home Network, Mobile
Network, Office Network and Core components
– that support network products.

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The strategy to develop new markets and new approaches has led
Samsung to become a brand-led technology innovator.
1. Create one global brand & marketing strategy
2. FOCUS communication from customer to stakeholder perspective
3. Communication planning from cost to investment perspective
along the entire brand screen
4. Concentrate communication to digital consumers

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“How to successfully leverage B2C brand strength to B2B business.”
Samsung established its brand as a
brand known for the most fun and stylish
models ranging from cell phones to flat-
panel plasma TVs.
Samsung’s corporate logo was redefined
to reflect Samsung’s determination to
become a world leader.

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The Samsung Experience.
Samsung builds not only brand
awareness, but also greater
appreciation for digital technology
overall.

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“How to successfully leverage B2C brand strength to B2B business.”
Samsung identified three high impact groups:
1. Staff and customer base
Brand’s role to build trust and foster identification
1. Target customers / financial community / broad public
Brand’s role to build trust platform, to trigger analyst expectations,
to build goodwill platform (corporate citizenship)
1. Talents / gatekeepers / opinion leaders
Brand’s role to build “preferred employer” position, build goodwill
platform

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“How to successfully leverage B2C brand strength to B2B business.”
Samsung successfully followed a one brand strategy by establishing
one global value proposition, one logo & one consistent brand message

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“Cemex dual branding concept of branding for B2B clients and individual
branding for B2C clients with specific country needs.”
Cemex, a cement company located in
northern Mexico, has undertaken a
fast growing process in the last
decade to become the most profitable
cement company in the world.
Cemex is engaged primarily in the
production, distribution and marketing
of cement, ready-mix products and
aggregates.

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“Cemex dual branding concept of branding for B2B clients and individual
branding for B2C clients with specific country needs.”
Where cement is the most commonly
used building material, brand
positioning plays a major role in
market share.
Consumers associate Cemex brands
with strength, durability and tradition.
This has enabled Cemex to
differentiate its products and build
customer loyalty.

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Cemex has developed a transnational brand strategy, with individual
brands for each of the local products, but all of them under the
umbrella of the corporate brand.
First the promotion is focused on the local well-known product.
When the consumer is used to seeing the corporate brand,
then marketing is focused on building the corporate image.

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“Strengthening IBM brand by an integrated marketing communication approach.”
It incorporated already in 1911 as the
Computing-Tabulating-Recording (C-
T-R) Company and was formally
renamed International Business
Machines Corporation in 1924.
Starting out as a manufacturer of
machinery ranging from commercial
scales and industrial time recorders to
meat and cheese slicers along with
tabulators and punched cards, it has
undergone massive transformations
over the years.

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“Strengthening IBM brand by an integrated marketing communication approach.”
The new IBM was positioned as a
company that understands the needs
of its business customers and that
can provide a total portfolio of
products, services and consulting
Advice.
Realizing that small businesses
thought of IBM as irrelevant to
them, the company decided to break
down that perception by providing
services that appealed directly to
small businesses.

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“Effective and efficient brand communication of Siemens’ cross-business activities.”
Siemens was founded more than 157
years ago. Company businesses are
focused on six key areas: Information
and Communications, Automation
and Control, Power, Transportation,
Medical and Lightning and
Business Services.
The company’s traditional strengths
are its power of innovation,
its strong customer focus, its global
presence and its financial solidity

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“Effective and efficient brand communication of Siemens’ cross-business activities.”
Illustrates Siemens’ ability to bundle systems and solutions from
Medical, Communications, Building Technologies, Automation &
Control and Power/Transportation into one innovative, customized
package.

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“Successful build up of brand positioning and alignment of communication
activities to lead the business into independence.”
Bayer focused for a long time on its
traditional lines of business of
chemistry, agricultural products and
pharmaceuticals.
On 1st of July in 2005, former Bayer
Chemicals was officially renamed as
Lanxess.
The new company’s main goals were
independence, competitiveness and
profitability.

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This alignment assumed the coordination of all communication
activities of the different countries under one central lead, following the
wellknown principal “Think global, act local”.
As a structural solution Lanxess established communication hubs where various national
markets with similar influencing factors were combined under one region.

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“Leveraging the excellent reputation on quality and services of IBM’s PCs to
Lenovo’s own brand.”
Founded in 1984 as Legend Group
Ltd., Legend was the first company to
introduce the PC concept in the
People’s Republic of China.
In 2003, the former Legend Group
Limited launched its new brand
Lenovo to cater to the group’s future
business development and laid the
groundwork for its expansion into
overseas market.

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“Leveraging the excellent reputation on quality and services of IBM’s PCs to
Lenovo’s own brand.”
Specific competitive advantages contributed to Lenovo‘s success:
1. Strong brand recognition in China.
1. Good relationship with government and educational institutes.
1. Highly efficient operations.
1. Diversified distribution channels.
1. Market leadership.

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“Leveraging the excellent reputation on quality and services of IBM’s PCs to
Lenovo’s own brand.”
The IBM brand brings kudos to
Lenovo. It removes a barrier to
Lenovo’s products - particularly
outside of China.
Lenovo, which as a brand name is
popular in the domestic market, can
be developed to dominate in some
emerging markets.
Each company acting as preferred
partner to the other.

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“Leveraging the excellent reputation on quality and services of IBM’s PCs to
Lenovo’s own brand.”
Lenovo has started a process of building a brand as an icon and they
have been re-thinking Lenovo’s brand to include the service element.
Lenovo positioned itself as a differentiated brand leader, building
a bridge from East to West.

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“How Tata Steel successfully branded its products and moved to high value
added products (through internal marketing focused on customers).”
Established in 1907, the company
began production in 1911 with a
capacity of 0.1 million tons of mild
steel and continued to grow steadily
over the years.
Today, it produces a wide range of
products. Tata Steel is part of the
Tata Group, one of India’s largest and
most respected business
conglomerates.

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“How Tata Steel successfully branded its products and moved to high value
added products (through internal marketing focused on customers).”
Tata Steel adopted a
strategy which stressed the
following two points:
branding its products and
moving to high value added
products.
In the late 1990s, the
company launched several
internal marketing programs
to emphasize customer
focus and service.

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The leader of the company had decided that branding the commodity
steel would provide them a unique selling proposition in a great way

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“How Tata Steel successfully branded its products and moved to high value
added products (through internal marketing focused on customers).”
One of the major obstacles Tata
Steel had to overcome
was its inexperienced marketing
personnel.
They started several training
programs for them and organized
seminars and workshops.
It also formed separate marketing
teams for its “long” and “flat”
products

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The selected B2B brand cases demonstrate that brand building
in its various forms supports corporate success in a dramatic,
measurable way.

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