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 SECOND EDITION

Business-
o-Business |
4
Marketing ,

ROSS BRENNAN
LOUISE CANNING
RAYMOND McDOWELL-

companion}:
L
 University of

LIS Library
Chester 01244 511234
Warrington 01925 534284
[email protected]
 ceesston Mo.

il|iN

Business-to-Business
Marketing
Advanced Marketing Series

Series Editor
Professor Phil Harris, University of Chester, UK

Series Editorial Board

Professor Morris Holbrook, Columbia University, USA
Professor Rob Lawson, University of Otago, New Zealand
Professor Bill Lundstrom, Cleveland State University, USA
Professor Mark Gabbott, Macquarie University, Australia
Professor Bruce Newman, DePaul University, USA
Professor Caroline Tynan, University of Nottingham, UK
Professor Craig Fleisher, College of Coastal Georgia, USA
Professor Dale Littler, Emeritus Professor University of Manchester, UK
Professor David Carson, University of Ulster, UK
Professor Robin Wensley, Warwick University, UK
Professor Nicholas O'Shaughnessy, Brunel University, UK
Professor John O'Shaughnessy, Emeritus Professor Columbia
University, USA
Professor Mike Saren, University of Leicester, UK
Professor Pauline Maclaran, Royal Holloway, University of London, UK
Professor Richard Speed, University of Melbourne, Australia
Professor Andrew Lock, Emeritus Professor University of Leeds, UK
Professor Andrew McAuley, Queensland University of Technology,
Australia
Professor Camille Schuster, California State University, USA
Professor Carla Miller, University of Twente, The Netherlands, and Ashridge
Business School, UK

Other titles in this series

Understanding Children as Consumers
Edited by David Marshall
Publication April 2010
Business-to-Business Marketing, 2nd Edition
Ross Brennan
Louise Canning
Raymond McDowell
Publication December 2010
 Business-to-Business
Marketing

Ross Brennan, Louise Canning and

Raymond McDowell

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@SAGE
Los Angeles |London |New Delhi
Singapore |Was!
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© Ross Brennan, Louise Canning and Raymond McDowell
2007, 2011

First edition published 2007. Reprinted 2008

This second edition published 2011

Apart from any fair dealing for the purposes of research or

private study, or criticism or review, as permitted under the
Copyright, Designs and Patents Act, 1988, this publication
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Contents

Acknowledgements xil
List of Figures xiii
List of Tables XV
List of Abbreviations xvii
Preface to the Second Edition XViii
Companion Website Xx

Part I: Fundamentals of Business-to-Business Marketing 1

1 Business-to-Business Markets and Marketing 3

Learning Outcomes 6)
Introduction )
The Nature of Business Markets ®)
Business Markets: Defining Characteristics 10
Market structure differences 12
Buying behaviour differences and marketing
practice differences 19
Classifying Business Products and Markets 19
Chapter Summary 22
Questions for Discussion nye}
Case Study: Rolls-Royce Group ple Zo
Further Reading 25

2 Buyer Behaviour vai

Learning Outcomes ay
Introduction ad.
Organizational Factors Affecting Purchasing Decisions 28
The nature of company business 28
Business strategy 31
Purchasing orientation 32
Segmenting purchase categories 35
Marketing implications of a customer’s purchasing orientation 35
vi Contents

Purchase Process oF
Decision-making 37
Variations in the purchase process 38
Buying Teams A3
The effect of risk on buying teams 44
Business Buying and the Individual Manager 45
Personal factors 45
The purchasing professional 46
The Effect of Information Technology on Purchase Behaviour 47
Communicating with external markets 47
Auctions 48
Catalogue purchasing 51
Internal coordination of buying activities BZ
Inter- and intra-firm coordination 52
Chapter Summary 53
Questions for Discussion 54
Case Study: Getting wired can make a supply manager’s
life more manageable 54
Further Reading 56
Note oO

3. Inter-firm Relationships and Networks 58

Learning Outcomes 58
Introduction 58
Inadequacies of Traditional Approaches to Business Marketing 59
Matching the Uncertainties and Abilities of Both Parties 61
Customers face uncertainties 62
Supplier abilities can reduce customer uncertainties 63
Customer abilities can reduce supplier uncertainties 63
Relationship Theories and Variables 65
Exchange risk and its management 65
Allocating exchange costs 68
Dealing with relative power dependence 69
The social dimensions of relationships 70
Business marketing: an interaction perspective 71
Business Marketing as Network Analysis and Management 79
Beyond relationships to the network 79
Network analysis to establish current position 80
Initiating changes towards a new network position 81
Chapter Summary 82
Questions for Discussion 83
Case Study: Surface Inspection — ensuring quality, tile after
tile after tile 83
Further Read ing 86
 Contents _ vii

Part II: Business-to-Business Marketing

Analysis and Strategy 87
4 Business-to-Business Marketing Strategy 89
Learning Outcomes 89
Introduction 89
Strategy: meaning and process oe
The Purpose of Strategy: Value and Value Creation 93
Customer value: give-get definitions 94
Customer value: means-end chain definition 96
Perceived customer value for an organization o7
Customer lifetime value 98
Relationship value 98
Approaches to Strategy 99
The rational planning approach oe)
The resource-based view 100
Strategy as the management of relationships and networks 103
Ethics, Corporate Social Responsibility and Sustainability 105
Managerial egoism 106
Utilitarianism 106
Deontological ethics 107
Virtue ethics 110
Sustainability 110
New Technology and Business Marketing Strategy dub
Chapter Summary i183
Questions for Discussion 114
Case Study: The Carbon Trust 114
Further Reading 17

