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Understanding Business Markets

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Asia Pacific Marketing Institute
Asia Pacific Marketing Institute

Introduction to business marketing and the importance of managing relationships within a wider network.

BusinessTechnologie
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Understanding Business Markets Overview
Contents ,[object Object],[object Object],[object Object],[object Object],[object Object]
How Companies and Consumers buy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Differences between Consumer and Business purchases, Real or Not?
[object Object],A Definition of Business Marketing
The Interaction Model - More Organization Technology Structure Strategy Individual Aims Experience Skills Interaction Process Environment Market structure Dynamism Internationalisation Channel position Social system Atmosphere Power/dependence Co-operation Closeness Expectations Organization Technology Structure Strategy Individual Aims Experience Skills Long term relationships Institutionalisation, Adaptations Short term exchange episodes Products/services Information Financial Social Source: Adapted with permission from Håkansson (1982, p24)
Fig 5.2 – From IOR to channel to chain to network IOR Marketing Supply/Demand Industrial Network Channel Chain Upstream suppliers Direct suppliers Manu-facturers Distributors Customers Supply network Distribution network
[object Object],[object Object],[object Object],A Business Relationship has to be managed by a Marketing Company:
Things to remember about Business Marketing ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],Things to remember about Business Marketing (continued)
The case for Close Relationships ,[object Object],[object Object]
The case against Close Relationships ,[object Object],[object Object]
Question ,[object Object]
Problems and Concern…….. ,[object Object],[object Object]
An Offering….. ,[object Object]
Some Implications… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A Solution… ,[object Object]
A Marketer must……… ,[object Object],[object Object],[object Object],[object Object],[object Object]
The success of a Solution also depends on the Customer…. ,[object Object],[object Object],[object Object],[object Object]
Customer uncertainties ,[object Object],[object Object],[object Object]
Supplier Abilities ,[object Object],[object Object]
Supplier Uncertainties ,[object Object],[object Object],[object Object]
Customer’s abilities ,[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],http://twitter.com/#!/b2bwhiteboard

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Understanding Business Markets

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  • 6. The Interaction Model - More Organization Technology Structure Strategy Individual Aims Experience Skills Interaction Process Environment Market structure Dynamism Internationalisation Channel position Social system Atmosphere Power/dependence Co-operation Closeness Expectations Organization Technology Structure Strategy Individual Aims Experience Skills Long term relationships Institutionalisation, Adaptations Short term exchange episodes Products/services Information Financial Social Source: Adapted with permission from Håkansson (1982, p24)
  • 7. Fig 5.2 – From IOR to channel to chain to network IOR Marketing Supply/Demand Industrial Network Channel Chain Upstream suppliers Direct suppliers Manu-facturers Distributors Customers Supply network Distribution network
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Hinweis der Redaktion

  1. Fig 5.1
  2. Fig 5.2 new (tidied)