This ppt has all the chapters from

Krishna K Havaldar.
CHAPTER 1


THE NATURE OF INDUSTRIAL MARKETING
Learning Objectives

Understand What is industrial (or Business to
Business) Marketing?
Know What are the differences in the characteristics of
industrial and consumer marketing?
Find out Why the demand for industrial goods and
services are called Derived demand ?

IM/1-1/5
(A) What is Industrial (Business) marketing?
It is marketing of products / Services to business firms.
In contrast consumer marketing is marketing products /
services to individuals & households.

(B) What is the difference between industrial marketing,
B2B marketing, Business marketing & Organizational
Marketing?
No Difference!
(C) What are the differences between Industrial
& Consumer Marketing?
Basic tasks of marketing are same difference Exists in
the characteristics shown next.




IM/1-2/5
AREAS / CHARCTERISTICS IND MARKETS CONSUMER MATKETS
Market GEO Concentrated
Few Buyers
GEO Disbursed
Large no. Of Buyers
(Mass
Markets
Products Technically Complex
Customized
Non Technical
Standardized
Service Very Important Somewhat important
Buyer Behavior Various Functional
specialists involved
Mainly Rational buying
decisions.
Interpersonal
relationship between
buyers and sellers.
Family members involved
Physiological /
Psychological Social need
based buying decisions
Non Personal
Relationship.
Channel More direct
Multi Channel
Indirect
Few Channels with many
layers
Promotional Importance to personal
selling
Importance to Advertising.
Pricing Competitive bidding /
Negotiated prices
MRP












IM/1-3/5
(D) Why Industrial Demand is called Derived
Demand ?

Because Industrial demand is derived from (or depends on)
demand for consumer goods / services.

E.G. Steel is demanded for production of consumer durable
products like Cars & Refrigerators, which are demanded by
household consumers. Hence, Demand for Steel is derived
from forecast of consumer demand for Cars, Refrigerators,
Washing Machines, Etc.,
IM/1-4/5
SUMMARY OF CHAPTER-1

Industrial / Business Marketing is marketing of
products / services to business firms.

Differences between Industrial & Consumer
marketing are seen in areas / Characteristics like
Market, Product, Buyer Behavior, Channel,
Promotion & Price.

Industrial Demand is derived from demand for
consumer goods / services.
IM/1-5/5
CHAPTER 2


UNDERSTANDING INDUSTRIAL
MARKETS AND ENVIRONMENT
LEARNING OBJ ECTIVES
Understand the types of industrial customers as well as
industrial goods and services.
Know the marketing implications for different types of
customers and products.
Understand the purchasing orientations and practices of
industrial customers.
Know types of environment and strategies to manage
external environment.

IM/2-1/10
(A) What are the types/classifications of Industrial/Business
customers?
INTERMEDIARIES /
MIDDLEMEN (DISTRIBUTORS)
OEMS
USERS
PUBLIC SECTOR
UNITS (BHEL)
GOVT. UNDERTAKINGS
(RAILWAYS, DEFENCE UNITS)
PUBLIC INSTITUTIONS
(GOVT. HOSPITALS)
PRIVATE INSTITUTIONS
(SCHOOLS, COLLEGES)
MANUFACTURING
UNITS (SUGAR, MILK)
NON-MANUFACTURING
UNITS (BANKS, HOUSING)
COMMERCIAL
ENTERPRISES
GOVERNMENT
CUSTOMERS
INSTITUTIONAL
CUSTOMERS
CO-OPERATIVE
SOCIETIES
INDUSTRIAL /
BUSINESS
CUSTOMERS
FIG. TYPESOFINDUSTRIAL/ BUSINESSCUSTOMERS
IM/2-2/10
FIG. CLASSIFICATION / TYPES OF INDUSTRIAL PRODUCTS / SERVICES
(B) How are Industrial Products / Services Classified?
Classification into 3 Groups shown below.
IM/2-3/10
RAW MATERIALS (IRON ORE, CRUDE OIL)
MANUFACTURED MATERIALS
(STEEL, FUEL OIL)
COMPONENT PARTS (BEARINGS, TYRES)
LIGHT EQPT (COMPUTERS, HAND TOOLS)
PLANT/BUILDING (FACTORIES, OFFICES)
SUPPLIES (LUBRICANTS, ELECTRICAL ITEMS)
SERVICES (LEGAL, COURIER)
MATERIALS
& PARTS
(ENTER PRODUCT
DIRECTLY)
CAPITAL ITEMS
(USED IN
PRODUCTION /
OPERATIONS)
SUPPLIES /
SERVICES
(TO SUPPORT
OPERATIONS)
INDUSTRIAL
PRODUCTS /
SERVICES
SUB ASSEMBLIES (EXHAUST PIPE IN M.C.)
HEAVY EQPT (MACHINES, TURBINES)
(C) Marketing Implications for different types of
products & customers?
i. For Materials & Parts, Direct selling is done to large
OEMs (Original Equipment Manufacturers) and users,
but indirect selling through industrial distributors /
dealers becomes cost effective for smaller volume
OEMs and users.
ii. For Capital items, Direct selling through company sales
force is common, with extensive interactions on
technical & commercial factors.
iii. For Supplies Industrial distributors / dealers are mostly
used but for marketing of services, word-of-mouth
plays an important marketing role, with quality & price
of service as key factors.

IM/2-4/10
(D) Purchasing Orientations of Business Buyers
Business buyers/ Industrial customers follow one of the three
purchasing orientations:
(i) Buying, (ii) Procurement, or (iii) Supply chain Management.
(i) Buying Orientation : The firm with buying orientation follows
the practice of (a) selecting lowest price supplier, (b) gaining
power over suppliers and (c) avoiding risk of buying from new
suppliers. It has a Short-term focus.
(ii) Procurement Orientation : The purchasing firm with
procurement orientation has a long-term focus. It achieves the
objectives of quality improvement and cost reductions by
following the practices of (a) collaborative relationship with major
suppliers and (b) working closely with other functional areas in the
company.
(iii) Supply chain Management Orientation : Here, the firm
focuses on improving the value chain from raw materials to end
users. This is achieved by (a) delivering superior value to end
users, (b) outsourcing non-core activities, (c) and supporting
collaborative relationships with major suppliers.

IM/2-5/10

(E) Purchasing Practices of Different Types of Industrial /
Business Customers
(i) Purchasing in commercial enterprises
Involve Technical & Commercial depts.
Major Tasks / Procedure: identifying, negotiating, selecting suppliers,
building relationship.
Purchasing to improve operational efficiency & contribute to firms
competitive advantage.
(ii) Purchasing in Govt. units
DGS&D agency finalizes rate contracts for standard products for Govt.
units.
Main Tasks / Procedure : Registration of the firm & its Products,
Tender Advertisements, no negotiation in Open tenders,
negotiations done in closed / limited tenders.
Orders Finalised on lowest bidders (suppliers offering Lowest prices /
Landed Costs)

IM/2-6/10
(iii) Purchasing in Institutions
If the Institute is a Govt. Hospital Purchasing practices of
Govt. units Followed
Similarly a private School / College follows practices of
commercial enterprises
However, better to study each major institution.

(iv) Purchasing in cooperative societies
Similar to Institutional purchase.

IM/2-7/10
(E) Types & Analysis of Environment
IM/2-8/10
AIR & WATER POLLUTION
SOLID WASTE DISPOSAL
CONSERVING NATURAL RESOURCES
WATER, POWER, TRANSPORTATION
COMPANY LOCATION, IMAGE / REPUTATION
R & D & PRODUCTION FACILITIES
ECOLOGICAL
PHYSICAL
INTERNAL
(S&W ANALYSIS)
MICRO
(AFFECTS A
PARTICULAR
FIRM)
ENVIRONMENT
LOW-COST, SKILLED MANPOWER
H R & FINANCIAL RESOURCES
MARKETING EFFECTIVENESS
CUSTOMERS & COMPETITORS
SUPPLIERS
ECONOMIC
TECHNOLOGICAL
GOVT., POLITICAL, LEGAL
CULTURAL & SOCIAL
PUBLIC - PRESS, SHARE
HOLDERS, INVESTORS &
PUBLIC INTEREST GROUPS
EXTERNAL
(O&T ANALYSIS)
MACRO
(AFFECTS
ALL FIRMS)
(F) Strategies for Managing Changing External
Environment.
(i) Independent Strategies.
(ii) Cooperative Strategies.
(iii) Strategic Planning. It Aims at keeping the firm
consistently successful in changing marketing
environment by market oriented strategic
management.

IM/2-9/10
SUMMARY OF CHAPTER - 2
Types /Classifications of Industrial/ Business Customers are
(i) Commercial Enterprises, (ii) Government
(iii) Institutional, (iv) Cooperative societies.

Industrial Products/Services are classified into
(i) Materials & Parts, (ii) Capital Items, (iii) Suppliers & Services.
Marketing strategies differ for different product & Customer types.
Industrial / business Buyers follow one of the three purchasing
orientations : buying, procurement, or supply chain management.
Purchasing practices vary for different types of customers. It is
important to understand it for each major customer.
Types of environment are Ecological, Physical, Internal, & External,
Strategies used for managing changing external marketing environment
are : (i) Independent, (ii) Cooperative, (iii) Strategic Planning.

IM/2-10/10
CHAPTER 3

THE NATURE OF INDUSTRIAL BUYING AND BUYING
BEHAVIOUR
Learning Objectives
Understand Organizational buying objectives.
Gain knowledge of buying activities, including different
phases in buying decision process, types of buying
situations; buygrid framework & its analysis.
Identify members of buying centers.
Understand organizational buying behavior.
Know how industrial buyers choose and evaluate
suppliers.

