AMR Research (2003) in defining the complexity of fulfilling B2B product needs for customized products shows how both processes and software can be used to streamline in-channel product customization.
The bottom line is that business channels, or as they are sometimes called multi-tier distribution channels, vary significantly by industry due to the major differences between customers' requirements and the need for bringing together members of a channel to form a team that can respond effectively to the complex needs of customers. This is pervasive in B2B marketing, selling and servicing scenarios. Several layers of a channel may have varying relationships with the end customers, and therefore bring to the manufacturer insights into specific needs that just one company may not have the bandwidth and ability to respond to. The evolution of solution selling and the trusted advisor is actually leading to more cooperation across the layers of a business channel framework, as the role of trusted advisor becomes critical for the long-term selling to larger customers with more complex organizations and needs. There are many other reasons for channels to have more layers in some industries and less in others, yet the most dominant factor is the complexity of end customers' needs and the corresponding requirement of aligning all available resources to serve and retain the end customer.
Q3: many companies seem to devote more energy to getting new customers than keeping old ones. Please explain why.
In many industries there is a high level of customer churn, or customers continually seeking new alternatives to existing solutions to their problems, and as a result many companies in these industries need to replace existing customers quickly, as attrition of their customer bases happen over time. The costs and time associated with winning a new customer, especially in a B2B environment, is inordinately higher than keeping an existing customer. Customer retention and loyalty studies have indicated that customers leave a company for one of two reasons, either the customer defects from the company or disadopt the new technology according to (Hogan,...
There are many, many other factors to consider, but the fact is many manufacturers consider these two factors first, as they combined will save hundreds of hours and thousands of dollars in addressing a new market. As a result of the relationships with retailers, chains and department stores and a thorough overview of how to make the order management and fulfillment processes as efficient as possible, distributors like Lambert are
Figure 1: Market Potential and Segmetnation for JINI Glasses Sources: Based on intefviews with market researchers at Opticians Association of America (OAA) and their secondary published research. Research Strategy In defining the research strategy to determine the best possible multichannel strategy for selling the JINI into the U.S. market, a combination of primary and secondary data needs to be collected. One of the most important critical success factors for creating a profitable B2B
Channel Management and B2B Marketing "Aqualisa Quartz: Simply a Better Shower" This case describes the marketing problem which Aqualisa faced when it launched its Quartz shower in the U.K market. Aqualisa is a well-recognized brand in the U.K. shower market. It is the pioneer in introducing innovative showers for general consumers and became successful in terms of user friendly and stylish design, ease of installation, and water pressure. While launching its Quartz
In fulfilling these initiatives the delivering of exceptional value and knowledge to prospects and customers to attain the role of trusted advisor and earn lifetime customer loyalty is the ultimate measure of effective marketing." There is a strong emphasis on setting and exceeding the expectations of customers and also striving to deliver exceptional value both in terms of insights and intelligence as well. Above all this definition focuses on
B2B marketing experts are now predicting that given how process-centric the roles of marketers will be in the future, that the new era of the marketing technologist continues to emerge since the last decade (Swindley, 2002). B2B marketers then are beginning to own three processes that involve pricing, quoting and contract management. This is bringing an entirely new era to B2B marketing of accountability for translating advertising and promotion
Live Client -- iBASEt Corporation iBASEt Corporation was founded in 1986 by Amrik Singh Poonian, and is today a $30M software company with sales offices in Toulouse, France; Detroit, Michigan; St. Louis, Missouri and at headquarters in Foothill Ranch, California. The company currently has 360 employees worldwide with 70 developers in India, and the majority of employees in the United States (iBASEt, 2015). The company is a leader in the development,
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