B2B Marketing.

Bi tp 01: Introduction to Business Marketing

Answer one of the three below questions:
1. Illustrate how a company can circumvent the influence of joint demand.
2. Out of the various differences between industrial and consumer marketing,
which characteristics would have maximum impact on development of
marketing strategy for an industrial pump manufacturer? Give reasons.
3. Construct a customer value proposition for a company known to you. Explain
how would you demonstrate and document the customer value.
B2B Marketing. Bi tp 03: Th trng Cng nghip v Mi trng Kinh
doanh
Q1: Can a customer be classified as an OEM as well as a user customer?
Explain with an example.
Q2: What distribution strategy should be followed by a company, which is
marketing tyres to OEM customers and replacement markets and why?
Q3: A major electrical equipment (like power transformer and switch-gear)
manufacturer tried to have collaborative relationship with high business
potential government organizations like state electrical boards. What are the
possibilities of success of this strategy? Explain the reasons.
Q4: How should India's SMEs, which contribute 70 per cent of the total
industrial pollution, not only create jobs and profits, but also protect natural
environment?
Q5: What are the relevant macro-environmental factors for a major IT firm like
Infosys? What would happen if the firm stops monitoring these macroenvironmental factors on the continuous basic?
Q6: Discuss: "Why should a business marketer classify industrial products and
customers?".

B2B Marketing. Bi tp 04: Hnh vi khch hng t chc

1. Sigma is in the steel production business and is based in China. Rhema is in
electronic component manufacturing and is based in Taiwan. What are the
environmental factors that would have a major impact on the business of the
two companies? How are the factors similar or different for the companies?
(B2B S'pore version, Q2, p52)
2. Leonard receives from a Philippines government department an invitation to
quote for a truck to transport light goods and equipment. The specifications
include the truck's length and width (up to the last centimeter) beside engine
capacity, dead weight and other requirements. The company does not have a
truck of such dimensions and is unable to quote. What can Leonard do? (B2B
S'pore version, Q3, p52)
3. What would be the composition of the buying center deciding on the
purchase of the diagnostic instrument for the large hospital? Who would be in
the buying center and what role would they likely play? What buying motives
or concerns would each member of the group have? (B2B S'pore version, Q4,
p53)
4. Compare and contrast the composition of the buying centres for the following
buying situation:
a) Purchase of a $10 million instrument compared to a $10.000 purchase of
maintenace, repair and operating items.
b) Purchase of a $10 million instrument for the first time compared to the
purchase of a second unit of a $10 million instrument (the first unit bought six
months ago).
(B2B S'pore version, Q5, p53).
B2B Marketing. Bi tp 05: STP
1. Assume you have joined a new company manufacturing and marketing
aluminum extrusion products as a head of marketing. The company would
market its products to household customers for door and windows frames, and
also to business customers for various applications like control panels in
electrical industry, water purification equipment, heat sinks for electronics

equipment, as well as, door and window frames in building construction

industry. Develop a market segmentation plan for the company.
2. Steel Authority of India Limited (SAIL) is a large public sector company,
manufacturing and marketing steel products in domestic market in India, and
also International markets. Which macro and micro-segmentation variables and
target market segments would you suggest to SAIL?
3. Describe how a positioning strategy should be developed for a small-scale
electric motor manufacturing company, in a highly competitive market,
marketing to business users and OEM (original equipment manufacturer)
customers and how to communicate the same to target customers (make suitable
assumptions, if needed).
B2B Marketing. Bi tp 06: Chin lc sn phm
L.C. Goyal, Director, VCB Ltd., was seriously considering the proposal made
by Pradeed Chatterjee, to make a change in the product strategy, in order to
solve the problem of declining profitability.
VCB was one of the largest manufacturers of cement blocks, which was used by
the construction industry. VCB was started in 2004, as a part of vertical
integration, to support their businesses and the dealership of cement from ACC
Ltd.
VCB was known for its superior quality compared to its competitors. The raw
material required for the production of cement blocks included gravel, cement,
sand and dust. VCB has three production units. The production cycle was 5
days.
The company's profitability was affected due to rising cement prices as well as
price war on cement blocks. According the Pradeed, cement block was
considered as a commodity and customers purchased the based on two key
factors: price and relationship.

Pradeed recommended to Goyal that the company should change the product
and pricing strategy from high price high quality to competitive price and
medium quality.
Goyal was reluctant to change the company image, due to the company's use of
A grade cement instead of low price B & C grade cement used by competitors.
Goyal was also considering production of bricks using ash with new
technology.
What changes in the product strategy would you recommend to L.C. Goyal?

11/01/2013

Case 1.1

MB. Ltd.,: Nature of demand

for Machines
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Dinh Tien Minh

Content of the case

Suresh Kulkani, General Manager of MB Ltd., was wondering
on how to meet the demand for Special Purpose Machines
(SPMs) manufactures and marketed by the company in India.
The products included metal cutting machines, grinding
(nghin) machines, honing machines (mi), lapping (vt)
machines, and so on.
The demand for these SPMs fluctuated due to changes in the
external environmental factors like economic and technological.
The demand for these machines was less in 1996, 1997, and
2002 due to the recession in India economy. However, the
demand went up substantially, much above the production
capacity, form 2003 to 2004. In June 2004, Suresh increased the
price of these machines by about 25% in order to reduce the
orders from business customers like Bajaj Auto,
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11/01/2013

Content of the case (cont)

Murati, AshokIn spite of increase in prices, the demand for
these machines went up by more than 30%, which was in
excess of production capacity. Suresh wondered how to
improve the accuracy of demand forecasting. The company
had been using sales force composite method, which has an
advantage of giving the break-down of the sales forecast by
product, customer, territory, and salesperson.

Suresh decided to call a meeting of sales and Marketing

persons to improve the accuracy of forecasting. He also
thought of meeting all the functional managers to discuss and
decide how to meet the fluctuating demand of the SPMs.

Th.S inh Tin Minh

Question

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