IM/3-1/16
PURCHASING OBJECTIVES OF FIRMS

Reliability in delivery.
Consistent product Quality.
Lowest price (If delivery & Quality objectives are met)
Excellent pre & post sales services.
Long Term collaborative relationship.
Industrial buyers try to achieve organizational purchasing
objectives & personal objectives like higher status, job
security, salary increments, promotions & social
relationships.
IM/3-2/16
Industrial Buying Decision Process
Marketers must study this for developing effective
marketing strategy.
In Consumer Marketing, Household / Individual consumer
/ Buyer makes buying decisions based on certain mental
stages like (i) Problem (Need) Recognition,
(ii) Information Search (iii) Evaluation
(iv) Purchase decision (v) Post Purchase Behavior
In Industrial Marketing, Buying Decision making process is
observable, involving many people in buying firm &
includes sequential activities / stages / phases, as follows:

IM/3-3/16
(A) PHASES IN INDUSTRIAL BUYING DECISION
MAKING PROCESS / BUYPHASES
PHASE 1 :- Recognising A problem / need.
PHASE 2 :- Determining Characteristics &
Quantity of needed product / Service*.
PHASE 3 :- Developing specifications of the product*.
PHASE 4 :- Searching & Qualifying Suppliers.
PHASE 5 :- Obtaining & Analyzing suppliers offers*
PHASE 6 :- Evaluating & Selecting Suppliers.
(shown on next slide)
PHASE 7 :- Selecting an order routine
PHASE 8 :- Post Purchase evaluation
* These are in addition to five stages of consumer buying
decision process.
IM/3-4/16
A SUPPLIER EVALUATION SYSTEM.
ATTRIBUTE/
FACTOR

WEIGHT/
IMPORTANCE

SUPPLIERS
PERFORMANCE

SUPPLIERS
RATING
SCORE

PRICE

15

0.5

07.5

QUALITY

30

0.7

21.0

DELIVERY

25

0.6

15.0

SERVICE

20

0.7

14.0

FLEXIBILIY

10

0.4

04.0

TOTAL

100



61.5

IM/3-5/16
(B) Buying Situations / Buyclasses

3 Common types of purchases / buying situations
i. New Task / New Purchase :
Here, buyers have limited knowledge and experience of the
new product/service. Hence, more information is obtained,
more people are involved, risks are more, and decisions take
longer time.
ii. Modified Rebuy / Change in supplier :
This situation occurs when the firm is not satisfied with the
performance of existing suppliers, or there is a change in
product specs. Hence, the need for searching alternate
suppliers.
iii. Straight Rebuy / Repeat purchase :
Here, the buying firm places repeat orders on suppliers who
are currently supplying certain products/services. Such
decisions are routine, with less risks and less information
needs, and can be taken by junior executives.

IM/3-6/16
(C) Buygrid Framework
IM/3-7/16
BUYPHASES

BUYCLASSES



New Task

Modified
Rebuy

Straight
Rebuy

1. Problem Recognition

Yes

May Be

No

2. Characteristics of Product

Yes

May Be

No

3. Product Specification

Yes

May Be

No

4. Supplier Search

Yes

Yes

No

5. Analyzing Supplier Offers

Yes

Yes

May Be

6. Supplier Selection

Yes

Yes

No

7. Order Routine Selection

Yes

Yes

May Be

8. Post Purchase Review

Yes

Yes

Yes

BUYGRID FRAMEWORK ANALYSIS

All Phases are Applicable for a New Task.
Some Phases are Applicable for modified / Straight
Rebury.
New task situation is most difficult since buyers have less
knowledge, no experience & more people involved.
Modified Rebury is not difficult situation since it has few
activities.
Straight rebury situation is handled routinely, as repeat
purchases are made.
IM/3-8/16
(D) Buying Center roles & key members.

Roles of Buying center members are
Initiators. First recognize problem / need. Any individual in buying
firm often, users.
Buyers. Carry out purchase activities. They are purchase officers /
executives.
User. Any person who uses the product / service.
Influencers. Influence buying decision. Technical people are often
key influencers.
Deciders. Make buying decisions. Senior executives are deciders
for high value & complex products. For straight rebuy / routine
purchase, junior purchase officer can decide.
Gatekeepers. They control / filter information & meetings with
buying center members. Often, P.A. / Junior person attached to
purchase head is the gatekeeper.
IM/3-9/16
(E) Identifying key members of buying centre
Sales / Marketing persons must identify important members of
buying centre.
Buying centre consists of individuals and groups who take part
in buying decision making process, have common objectives &
share common risks. It is also called purchase committee,
buying committee or decision making unit.
Members of buying centre are
(i) Technical persons. Represent design,production/operations,
maintenance, Q.C., Industrial Engg. Depts.
(ii) Purchasers / Buyers. Purchase / Materials dept. persons.
(iii) Accounts / Finance persons.
(iv) Marketing persons
(v) Top management persons. G. M. & above.
IM/3-10/16
(F) Organizational buying behavior

Industrial / business buyers are influenced by many
factors. Two most important factors are (i) Organizational
factors / task oriented objectives, like best product
quality, lowest price, dependable delivery.
(i) Personal factors / Non-task oriented objectives, such
as good increments, promotion, Job security, personal
favors.
When suppliers offers are similar, buyers can satisfy
organizational objectives from any supplier. Hence,
personal factors become important.
However, when suppliers offers differ substantially,
buyers give importance to organizational factors to satisfy
organizational objectives.
IM/3-11/16
Many models have been developed to explain
organizational buying behavior. One of the comprehensive
models is the Sheth model, described below.
The Sheth model of industrial buyer behavior, shown
below , focuses on (i) Psychological aspects of individual
buyers (Component 1), (ii) Conditions causing joint
decision making (Component 2), (iii) Conflict among those
involved in decision process & resolution of conflict
(Component 3).
Situational factors include economic conditions, labour
disputes, mergers & acquisitions. The model does not
explain their influence on buying process.

IM/3-12/16
IM/3-13/16
Fig. : THE SHETH MODEL OF INDUSTRIAL BUYER BEHAVIOUR
Component (1) Component (2) Component (3)
Situational Factors
Differences among
individual buyers
caused by factors :
Background of
individuals (Education,
role & life style).
Their information
sources.
Active Search
Perceptual Distortion
Satisfaction with
past purchases

Variables that Determine

if buying decision is
autonomous or joint :
A) Product Specific
Factors :
Time Pressure
Perceived Risk
Type of Purchase
B) Company Specific
Factors :
Company Size
Company Orientation
Degree of
Centralisation

Methods used for

conflict resolution
in joint-decision
making process :
Problem Solving
Persuasion
Bargaining
Politicking

Supplier or
Brand Choice
Environmental Variables

Physical, Technological
Economic, Cultural
Political and Legal
Labour unions
Customer demands
Competitive practices
Supplier information
WEBSTER AND WIND MODEL
Organisation Variables

Objectives and goals

Organisation Structure
Purchasing Policies / Procedures
Evaluation & reward systems
Degree of decentralisation
Buying Centre Variables

Authority, Size
Key influencers
Interpersonal relationship
Communication
Organisation Buying Decisions

Choice of Suppliers
Delay decision & get more information
Make, Lease or buy
Do not buy
Individual Variables

Personal Goals, Values

Education, Experience
Expertise, Job Position
Lifestyle, Income
IM/3-14/16
CUSTOMER SERVICE
Important Customer Service Elements. Carry out market
survey to understand which of the following elements of
customer service are important to customers, what service
levels are expected by customers, the service levels offered
by the firm and its competitors.
(i) Pre Sales Service : Advising, Informing,
Problem solving
(ii) During Sales Service : Product availability,
ontime delivery, order cycle time, and information.
(iii) Post Sales Service : Warranty, AMC, Repair,
Installation & Training.
Develop superior service package.
Test, Set Goals, and Establish Control system

IM/3-15/16
SUMMARY OF CHAPTER - 3
Industrial marketers should understand that business buyers
try to achieve both organizational & personal objectives.
Industrial buying decision process consists of eight steps /
stages (buyphases) & three types of buying situations
(buyclasses).
Buygrid model combines buyphases & buyclasses.
Marketers must understand roles & key members of buying
centre, including key buying influencers.
Many factors influence organizational buying behavior, but
major factors are organizational ( or task oriented ) objectives
and personal (non task oriented ) objectives.
The Sheth model of industrial buyer behavior is comprehensive,
focusing of psychological & joint decision making aspects.
Webster and wind model is also widely used & comprehensive
model on buyer behavior.
IM/3-16/16
CHAPTER - 4

BUYER SELLER RELATIONSHIP

LEARNING OBJECTIVES :
Understand buyer sales rep. interactions.
Types/range of relationships between
buyer & seller firms.
Customer relationship management (CRM)
/ relationship marketing.
Methods used to influence industrial
customers.
Special dealings between buyer & seller.
IM/4-01/11
INDUSTRIAL BUYER-SALES REP. INTERACTIONS
Depend on their perceptions, behavior & roles.
Buyers have two major perceptions of sales reps.
(i) Stereotype talkative, manipulative, excitable
(ii) Reputation of sales reps company.
Buyer Behavior towards sales rep depends on
organizational needs / objectives, buying centre
interactions and personal needs.
Buyers are not always rational / logical in buying decisions.
Role / behavior of sales rep. depends on his personal
needs, and expectations of his boss, peers, customers.

IM/4-02/11
BUYER-SELLER DYADIC INTERACTION FRAMEWORK
A Conceptual Framework by Dr. Sheth
IM/4-03/11
A buyer and a seller interaction is called Dyadic two persons
interactions, with above types of transactions.
Content includes organizational and personal needs of a buyer and a
seller.
Style includes manner and format of communication task
oriented, self oriented, or social / personal oriented.
Compatible
Content
Incompatible
Content
Ideal/Successful
Transaction
Inefficient
Transaction
Inefficient
Transaction
No
Transaction
Compatible Style Incompatible Style
TYPES / RANGE OF RELATIONSHIP BETWEEN BUYER &
SELLER FIRMS
When buyer (or customer) and seller (or supplier) firms do
business, they have the following types and range of
business / working relationships / exchanges.





Each business relationship is an exchange process of
obtaining a desired product / service by offering
something of value is return.

Transactional
Relationship
Value-Added
Relationship
Partnering /
Collaborative
Relationship
IM/4-04/11
TRANSACTIONAL RELATIONSHIP is typically one time
exchange of a product / service, with lowest price /
economy and necessity as main factors. Some customers
prefer it when many suppliers are available in a stable
market. They switch purchases from one supplier to
another. Marketers also choose least profitable customers
for transactional relationships.

VALUE ADDED RELATIONSHIPS / EXCHANGES.

Here the focus is to understand customer needs and meet
those needs better than competitors, to get maximum
business share.
These customers have medium sales and profit potentials
and have Procurement Orientations.
IM/4-05/11
COLLABORATIVE/ PARTNERING RELATIONSHIPS.

The focus is to build strong social, economic, service and
technical ties between customer and supplier firms in
order to achieve mutual benefits.
The criteria used for selecting business customers for
partnering relationships are technological contributions,
mutual dependence, supply chain management
orientations, and high sales & profit potentials.
IM/4-06/11
CUSTOMER RELATIONSHIP MANAGEMENT (CRM) /
RELATIONSHIP MARKETING (RM)
Conceptually same, methods / techniques to achieve
objectives are different.
Both CRM & RM aim at partnering / collaborative long-
term relationships for mutual benefits of both parties.
CRMS objectives are to improve customer loyalty and
there by, companys profitability. For this, marketing
strategy is first developed, then investment is made in
software system to gather data / information on each
valued customer, and the same is made available to all
employees to give superior customer service.
RM aims at building relationships with key customers,
distributors, and suppliers. This is done through financial
and social benefits, and in addition, structural ties.
After 2-3 years, both firms evaluate their relationship
using sales, profits, prices, costs, & technology factors.

IM/4-07/11
METHODS USED TO INFLUENCE INDUSTRIAL
CUSTOMERS
Major methods : Sales presentation and Negotiation
Sales Presentations: For effective sales presentation, a sales
person should follow some guidelines :
i. Plan and collect information before sales presentation.
ii. Identify customer needs and satisfy them better than
competitors.
iii.Use AIDAS theory or any other theory of selling
(Attention, Interest, Desire, Action, Satisfaction)
Give importance to prompt customer service.
IM/4-08/11
NEGOTIATION : For negotiation with customers use
I win, you win or win win style, with following
guidelines :
a. Build an environment of trust & understanding.
b. Identify the problem areas.
c. Both sides work together, pooling ideas, information,
and resources.
d. Regular frequency of concessions are important and not
the size of concessions.
e. Be responsive to corrections, if needed.
f. Avoid legalistic approach.
g. Be polite and humble.
h. Importance should be on end results and not on
means.
IM/4-9/11
SPECIAL DEALINGS BETWEEN
BUYER & SELLER

RECIPROCITY. It means buying a product / service from a
customer and selling a product / service to a supplier. It
occurs when products are similar and price competition is
less. Generally, both purchase managers and sales
managers dislike. In practice, the procedure becomes
complex. It should be kept at minimum level.

DEALING WITH CUSTOMERS CUSTOMERS
With coordination and planning, a business marketer can
promote its products to customers customer, if a need
arises.
E.G. Aircraft engine manufactures promote their engines
to Air lines (aircraft buyers), in addition to aircraft
manufacturers.

IM/4-10/11
SUMMARY OF CHAPTER - 4
BUYER SELLER RELATIONSHIP
Industrial buyer and sales rep.s interactions depend on their
perceptions, behavior, & roles.
Interaction between two persons (buyer & seller) is called Dyadic,
with various types of transactions, as per Dr. Sheths framework.
Buyer and seller firms have various types and range of
relationships: transactional, value added and partnering /
collaborative.
Customer relationship management (CRM) and relationship
management (RM) are conceptually same. Both aim at
collaborative / partnering long term relationship for mutual
benefits of both parties.
Sales promotion and negotiation are the major methods used to
influence industrial buyers.
Reciprocity and dealing with customers customers are the special
dealings between a buyer & a seller.

IM/4-11/11


CHAPTER 5

INDUSTRIAL MARKETING INTELLIGENCE AND
MARKETING RESEARCH

LEARNING OBJ ECTIVES :
1. Know Nature and Scope of Industrial
Marketing research.
2. Examine the Marketing Research
Process.
3. Understand Industrial Marketing
Intelligence System.
IM/5-1/6
SCOPE OF INDUSTRIAL MARKETING
RESEARCH
Scope is vast. Some of the areas are :
i. Market share analysis .
ii. National and Geographical area-wise
market potential.
iii. Competitors analysis.
iv. New product acceptance and potential
IM/5-3/6
MARKETING RESEARCH PROCESS

STEPS INVOLVED ARE :
1. Identify the problem / opportunity and state
research objectives .
2. Develop research design / methodology.
3. Collect data / information.
4. Process and analyze the data.
5. Prepare research report.

There is no major difference in the process or
steps involved in marketing research for consumer
and industrial marketing .
IM/5-4/6
INDUSTRIAL MARKEING INTELLIGENCE SYSTEM

Marketing
Research
studies
Secondary
Data
Source
Industrial
Marketing
Intelligence
System
Decision
Support
System
Market
Responce Marketing Research studies Secondary Data Source Industrial Marketing Intelligence System Decision Support System Market Responce
IM/5-5/6
Industrial marketing intelligence system is developed to meet the
needs of industrial marketers for timely and continuous information
for effective decision making .

SUMMARY OF CHAPTER-5

Industrial marketing research rely more on
exploratory and descriptive (i.e. survey) methods .
The scope of industrial / business marketing
research is vast .
There is no major difference in the process or steps
involved in marketing research for consumer and
industrial marketing.
Industrial marketing intelligence system is
developed to meet the needs of business marketing
for timely and continuous information for effective
decision making.
IM/5-6/6
NATURE OF INDUSTRIAL MARKETING
RESEARCH

1. Business Marketers rely more on Secondary data,
and exploratory research (Through expert
opinion).
2. Descriptive (or Survey) method is used more
often than experimental and Observation
methods, for collecting primary data.
3. Sample size is small due to small population.
4. Difficult to define sampling unit (or respondents),
since buying decisions are made by many
members of buying centre.
5. Respondents Cooperation and accessibility are
difficult for data collection.


IM/5-2/6
CHAPTER 6

INDUSTRIAL MARKET SEGMENTATION, TARGET
MARKETING AND POSITIONING

LEARNING OBJ ECTIVES :
1. Know the Procedure followed for segmenting
industrial markets.
2. Identify the Variables (bases) used for
segmenting business markets.
3. Evaluate and select the target market segments
and strategies.
4. Develop effective positioning strategies.
IM/6-1/9
PROCEDURE USED IN MARKET
SEGMENTATION

The procedure has 3 steps .
1. Conduct marketing research to collect data /
information on existing and potential buyers,
and competitors.
2. Carry out data analysis by using statistical
techniques of factor and cluster analysis in order
to identify different segments.
3. Profile each segment by its characteristics like
application (or/use), location, volume of
requirements, etc.
IM/6-2/9
VARIABLES (BASES) USED IN SEGMENTING
INDUSTRIAL (BUSINESS) MARKETS

Industrial market segmentation is done first based on
Macro Variables , and then subdivided into Micro
Variables, if necessary.

Macro Variables. These segmentation variables are
identified based on industry/organizational characteristics
like.
(i) Type of industry / Type of customer.
(ii) Company size / Usage rate.
(iii) Customer location / Geographical area.
(iv) End-use / Application / Benefits of a product.
IM/6-3/9
Micro Variables. Macro segments are further
subdivided into micro segments, if needed.
Micro Variables are based on purchasing decisions
like
(a) Customer interaction needs,
(b) Organizational capabilities,
(c) Purchasing policies,
(d) Purchasing criteria,
(e) Personal characteristics.

Sequential Segmentation Process. Often,
business marketers use more than one variable to
subdivide the market.

IM/6-4/9
EVALUATING MARKET SEGMENTS
Criteria / factors used for evaluating each market segment are :
(i) Size and Growth .
(ii) Profitability Analysis .
(iii) Competitive Analysis .
(iv) Company Objectives and Resources

TARGET MARKET STRATEGIES
Based on above criteria, business marketer selects one or more
market segments as target segments. Next , the marketers
should decide which of the following broad target market
strategies the company should adopt

(a) Concentrated or Niche marketing strategy,
(b) Differentiated marketing strategy
(c) Undifferentiated marketing strategy
IM/6-5/9
PROCEDURE FOR DEVELOPING A POSITIONING
STRATEGY
Following steps are involved :
(i) Identify which attributes / benefits target customers
consider important while buying a product / service. This
information is obtained through a market research study .
The variables considered for differentiating a companys
product from competing products are.
(a) Product variables,
(b) Service variables,
(c) Personal variables,
(d) Image variables,

(ii) Select one or more major benefits (or attributes) to
differentiate the company from its competitors .

IM/6-6/9
(iii) Use Perceptual Mapping Technique. To decide
on positioning strategy, this technique is used,
after getting customers perceptions through
marketing research.

(iv) Communicate Positioning Strategy. The firm
should decide and communicate its positioning
strategy to target customers, through sales force,
advertising in journals, internet, and trade shows
IM/6-7/9
Excellent
Product Quality
Strong
Customer
Service


Low
Product Quality
1.0
0.8
0.6
0.4
0.2
.D
.C
.B
- 0.2
- 0.4
- 0.6
- 0.8
- 1.0
1.0 0.8 0.6 0.4 0.2 - 0.2 - 0.4 - 0.6 - 0.8 - 1.0
.A 1
A
IM/6-8/9
Weak
Customer
Service


Perceptual Mapping
Technique
.
SUMMARY OF CHAPTER 6

1. Procedure used in market segmentation includes (i) Marketing
research, (ii) Data analysis (iii) Profiling each segment.
2. Variables used for segmenting industrial markets include macro
variables and if needed, micro variables. Sequential
segmentation process is often used.
3. Criteria used for evaluating market segments are (i) size and
growth , (ii) Profitability (iii) Competitive analysis
(iv) Company Objectives and Resources.
4. Target market strategies are (a) Concentrated or Niche
marketing, (b) Differentiated marketing, (c) Undifferentiated
marketing strategy
5. Steps used for developing positioning strategy include :
(i) Identifying attributes / benefits, (ii) Selecting one / more
major benefits, (iii) Using perceptual mapping technique,
(iv) Communicating positioning strategy.
IM/6-9/9
CHAPTER 7

PRODUCT STRATEGY &
NEW PRODUCT DEVELOPMENT
Learning Objectives
1. Define an Industrial Product.
2. Understand Changes in the product strategy.
3. Know Product Life cycle (PLC) Theory and its application.
4. Develop Product strategies for existing products.
5. Understand new product development.
6. Know impact of technology and high-tech marketing.
7. Learn Marketing of industrial services.

IM/7-1/20
DEFINITION AND MEANING OF AN INDUSTRIAL
PRODUCT
Definition : Its is a physical thing as well as a Complex set
of economic, technical, legal and personal relationship
between a buyer and a seller.
Meaning of a Total Product Package : It includes basic
properties (with fundamental benefits), enhanced
properties (with tangible benefits), and augmented
properties (with intangible benefits).
In a competitive market, business marketers must
understand target customers perceptions of a total
product package and offer the same better than
competitors.
IM/7-2/20
CHANGES IN PRODUCT STRATEGY
Business marketers must understand that a
product strategy is dynamic and flexible.
It changes due to changes in
(i) Customer needs.
(ii) Technology.
(iii) Government Policies / Laws.
(iv) Product Life Cycle.

IM/7-3/20
A General Model of Product Life Cycle (PLC)

IM/7-4/20
Rupees
Industry
Sales
Industry
Profits
Maturity Decline
APPLICATION OF PRODUCT LIFE CYCLE THEORY
TO MARKETING STRATEGY

Introduction Stage : Marketing Strategy should focus on
market development for slowly accepted products. For
rapidly accepted products, a competitive strategy
(Competitive pricing or Superior quality product ) should
be evolved.

Growth Stage :To take advantage of high growth of sales
and profits, the marketing strategy should concentrate
on (i) Improving product design or adding product
features (ii) Improving distribution and (iii) Reducing
price, as increased sales and production reduce the
costs.
IM/7-5/20
Maturity Stage As competition increases and
profits decline, marketing strategy should
concentrate on (i) cutting costs, (ii) keeping existing
customers satisfied (iii) entering new markets.

Decline Stage Since both sales and profits decline,
marketing strategy should focus on (i) substantial
reduction in costs, (ii) develop a substitute
product, (iii) withdraw the product slowly from the
market.


IM/7-6/20
PRODUCT STRATEGIES FOR EXISTING
PRODUCTS

Business marketers should take the following steps :
1. Evaluate the performance of existing products by
using product evaluation matrix.
2. Examine the relative strengths and weaknesses of
the companys products by using perceptual
mapping technique.
3. Decide the product strategies, based on above
analysis.

IM/7-7/20
PERFORMANCE EVALUATION OF EXISTING
PRODUCTS

Example : A material handling Co.
(i) Product = P (Pallet Truck)
Last 3 years average performance figures are
Industry sales growth = 25%, Company sales growth = 30%
Market Share = 30% (Dominant) , Profitability = As per
Target.

(ii) Product = S (Stackers)
Industry Sales growth = 16% (Stable) ; Company Sales
Growth = 15% (Stakers)
Market Share = 12% (Average) ; Profitability = Below
Target.

IM/7-8/20
Product Evaluation Matrix

IM/7-9/20
Company Sales
Decline Stable Growth
Profitability
Industry
Sales
Market
Share
Below
Target
Target
Above
Target
Below
Target
Below
Target
Target Target
Above
Target
Above
Target
Growth
Dominant
Average
Marginal
Stable
Decline
Dominant
Dominant
Average
Average
Marginal
Marginal
P
S
PERCEPTUAL MAPPING TECHNIQUE

IM/7-10/20
High
Quality
High Price
Low Price
Low
Quality
* *
A A
1
B
C
Firm As product quality is perceived to be average by
customers, compared to its competitors B & C. Firm A
should try to move to a new position of superior quality at
a reasonable (average) price to improve its profitability.

DECIDE PRODUCT STRATEGIES

(i) Maintain / Continue the product and its marketing
strategy.
(ii) Modify the product & change marketing strategy.
(iii) Drop / eliminate the product.
(iv) Add new product.
IM/7-11/20
CLASSIFICATION OF NEW PRODUCTS
(i) Products that are new to the world & innovative.
(ii) Products that are new to the company, but not new to the
world.
(iii) Improvements / Revision to the existing products.
(iv) Addition to the existing products.
(v) Repositioning existing products to new market segments
(vi) Products with substantial cost reductions without reduction in
performance.

NEW PRODUCT DEVELOPMENT PROCESS
It consists of 7 Stages :
(i) Idea generation, (ii) Idea Screening, (iii) Concept development
and testing, (iv) Business analysis, (v) Product development,
(vi) Market testing, & (vii) Commercialization.

IM/7-12/20
IMPACT OF TECHNOLOGY

Technological innovations create new products / services
that
are new to the world. Examples of these innovations,
called break through technology are :
(i) Technological inventions of 1940s of vacuum tube
and amplifier circuit created new products / services
like radio, wireless telegraphy, and telephone service.
(ii) Technological inventions of 1950s & 70s of
transistor, integrated circuit (IC), microprocessors
have applications in new products like TV sets, movie
Cameras, Computers, Calculators, Mobile phones,
Printers etc.,
(iii) Digital revolution of information technology and the
internet have improved company and consumer
capabilities.


IM/7-13/20
TYPES OF MARKETING SITUATIONS.
IM/7-14/20
Better
Mousetrap
Marketing
High-tech
Marketing
High-fashion
Marketing
Low-tech
Marketing
High
Low
Low
Market
High
Uncertainty
Technological
Uncertainty
MODIFIED TECHNOLOGY ADOPTION
LIFE CYCLE

This is suited to hightech marketing

IM/7-15/20
Deep Gap
Innovators
2%
13%
Early
Adopters
34%
34%
16%
Laggards
Time of Adoption of Innovations
HIGH TECH MARKETING STRATEGY
1. Target a niche market.
2. Plan whole product properties.
3. Develop partnerships.
4. Unique positioning strategy.
5. Effective Communication Strategy
6. Multi Channel distribution strategy.
7. Skimming pricing strategy.

IM/7-16/20
Marketing of Industrial Services
Classifications of Industrial Services

IM/7-17/20
Materials
Components
(Steel, Ball Bearings)
Personal
Computers
Hotels
for
Conferences
Good
Transportation
Pure
Tangible
Product
Major
Product,
Minor
Service
Equal
Product
&
Service
Major
Service,
Minor
Product
Pure
intangible
service
Unique Characteristics of services and
marketing Implications.


IM/7-18/20
Characteristics Marketing Implications Examples
1. Intangibility
(cannot be seen /
felt, before buying)

Buyers see evidence of service quality

Sellers tangibilise the intangible
Management
Consultancy & EDPs.
2. Inseparability
(Production &
consumption at the
same time)

Effective interaction depend on service

providers.
Requires effective recruiting and training
of service providers.
Repairs to machines
& Courier service.
3. Variability
(Service quality
varies)

Uniform quality is difficult

Focus on quality & automation
Management
education & marketing
research.
4. Perishability
(Cannot be stored)

Demand fluctuates.
Use methods to match demand &
capacity.
Airlines seats &
Warehouse space.
5. Non-ownership
(Buyer uses a
service, but cannot
own it)
Advantages of non-ownership :
reduction in costs & flexibility
Hotel and car rental
services.
SUMMARY OF CHAPTER 7


PRODUCT STRATEGYS & NEW PRODUCTS DEVELOPMENT.
Industrial Product is a physical thing and also a complex
set of economic, technical, legal and personal relationship
between a buyer and a Seller.
Product Strategies are changed due to changes in
customers needs, technology, government policies or
laws, and product life cycle
Product life cycle (PLC) concept is used to develop
marketing strategies at different stages of PLC.
Product strategies for existing products are developed by
(i) evaluating the performance of existing products, using
product evaluation matrix , (ii) Studying the strengths
and weaknesses of existing products, using perceptual
mapping technique.

IM/7-19/20
It means, deciding if a product should be continued, modified,
dropped, or replaced.
New products are classified into six groups and consist of seven
stages of development process :- idea generation, idea
screening, concept development & testing, business analysis,
product development, market testing, and commercialization.
In High tech marketing situation, technology application and
market needs are difficult to predict . The technology adoption
life cycle is modified to suit high-tech marketing.
Unique high tech marketing strategies include targeting a
niche market, planning whole product, developing partnership,
unique positioning, effective communication , multi channel
distribution and Skimming pricing.
Industrial services are classified into various groups, and
include unique characteristics like intangibility, inseparability,
variability, perishability & non ownership.

IM/7-20/20
CHAPTER 8

INDUSTRIAL DISTRIBUTION CHANNELS &
MARKETING LOGISTICS
Learning objectives
1. Understand alternative channel structures.
2. Know types of industrial intermediaries.
3. Understand steps involved in designing a channel.
4. Learn how to manage channel members.
5. Understand concepts of supply chain management,
Logistics, and business logistics system.
6. Learn the tasks of physical distribution and total
distribution cost.

IM/8-1/14
Alternative Channel Structures

Industrial channel structures include both direct and indirect
channels.
Direct Channels.
Examples are direct selling through company sales force and direct
marketing through on-line marketing, telemarketing and direct mail.
Direct channels are used typically when (i) Transaction value is large,
(ii) Technical & commercial negotiations are held at various levels
(iii) Buying process takes a long time (iv) Buyers want to buy directly
from manufacturers.

Indirect Channels.
Consists of intermediaries like distributors / dealers, manufacturers
reps / agents, value-added resellers (VARs), brokers and commission
merchants.

Indirect channels are generally used when (i) Value of transaction /
sales is low, (ii) The manufacturers resources are limited,
(iii) Customers are geographically dispersed, (iv) Buyers purchase
many items in one transaction.

IM/8-2/14
Types of Intermediaries

1. Industrial Distributors / Dealers.
They perform many functions like buying, storing, promoting,
financing, selling, transporting and servicing certain geographic
market, & are given discounts.

Major categories are (i) General line distributors, (ii) Specialized
distributors, and (iii) Combination house.

2. Manufactures Representatives / Agents.
They perform functions like promoting manufacturers products /
services, getting orders, and colleting market information. They are
independent business firms, representing various manufacturers
whose products complement one another but are not competitive.

They are paid commission on the value of sales or orders booked.
They do not buy, store or finance transactions.
IM/8-3/14
3. Value-added Resellers (VARs)
They are new type of intermediaries from computer industry. They
deal with computer hardware and software companies, customize
the same to solve specific problems of buying firms. They are paid
discounts.

4. Brokers
They bring together buyers and sellers, when information is not
available completely. They represent either a buyer or a seller, and
their relationship is short term. They do not buy products &
services and are paid on commission basis.

5. Commission Merchants.
They represent sellers / manufactures, mostly with bulk
commodities like raw materials, to perform functions like arranging
inspection, transporting, negotiating and selling. They are paid
commission on the value of sales.


IM/8-4/14
CHANNEL DESIGN

It includes developing new channels and modifying the existing channels.

The procedure / steps are as follows;
(i) Developing channel objectives;
(ii) Analyzing channel constraints;
(iii) Analyzing channel tasks;
(iv) Identifying channel alternatives. These include the following issues :
(a) Types of intermediaries.
(b) Number of intermediaries.
(c) Number of channels.

(v) Evaluating the channel alternatives. The criteria used are:
(a) Economic factor
(b) Control factor
(c) Adaptive factor

(vi) Selection of the channel (s).
IM/8-5/14
MANAGING CHANNEL MEMBERS
It includes :
1. Selecting Intermediaries.
2. Motivating Intermediaries.
(a) Partnering relationships.
(b) Reasonable discounts and commission.
(c) Distributor councils.
(d) Other motivational tools.

3. Controlling Channel Conflicts
(a) Sources of channel conflicts.
(b) Controlling conflicts by
(i) Effective communication network;
(ii) Joint goal setting;
(iii) Diplomacy; Mediation; Arbitration.
(iv) Vertical marketing system (VMS).

4. Evaluating Channel Members
IM/8-6/14
Concept of Supply Chain Management (SCM)
SCM includes activities of moving goods from raw material through
operations to final consumers, as shown in SCM Framework below.
IM/8-7/14
Main aims of SCM are (i) Reduce cost per
unit, (ii) Reduce waste & duplication, (iii)
Minimize order to delivery cycle, and (iv)
Ensure superior delivery service. Firms
adopting SCM gain competitive advantage.
The aims are achieved by a network of
interdependent firms working together with
partnering relationships to manage and
control various activities, in order to improve
flow of materials and information from
suppliers to end users.
Firms involved in SCM are suppliers of raw
materials & components, transporters,
distributors, material handling & information
processing firms.

IM/8-8/14
Logistics Management (LM)
LM plans and coordinates activities to achieve
superior customer service levels at lowest costs.
LM optimizes material flow within the firm, but
SCM extends integration of material flow to
suppliers suppliers and customers customers.
For better understanding, see figure on
business logistics system, which has two product
movement; physical supply and physical
distribution.

IM/8-9/14
Business Logistics System

Marketing Logistics (or Physical distribution) consists of
delivering finished products to intermediaries and
customers.
IM/8-10/14
Physical Supply Industrial Manufactuer Physical Distribution
(or Marketing Logistics)
TASKS OF PHYSICAL DISTRIBUTION (PD)
PD tasks are :
(i) Transportation, (ii) Warehousing, (iii) Inventory Control,
(iv) Customer Service, (v) Packaging, (vi) Material Handling,
(vii) Order Processing, (viii) Communication, (ix) Locations of
factory & Warehouses.

Total Distribution cost and customer service are balanced by
(i) Minimizing total distribution cost, or (ii) Total systems
approach through maximizing profits.

Total Distribution Cost = Transportation cost (Freight) +
Warehouse cost + Inventory cost + Cost of lost sales due to
delayed delivery.


IM/8-11/14
A firm must minimize total distribution cost, instead of
minimizing individual cost elements, to balance customer
service and total distribution cost.

Another approach, called total systems approach or
channel integration focuses on return on investment
(ROI). Here, a firms channel members work together to
improve customer service, in order to get higher sales
revenue.



IM/8-12/14
=
Sales Revenue - Total Physical Distributor Cost
Capital Investment
SUMMARY OF CHAPTER 8

INDUSTRIAL DISTRIBUTION CHANNELS & MARKETING
LOGISTICS.

1. Industrial channel structures include direct and indirect
channels.
2. Types of industrial intermediaries are: industrial
distributors / dealers, manufacturers representatives
(or agents), value added resellers (VARs), brokers, and
commission merchants.
3. Procedure of channel design includes: developing
channel objectives, analyzing channel constraints and
tasks, identifying channel alternatives, evaluating
alternatives and selection of the channel (s).

IM/8-13/14
CUSTOMER SERVICE
Service Quality Gap : Gap between perceived
service and expected service. A firm may have a
strategy of giving superior quality service than
competitors and exceeding customers
expectations.
Factors that determine service quality by
customers are :
(i) Reliability
(ii) Responsiveness
(iii) Assurance
(iv) Empathy
(v) Tangibles

IM/8-13A/
Strategies followed by successful customer
service firms
(a) Top management commitment.
(b) Setting high-standards of service
quality.
(c) Monitoring system.
(d) Systematic approach to resolving
customer complaints.
(e) Satisfy both employees and customers .

IM/8-13B/
Developing customer service levels/ standards
Neither all customers nor all products need the same level
of service. Steps involved :
(i) Conduct marketing research study to find which
elements of customer service are important to
customers.
(ii) Find needs / expectations of customers in quantitative
standards for the service elements.
(iii) Get information on actual performance of the
company and its competitors from customers.
(iv) Analyse variance of actual performance with
standards.
(v) Take corrective actions to minimise the variance.
Outstanding delivery service levels are achieved by
integrating logistics and through supply chain
management.
IM/8-13C/
4. Managing channel members consist of selecting and
motivating intermediaries, controlling channel conflicts,
and evaluating channel members.
5. Supply chain management (SCM) includes activities of
moving goods from raw material through operations to
final consumers. Logistics management optimizes
material flow within the firm, but SCM extends
integration of material flow to suppliers suppliers and
customers customers.
6. Business logistics system includes physical supply and
physical distribution (or marketing logistics).
7. To balance total distribution cost and customer service,
a firm can use any of the approaches: (i) Minimize total
distribution cost, or (ii) Maximize profits (ROI) through
channel integration.


IM/8-14/14
CHAPTER 9
MANAGING THE PERSONAL
SELLING FUNCTION

Learning Objectives :
1. Understand the role of personal selling in
business marketing.
2. Know the business selling process.
3. Know characteristics of B2B selling , Team
selling approach, solution-oriented effort,
Entrepreneurial Philosophy.
4. Understand management of major and national
accounts.


IM/9-1/12
Role of Personal Selling in Business
Marketing

Personal selling or direct selling through
company sales force plays greater role in business
marketing than consumer marketing
Major roles of personal selling
(i) A part of problems solving capabilities of the
company.
(ii) A part of the companys communication or
promotion mix .
(iii) Gives an effective customer service .

IM/9-2/12
Business Selling Process

No magic formula for making a sale. But chances of
making a sale improves, if the following sales
process is followed.
The major steps in selling process are :
(i) Prospecting. It is searching or identifying
prospective or likely customers from various sources.
(ii) Qualifying . Prospective customers are screened
by qualifying criteria like expected volume, location
& financial strength.
(iii) Preparation / Pre-approach. Sales person should
prepare plan before making sales presentation by
obtaining all relevant information about the customer
and competitors through personal visits and websites.
IM/9-3/12
(iv) Sales Presentation / Approach . Different methods
are used like (AIDAS Approach Attention, Interest,
Desire, Action, Satisfaction), or need satisfaction
method.
(v) Overcoming Objections . Often prospects raise
objections, which are real or practical and
psychological or hidden. These should be answered
satisfactorily by the sales person.
(vi) Closing. Asking for an order or closing the sale is
important. Sales person can use some of the closing
techniques.
(vi) Post - Sales service and Follow-up This includes
delivery, installation, training, payment collection,
warranty service, and rejections /returns.

IM/9-4/12
Characteristics of B2B Selling
1. Promotional strategy focuses more on personal
selling through companys sales force. Hence,
salespersons are active in getting orders.
2. Adverting is used as a support to personal selling.
3. The sales person sells technical and non-technical
products, and uses problem solving approach
4. Typically, it takes a long time to know outcome of
sales efforts.
5. System selling approach is used by some business
marketers, as it is preferred in some large industrial
projects or contracts.
6. Team selling approach is used for major customers
and large value orders.
IM/9-5/12
Team Selling Approach

More companies are using team selling approach
for selling to major and national accounts
(customers) and technically complex products and
services.
Sales team consists of sales representative,
technical support person, inside sales person, and
a senior sales/marketing manager.
Coordination is done by a sales rep, for a major
customer and a national accounts manager for a
national customer.
IM/9-6/12
Solution Oriented Effort

IM/9-7/12
Two major roles of personal selling :
(1) A part of problem-solving capabilities,
(2) A part of communication ( or promotional)
mix.
A sales person is a part of selling firms problem-
solving abilities. He should identify and analyse
the buying firms problem. He should then show
how his companys products and services can
solve the buyers problems, better than
competitors. This is called solution-oriented effort
or approach.

Intrapreneurial Philosophy

Intrapreneurship means entrepreneur within
a company.
When sales and marketing persons, who are
employees, behave and act like owners of
the company, they have adopted
entrepreneurial philosophy. Such persons
take initiative, are proactive and creative,
and give superior value to customers.
Firms that follow Intrapreneurial philosophy
show consistently good performance.
IM/9-8/12
MANAGEMENT OF MAJOR AND
NATIONAL ACCOUNTS
Both major and National accounts (or
customers) have large (sales and profit
potentials). But there is a difference.
IM/9-9/12
Complexity of customer

Large
Small
Major
Account
National
Account
Dyadic
Interaction
Minor
Account
Sales
Potential
of
Customer
Simple Complex
A major account has a large sales (and profit)
potential and is simple to serve or manage, as the
customer has only one unit .
A national account has also a large sales (and
profit Potential), and is complex or difficult to
serve, because operating units re geographically
dispersed. In addition, for small value items
operating units are autonomous, but for large
value items, buying is centralized.

IM/9-10/12
How to Manager Major & National Accounts

Objective. To become the preferred or sole supplier with
adequate profits.
Strategy / plan.
Team selling. For a major customer, the team should
include branch / regional managers, sales representative
and technical support person.
For a national account, the team consists of a national
accounts manager, branch sales representatives, logistics
executive, and technical person.
Relationship marketing. The teams build long-term
collaborative or partnering relationships by using
approaches like financial and social benefits, and structural
ties.
Support from top management and functional executives
should be assured.
IM/9-11/12
SUMMARY OF CHAPTER-9

Personal selling has a greater role in business marketing
than consumer marketing.
Business selling process consists of prospecting,
qualifying, preparation (or pre-approach), sales
presentation (or approach), overcoming objections,
closing, post-sales service and follow-up.
B 2 B selling characteristics include problem solving,
systems selling and team selling approaches.
Intrepreneurial philosophy results in consistently good
performance.
Management of major and national accounts is done by
team selling, relationship marketing and support from
top management and functional managers.

IM/9-12/12
CHAPTER 10
BUSINESS (INDUSTRIAL)
COMMUNICATION

Learning Objectives :
1. Develop an effective communication
(or promotional) program.
2. Understand the role of advertising
3. Understand the importance of sales
promotion, publicity, public relation
(PR), and direct marketing.

IM/10-1/10
DEVELOPING AN EFFECTIVE
COMMUNICATION / PROMOTIOAL
PROGRAMME FOR BUSINESS MARKETS

The steps involved are :
(i) Decide communication objectives.
(ii) Identify the target audience.
(iii) Decide the promotional budget.
(iv) Develop the message strategy.
(v) Select the media.
(vi) Evaluate the promotions results.
(vii) Integrate the promotions programme.

IM/10-2/10
Promotional Tools and Media in Business Markets

IM/10-3/10
Promotional
Tools
Advertising
Sales
Promotion
P. R. and
Publicity
Direct
Marketing
Personal
Selling

Print Media
Business
Publications
Trade
Journals
Industrials
directories
Promotional
Media
&
Supports

Trade shows
Exhibitions
Catalogues
Sales Consents
Promotional
novelties (gifts)
Seminars
Demonstration
Promotional
letters
Entertainment

Charitable
donations
Adopting
villages
Community
relations
News item in
press
Technical
articles in
journals

Direct mail
Telemar-
keting
On-line
marketing

Sales calls
Sales
presentations
Team selling
Relationship
marketing
ROLE OF ADVERTISING IN BUSINESS MARKETING

While advertising is relatively less important than
personal selling in business marketing, it is used
as support to personal selling. The functions
performed by advertising are


(i) Creating awareness.
(ii) Reaching members of buying center.
(iii) Increasing sales efficiency and effectiveness.
(iv) Efficient reminder media.
(v) Sales lead generation.
(vi) Support channel members.

IM/10-4/10
ADVERTIING MEDIA USED AND SELECTION
CRITERIA

The media generally used for industrial advertising are:
(i) Business Publications.
(ii) Trade journals/ publications Horizontal and Vertical
publications.
(iii) Industrial directories published by government and private
publishers (e.g. Tata Yellow pages).

Criteria used for selection of advertising media are:
(a) Target audience and their media habits.
(b) Promotional objectives and goals.
(c) Expenditure budget, by using the following formula:
IM/10-5/10
=
Cost per page
Circulation in thousand
IMPORTANCE OF SALES PROMOTION
Sales promotion consists of short-term incentive
tools to stimulate greater or faster purchase of a
product / service by business customers.

Some of the business promotion tools are :
Trade shows (or exhibitions), sales contests,
promotional novelties (or specialty
advertising, or gifts), seminars, catalogues,
promotional letters, demonstration, and
entertainment. Some of the frequently used tools
are trade shows, sales contests, catalogues,
demonstrations, and promotional novelties (gifts).

IM/10-6/10
IMPORTANCE / ROLE OF DIRECT MARKETING (DM)

Definition Direct marketing is an interactive marketing system that
seeks a measurable response and /or transaction. Direct marketing is
also referred to as direct response marketing.
Benefits For business marketers, benefits of DM are many : Can
personalise / customise communication messages, builds a continues
relationship with each customer, can measure responses from
alternative media, and direct relationship marketing company strategy
less visible to competitors.
Main Channels or tools of DM. Direct mail, telemarketing and on-
line marketing. In addition, kiosk marketing and catalog marketing are
also DM channels, but are less popular in India.
Direct mail is not only paper based postal service or courier service,
but can be fax mail, e-mail, or voice mail. Direct marketers send not
only letters, but also audio and videotapes, CDs, and diskettes.
Response rate is about 2%.

IM/10-7/10
Telemarketing uses telephone to contact existing
customers, to attract new customers, or to take orders.
Telemarketing gives immediate feedback, identifies and
qualifies prospects, and reduces sales force travel costs.
Both inbound (incoming calls from prospects / customers)
and outbound (out going calls) are important. Practice,
training, pleasant voices and right timing (late morning to
afternoon) are needed for effective telemarketing.

On-Line Marketing can be done by establishing an
electronic presence (by opening own website or buying
space on a commercial on-line service), placing ads on-
line, and using e-mail. A web site should be attractive on
first view and interesting enough to encourage repeat
visits. Marketers use on-line marketing to find, reach,
communicate and sell to business customers.



IM/10-8/11
Major Benefits to marketers are: Lower costs,
relationship building and quick adjustments to changing
market conditions. Major Benefits for buyers are:
convenience, information availability, and less hassle.
Although small & medium size marketers can reach
global markets at affordable costs, there is chaos and
clutter as the internet offers millions of web sites, and
also as concerns on security and privacy
IM/10-9/11
ROLE OF PUBLICITY & PUBLIC RELATIONS
(PR)
Public Relations (PR) performs certain tasks to promote or
protect a companys image or its products. The tasks / functions
performed by PR are: press relations, corporate communication,
lobbying, and counseling. PR department deals with various
categories of people like press, legislators, Govt. officials,
public, employees, suppliers, customers, and hence it tends to
neglect marketing objectives.

Publicity or Marketing Public Relations (MPR) has more
credibility and lower cost compared to advertising, MPR
includes placing technical articles from the companys technical
persons in trade journals, business magazines, and / or news
papers. MPR should be planned with advertising and should be
given larger budget allocation
IM/10-10/11
Summary of Chapter 10

Steps involved in developing an effective communication programme for
business markets are (i) decide communication objectives, (ii) identify the
target audience, (iii) decide the promotional budget, (iv) develop the
message strategy, (v) select the media, (vi)evaluate the promotions results,
(vii) integrate the promotional Programme.

Advertising is used in business marketing mainly as a support to personal
selling.
Media used for industrial advertising are: business publications, trade
journals / Publications, and industrial directories.
Sales promotion consists of short term incentive tools to stimulate
greater or faster purchase of a product / service by business customers.
Direct marketing and publicity ( also called as marketing public relations
MPR) have important roles. However, public relations (PR) tends to
neglect marketing objectives, since it has to deal with several category of
people.
IM/10-11/11
CHAPTER 11
INDUSTRIAL (BUSINESS) PRICING STRATEGIES & POLICIES

Learning Objectives
1. Understand the special meaning of price.
2. Know the factors that influence pricing
decisions, i.e. price determinants.
3. Understand pricing strategies for different
product/market situations.
4. Examine the pricing policies for various types of
customers.
5. Understand the role of leasing.

IM/11-1/29
SPECIAL MEANING OF PRICE
Some business customers follow Value-
based pricing by evaluating, suppliers
offerings based on the concept of the
suppliers offering equal to the difference
between the perception of value (or
benefits) and the cost to the buying firm.
These are value buyers, and marketers
should attempt to have value added
relationship, if suppliers have purchasing
orientations.
Perception of value in value-based pricing
is made up of several elements like
customers perceptions of product quality /
performance, reliable delivery, warranty /
after-sales service, reputation of the
supplier, etc which are enhanced and
augmented properties.

IM/11-2/ 29
Cost to the buying firm includes basic Price,
freight, transit insurance, installation, risks of
product failure, delayed delivery, etc,
Some customers are price buyers. Marketers,
should follow transactional relationships & offer
basic properties.
Some other buyers are loyal buyers, for whom
marketers should follow relationship marketing
with partnering / collaborative approach and
mutually acceptable prices.
IM/11-3/ 29
IM/11-4/ 29
FRAMEWORK OF PRICING DECISIONS
(i) Pricing objectives
(ii) Customer analysis
(iii) Cost analysis
(iv) Competitors' analysis
(v) Govt. regulation / policies
Before taking pricing
decisions, a buying firm must
find "price determinants".
(i.e. factors that influence
pricing decisions)
Two types of pricing decisions.
Pricing strategies
Pricing policies
Setting a price
(product / market
situations)
Initiating a
price change
Responding to a competitor's
price change
Discounts
Geographical
pricing
Leasing
IM/11-5/ 29
PRICE DETERMINANTS OR FACTORS INFLUENCING
PRICING DECISIONS

(i) Pricing objectives, (ii) customer analysis, (iii)
cost analysis, (iv) competitive analysis, (v) Govt.
policies.

1. Pricing Objectives
Are derived from corporate and marketing
objectives.
Some of the pricing objectives are survival,
maximum short term profits, maximum short
term sales, maximum sales growth, product
quality leadership, etc.

IM/11-6/ 29
2. Customer (Demand) analysis
It includes demand analysis & cost - Benefit analysis
(i) Demand analysis. Using experimental research, it
measures relationship between price and demand (or
sales volume). It sums up how sensitive customers are to
the price changes. The formula is:
IM/11-7/ 29
If PED is > 1, demand is elastic, & customers are price
sensitive
If PED is < 1, demand is inelastic, customers are less
sensitive to prices.
=
% change in quantity demanded
% Change in price
(ii) Cost Benefit Analysis
Necessary to know target customers perceptions of benefits
(or value) and costs.
Benefits are categorized into hard (or tangible) benefits like
quality, production rate, performance, etc. and soft (or
intangible) benefits like customer service, company reputation,
warranty period, etc.
Cost includes price, duties and taxes, freight, installation,
maintenance.

3. Cost Analysis.
A firms total cost of a product is the lowest point on the price
range. Hence, for pricing decisions, the marketer must know
the various types of costs like fixed, variable, total, direct, etc.
for a product / service.
Costs vary based on production capacity (i.e. economies of
scale), and accumulated experience (i. e. learning curve) as
shown.


IM/11-8/ 29
Cost
per
Unit
Quantity Produced per year
Cost
per
Unit
Accumulated Production
Experience /
Learning
Curve.
Av. Cost Reduction
= 10-30%
Economies of Scale
IM/11-9/ 29
IM/11-10/ 29
Sales
&
Costs
Sales Volume
Sales Revenue at P3
Sales Revenue at P2
Sales Revenue at P1
Total Cost
Fixed Cost
Break - Even Analysis is useful to consider different
prices (P1, P2, P3), and its effect on sales revenue and profits.
4. Analyzing Competition
Many marketers have competitive level Pricing as a
pricing objective.
Marketers should get Competitors prices, discounts,
costs, product quality, service, etc for cost/benefit
analysis, pricing and positioning strategy.
Competitors information can be obtained from various
sources.

5. Government Regulation/Policies
Govt. regulations are necessary to ensure fair play and to
protect consumers and small scale suppliers.
Price-fixing / price cartels, price discrimination (e.g.
different discounts to distributors/dealers), and predatory
pricing (e.g. dominant firm aiming to finish competitors)
are not permitted (illegal as per MRTP act, for example)
IM/11-11/ 29
PRICING STRATEGIES
Pricing strategies vary as per product-market
situations such as (i) Competitive bidding in
competitive markets, (ii) New product pricing, (iii)
Pricing across product life-cycle.

(i) Competitive Bidding
In business markets, large volume of purchasing is
done through competitive bidding, using either
closed (or sealed) bidding or open (or negotiated)
bidding method.
IM/11-12/ 29
In closed bidding, often used by the Govt. buyer,
sealed bids are invited through newspaper tender
notices. Sealed bids are opened in presences of
suppliers and orders are placed on the lowest
price bidder(s).
In open bidding, after receiving bids (quotations),
the buyer negotiates technical and commercial
parts with suppliers, and then places orders. This
method is often followed by commercial
enterprises in private sector .

IM/11-13/ 29
Strategy / Model Used for Competitive Bidding
One of the often used strategies is Probabilistic
Bidding, which makes two assumptions :
(i) Pricing objective is profit maximizations,
(ii) Lowest price bidder will get the order.
Equation used : E (A) = P (A) x T(A), where A=Bid
price, E(A) = Expected profit at bid price A, P(A)
= Probability of winning (or getting order ) at
the bid price A, T(A) = profit, if bid price A is
accepted.
IM/11-14/ 29
An Application (example) of probabilistic Bidding Strategy

Rs.60 corers tender from Dept. of Telecomm. (DOT) for underground cable
jointing kits. The company ghosted Rs.400/- per kit (expected maximum profit).
Tender opening revealed, it was L4.L1 was Rs. 330/-, L2=350, L3=Rs 380/- The
company estimates of B and P(A) were incorrect.


IM/11-15/ 29
Bid
Price
( Rs) (A)
Total Cost
Per Unit
(Rs) (C)
Competitor's
Last Tender
Price
(Rs) (B)
Profit (Rs)
=
(A) - (C)
T (A)
450
430
410
380
360
340
330
400
350
350
350
350
350
350
350
350
360
360
360
360
360
360
360
360
0.00
0.15
0.40
0.50
0.72
0.90
0.95
1.00
100
80
60
50
30
10
(10)
(20)
0
12.00
24.00
21.60
09.00
(9.50)
(20.00)
25.00
(ii) New Product Pricing Strategy
In the introduction stage of a new product,
two alternative pricing strategies are
available
(i) Skimming (high initial price) strategy, and
(ii) Penetration (low initial price) strategy.

Skimming Strategy is appropriate for a new
product that is distinct, hightech, or
capital intensive, and purchased by a
market segment that is not sensitive to the
initial high price. The advantage is faster
recovery of investment by generating larger
profits. The disadvantage is that it attracts
competitors due to high profits. The firm
reduces prices after some time to reach
other segments.


IM/11-16/ 29
Penetration strategy is appropriate when (i) buyers are
highly price sensitive, (ii) strong threat exists from
potential competitors (due to low entry barrier). The
selling firms objective is to achieve long term profits
through high market share. The firm can also achieve
cost leadership thru economies of scale and experience
curve, which gives competitive advantage.
(iii) Pricing Across Product Life Cycle (PLC)
Marketing and pricing strategies vary as the product
moves across 4 stages of PLC.
(a) Introduction stage. We have discussed pricing strategy
in this stage earlier in pricing a new product.
(b) Growth stage. The firm lowers the prices to attract the
next layer of price sensitive buyers. Also more suppliers
enter the market and buying firms put pressure on the
existing suppliers to lower prices.
IM/11-17/ 29
(c) Maturity stage. The firm may cut the prices to match
aggressive competitors prices by giving volume discounts,
absorbing freight costs, or more credit. If industrial
customers do cost - benefit analysis, a selling firm may
increase prices or not make any change in prices due to its
superior product quality.
(d) Decline stage. Pricing strategy varies depending on
conditions. (i) If buyers perceptions about the firms
quality of product / service is good, then the price need
not be lowered, but costs should be reduced to earn
profits, (ii) if the quality of product / service is equal of
lower than competitors, a firm may cut prices, to increase
sales volume above break even volume, (iii) if some
competitors have withdrawn, a firm may selectively
increase prices to less price sensitive segments.

IM/11-18/ 29
Initiating price changes

If a firm is a market leader and wants to change the price,
it must anticipate reactions from customers and
competitors.
The firm must study major competitors objectives,
financial situations, production capacity utilizations, sales,
costs, and profits. It must also understand competitors
mind-set, by studying their business philosophy (or
concepts), culture, beliefs and past behaviors. Based on
above analysis the firm should predict competitors
response.
The firm must also understand that customers generally
prefer small price increases several times, rather than one
sharp increase. Of course, customers would generally
welcome price cuts.
IM/11-19/ 29
Responding to competitors price changes

A marketer should respond after answering the following
questions.
(i) Why the competitor has changed the price?
(ii) Is the price change temporary or permanent?
(iii) What will happen to the companys sales and profits,
if it does not respond.
(iv) What would be the reactions of other competitors.

The responses can be in several ways:
(a) maintain price and value (benefits), (b) match
competitors price, (c) develop and launch low-price
product item, (d) maintain price. The right response
depends on the business situations faced by the firm.
IM/11-20/ 29
PRICING POLICIES

Purpose. A firm evolves pricing policies to adjust basic
prices (or price list) for different types of customers (like
OEMs, users, and dealers) who buy various quantities and
are located at different locations. The price list is adjusted
with different types of discounts and allowances.
Price list is a statement of basic prices of a product, having
various sizes/specifications.
Net price = price list (or list-price) less discount (or
allowances). Business buyers are more interested in net
price
Types of discounts : Trade, quantity (or volume), and cash.
Trade discounts. It is offered to traders or intermediaries
(dealers / distributors / stockiest ) and it should be equal
and sufficient (as per industry norms or functions
performed). e.g. price list (100) trade discount (15) = net
price (85)

IM/11-21/ 29
Volume / Quantity discounts. Here, the objective is to
encourage customers to buy larger quantities, which
would reduce the costs of selling, inventory carrying and
transportation. The quantity (or volume) discounts are
given either on single orders over a period, usually one
year (cumulative basis). For example,


IM/11-22/ 29
Above discounts are applicable for all types of customers
OEMs, users, and dealers / distributors.
Size of each
Purchase order
Yearly Total
Purchase
% Quantity
Discount
Less than 5 nos.,
5 - 10 nos.,
11 -15 nos.,
> 15 nos.,
Less than Rs. 5,000
Rs. 5,000 - 10,000
Rs. 10,000 - 15,000
> Rs. 15,000
Nil
upto 3
upto 6
upto 10
or
or
or
or
,
,
,
,
or
Cash Discounts. The objective is to get prompt payments.
If a credit customer pays the bill before dispatch or
within 7-days of dispatch, the customer is given cash
discount on the gross amount of bill. The extent of cash
discount depends on the bank rate of interest. Give cash
discounts thru credit notes and the cheques, instead of
including it in the bills.

Geographical Pricing

It includes decisions on how to price the companys
products to customers located in different geographic
areas. There are two alternatives :

IM/11-23/ 29
(i) Ex Factory Pricing. It means prices quoted are based
on the prices at the factory gate, i.e. freight
( transportation costs) and transit insurance costs are to
the customers accounts. Hence, the landed price (or
costs) to customers vary depending on their geographic
locations.
(ii) F.O.R. Destination Pricing. Here, the quoted prices
include freight costs. Transit insurance is a small amount
to be covered by the customers open insurance policy.
Hence, all customers get the product almost at the same
price, despite different geographic locations. Marketer
adds the average freight cost to the basic prices and then
prepares the price list, or absorbs the freight cost, if
competition demands.
Taxes and Duties. Knowledge of excise duty, sales tax,
octroi, entry tax, road permits etc is essential for sales
and marketing persons, since they have an impact on the
landed price (or costs) to business buyers.

IM/11-24/ 29
ROLE OF LEASING.
Business buyers have options of either leasing or buying
capital items like machinery. The advantages for the
lessee (asset user) are : (i) conserving capital, (ii) gaining
tax advantages, (iii) getting the latest products. The lessor
(asset owner) often earns good income from buying firms
who can not afford outright purchase.

A lease is a contract (or an agreement) by which the asset
owner (lessor) gives the right to use the asset to another
party (lessee) in return for payment, over a specified
period.

IM/11-25/ 29
Types of Leases :
(i) Financial (or full payment) leases, and
(ii) operating (service or rental) leases

Financial leases. These are full payment,
non - cancellable, long - term contracts and
fully amortised (sum of lease payments
purchase price of capital item)
IM/11-26/ 29
>
Operating Leases are service/rental leases, that are
cancellable, short-term contracts or agreements, and
are not fully amortised. The rates are higher than those
of financial leases, because risk of obsolescence are of
the lessor
Pricing Strategy
It is based on the firms marketing and pricing
objectives. Three possible alternatives are :
(i) Decide lease rate to favor leasing
(ii) Decide lease rate to favor outright purchase
(iii) Achieve balance between lease rate & sale rate.
Some business marketing firms have representatives for
giving financial consultancy services to buying firms on
leasing or buying.


IM/11-27/ 29
SUMMARY OF CHAPTER 11
In business marketing, price has a special
meaning. For value buyers, value based pricing is
appropriate.
Factors that influence pricing decisions (or price
determinants) are: (i) pricing objectives, (ii)
customer analysis, (iii) competition analysis, (iv)
cost analysis (v) government regulations/policies
Pricing strategies for different product-market
situations are: (a) competitive bidding in
competitive markets, (b) new product pricing (c)
pricing across product life cycle.
IM/11-28/ 29
Initiating price changes and responding to
competitors price changes are also parts of
pricing strategies
Pricing policies include adjustment of basic prices
(or price list) with different types of discounts like
volume, trade, and cash, as well as geographical
pricing.
Leasing or buying options are available to
business buyers for capital items like machinery.
Financial and operating are two types of leases.
Pricing strategies are made either to favour
leasing or outright purchase, or balance between
leasing and buying .
IM/11-29/ 29
CHAPTER 12
STRATEGIC PLANNING, IMPLEMENTING, AND
CONTROLLING IN INDUSRIAL MARKETING
Learning Objectives
Understand the characteristics of market
oriented organization.
Know the role of marketing in strategic planning
Examine the strategic planning process at
business unit level.
Understand preparation implementation and
control of industrial (or business )marketing plan.
IM/12-1/19
CHARACTERISTICS OF MARKET ORIENTED
ORGANISATIONS
Firms achieve market orientation by
managing the following factors.
(i) Shared values.
(ii) Organization structure, policies and
culture.
(iii) Strategic Planning.
(iv) Needs or expectations of stakeholders.


IM/12-2/19
IM/12-3/19
Hierarchy of Strategies
Before understanding the role of marketing in strategic planning, we
shall first examine hierarchy of strategies.
Organisational
Levels
Organisational
Structure
Strategy hierarchy
(Type of Management)
Corporate
Divisional/
Business Strategy
(Strategic
Management)
Divisional /
Business Unit
/ SBU
Corporate
Office
SBU
II
SBU
III
SBU
I
Marketing Finance Production
Functional
Strategy
(Operations
Management)
Functional
The earlier figure shows hierarchy of strategies and
organization structure of a large company.
Strategic management gives a direction to the firm and
focuses on developing strategies to achieve long term
objectives & goals
A Strategic business unit (SBU) consists of an
independent business or related business that has its
own competitors and specific markets. In some large
companies there are (product ) divisions and each
division has a divisional plan. Each SBU is headed by a
manager who is responsible for strategic planning and
performance of the SBU.
Operational Management maintains the direction given
by strategic management, and concentrates on day-to-
day issues of costs, revenue and profits.

IM/12-4/19
ROLE OF MARKETING IN STRATEGIC PLANNING IN
A FIRM
IM/12-5/19
Company Level Formal Name Role of Marketing Corporte Corporte Marketing To give information on markets and to ensure customer orientation, for corporate strategy development. Divisional / Business Unit level Strategic Marketing To carry out customer & competition analysis, for developing business strategy, including competitive advantage, segmenting, targeting, and positioning strategies. Funcitonal Marketing Management To develope short - term marketing plan and strategy, coordination, and resource allocation.
Company
Level
Formal
Name
Role of Marketing
Corporte
Corporte
Marketing
To give information on markets and
to ensure customer orientation, for
corporate strategy development.
Divisional /
Business
Unit level
Strategic
Marketing
To carry out customer & competition
analysis, for developing business
strategy, including competitive
advantage, segmenting, targeting, and
positioning strategies.
Functional
Marketing
Management
To develop short - term marketing
plan and strategy, coordination, and
resource allocation.
STRATEGIC PLANNING PROCESS AT CORPORATE LEVEL
The major steps involved are
1. Deciding corporate mission and objectives.
2. Establishing strategic business units ( SBUs.)
3. Allocation of resources to SBUs.
4. Developing corporate strategies.

ALLOCATION OF RESOURCES TO SBUs.
Two widely used models /tools are : (i) Boston
Consulting group (BCG) model, called Growth
share matrix, (ii) General electric (GE) model,
called Business Screen matrix.

IM/12-6/19
BCG Model : Growth Share Matrix
IM/12-7/19
Stars
M
a
r
k
e
t

G
r
o
w
t
h

R
a
t
e
Large Small
R
a
p
i
d
S
l
o
w
1
5
Question marks
6
8
4
Cash Cow
3
2
7
Dogs
Relative Market Share
GE Model : Business Screen Matrix
IM/12-8/19
High Medium Low
Business Strength
High
Medium
Low
Selectivity /
Earnings
1
1
5
Major Business Strength factors : Market
share, product quality, unit costs, R&D
performance, brand reputation, share
growth.
Major Market Attractiveness factors :
Overall market size, annual market growth
rate, historic profit margin, competitive
intensity, technological requirements.


IM/12-9/19
DEVELOPING CORPORATE STRATEGIES
Strategic planning gap. It is the gap between future (5
years) desired sales and the projected sales (of all SBUs )
of a company.
IM/12-10/19
S
a
l
e
s
Time (Years)
A
0 5
B
C
Projected Sales
Strategic
Planning gap
Desired Sales
The strategic planning gap can be filled by three
alternative strategies : (A) Diversification growth, (B)
Integrative growth, (C) Intensive growth

(C) Intensive Growth Strategy. Corporate management
should first review existing business, using Ansoffs
product-market expansion grid, shown hereafter :

IM/12-11/19
Current Products
Market Penetration
Strategy
Product development
Strategy
Market development
Strategy
( Diversification
Strategy )
Current
Markets
New
Markets
New Products
( B) Integrative Growth Strategy includes
increase in a firms sales and profits by
integrating backward, forward, or
horizontally within that industry.

(A) Diversification growth strategy is
considered when (B) & (C) strategies are
inadequate to achieve desired growth and
also good opportunities are found outside
the present businesses.

IM/12-12/19
STRATEGIC PLANNING PROCESS AT BUSINESS UNIT
LEVEL
The following steps are followed by the
business unit
head.
1. Defining the business units mission.
2. Scanning the external environment (O.T.
Analysis)
3. Analyzing the internal environment (S.W.
Analysis)
4. Developing objectives and goals.
5. Formulating strategies (See hereafter)
6. Preparing programme or action plan.
7. Implementing strategies and action plan.
8. Feedback and control.

IM/12-13/19
* PORTERS Generic Strategies Framework
for Business unit
IM/12-14/19
Differentiation
Overall cost
leadership
Focus
Industry
wide
Particular
segment only
Low - cost position
Marketing Planning Process
The head of marketing prepares the marketing plan
(short-term up to one year) after going through
Marketing Planning Process, which includes the
following steps :
(i) Analyzing marketing opportunities.
(ii) Segmenting and selecting target market
segments.
(iii) Developing marketing strategies.
(iv) Implementing and controlling the marketing
plan.

The head of marketing now prepares the writhen
document, called marketing plan, with the following
steps.
IM/12-15/19
Business ( Industrial ) Marketing Plan
1. Situational analysis. Market, competitive, product, and
macro environmental analysis.
2. SWOT and Issues analysis
3. Marketing Objectives and goals
4. Marketing Strategy. Selection of target market
segments, positioning, marketing mix, customer service
and marketing research.
5. Action plans / Tactics
6. Marketing Budget
7. Implementation and control. Building marketing
organization and control process.
8. Contingency plan.
IM/12-16/19
IMPLEMENTATION OF MARKETING PLAN
It is a process that turns marketing plans into action plans
and ensures that the tasks or activities of action plan are
executed in as manner that achieves the marketing
objectives and goals. For this the necessary organization
structure and people are selected. Marketing resource
management (MRM) software will help marketers to
improve their decisions, and also in implementation and
controls.
Control Process includes (a) setting goals, (b) measuring
actual performance, (c) comparing goals and actual
performance, (d) analyzing causes of deviations, if any (e)
taking corrective actions, if needed.

Types of controls : (i) Strategic control , (ii) annual plan
control (iii) efficiency control , (iv) profitability control.

IM/12-17/19
SUMMARY OF CHAPTER 12
Marketing orientation is achieved by firms by
managing shared values, organization
structure, policies and cultures, strategic
planning, needs and expectations of
stakeholders.
Before understanding the role of marketing in
strategic planning, it is necessary to examine
hierarchy of strategies.
Major role of marketing is at business unit and
functional levels, and less at corporate level.
Strategic planning process at corporate level
includes corporate mission & objectives,
establishing and allocation of resources to
SBUs and developing corporate strategies.
IM/12-18/19
Strategic planning process at SBUs level includes
mission, SWOT analysis, objectives and goals,
strategies, action plan, implementation and
control.
The marketing head should go through marketing
planning process, before preparing the marketing
plan.
Implementation and control of marketing plan are
important for achievement of marketing
objectives and goals.
IM/12-19/19