5 Researching Business-to-Business Markets 118

Learning Outcomes 118
Introduction 118
The Value of Marketing Information 120
Market Research and the Nature of Business Markets 122
Research Fundamentals in Business-to-Business Markets 123
Sampling and sampling frames 173
Response rates yz
Standard Industrial Classification 129
Using Market Research Agencies ew
The client-agency relationship in business markets 12)
Secondary Research in Business Markets 134
The importance and usefulness of secondary research 134
Using the internet in business-to-business research 135
Chapter Summary 135
Vill Contents

Questions for Discussion 136

Case Study: Dun & Bradstreet 137
Further Reading 141
Appendix 1: The UK Standard Industrial Classification (2007) 142

Business Market Segmentation 144

Learning Outcomes 144
Introduction 144
Principles and Value of Segmentation 145
Segmentation process 147
Segmentation Bases 147
Firmographics 148
Operating variables 52
Purchasing approach 154
Situational factors Wey
Personal characteristics of buyers 158
Where to Stop? Successful Segmentation 158
Targeting 160
Target segment selection 160
Targeting strategy 161
Business-to-Business Positioning 163
Chapter Summary 164
Questions for Discussion 165
Case Study: Segmenting the market for Wavin Plastics 165
Further Reading 167

Part III: Communicating and Interacting with Customers 169

7 Market Communication 171

Learning Outcomes 172
Introduction ia
Business Brands 172.
Meaning and relevance in business markets 2
Identity, image, reputation 173
Brand architecture: product or company 174
Brand communication 7S
Integrated Communication Strategy 175
Communications objectives 77
Communications mix 179
Budgeting 180
Advertising 181
Advertising strategy 182
Sales promotion 187
Trade missions and trade shows/exhibitions © 188
Public relations 197
 Contents ix

Chapter Summary 198

Questions for Discussion 139
Case Study: Being fashion smart 200
Further Reading 201

Relationship Communication 203

Learning Outcomes 203
Introduction 203
Direct Marketing 204
Direct marketing campaigns 204
Direct mail 205
Telemarketing 205
Personal Selling 206
Sales responsibilities and people 207
The Relationship Communication Process 209
Handling leads and prospective customers 210
Call preparation PAs
Selling 212
Order fulfilment 215
Relationship building ZG
Culture alles}
Coordinating Relationship Communication pad
Inter-firm 222
Intra-firm (vendor perspective) 229
Relationship promoters 227,
Controlling Relationship Communication 228
Chapter Summary 230
Questions for Discussion 230
Case Study: Coordination in hi-tech companies 231
Further Reading 233

Relationship Portfolios and Key Account Management 234

Learning Outcomes 234
Introduction 234
Principles of Portfolio Management 200
The Relationship Classification Process 238
Classification Criteria: More Easily Observed 240
Sales 240
Profits 240
Cost savings 243
Relationship age 243
Classification Criteria: Less Easily Observed 245
Replaceability of a customer 245
Use of critically important products or processes 246
Shared vision of the future 246
x Contents

A source of learning for the company 248

The supplier’s share of customers’ purchases 248
Short-term advantage-taking 249
Combining Classification Variables to Produce Varied Clusters 250
Relationship Life-cycles Zoe
Relationship stages PeBWs
Value of the relationship life-cycle concept 255
Key Account Management 256
Defining KAM and the KAM life-cycle ai)
Implementing KAM 258
KAM: benefits and risks 259
Chapter Summary 260
Questions for Discussion 261
Case Study: Reseller relationship portfolio management at O, 261
Further Reading 264

Part IV: Managing Marketing Processes 265

10 Managing Product Offerings 267

Learning Outcomes 267
Introduction 267
Business-to-Business Product Offerings 268
Strategic Tools for Managing Product Offerings 270
Managing product offerings using the life-cycle concept 274
Criticisms of the life-cycle approach 279
Managing offerings using portfolio analysis 275)
Managing Innovation in the Business-to-Business Context 278
Relevance of innovation management 278
Organizing for innovation 279
Role of business-to-business relationships in
innovation management 280
New Product Offering Development 281
New product offerings: an unavoidable risk 281
New product offering development process 284
Chapter Summary 289
Questions for Discussion 290
Case Study: Trolley’s up for Clares MHE 290
Further Reading 292

11 Routes to Market 293

Learning Outcomes 293
Introduction 293
Supply Chain Management and Logistics 294
Reaching and Satisfying Customers: Third-Party Involvement 296
Bespoke/complex offerings 297
 Contents xi

Uniform product offerings 298

From single to multiple routes to market 301
A pluralistic multi-channel system 302
A monlithic multi-channel system 303
Improving Channel Performance 305
Customer expectations 305
The rethinking of value/distribution chain activities 305
Coordination: the contribution of IT 307
Chapter Summary 316
Questions for Discussion SH.
Case Study: Routes to market in the toys and games industry 317
Further Reading 320

12 Price-Setting in Business-to-Business Markets 321

Learning Outcomes 321
Introduction S21
Costs, Customers and Competitors 322
Costs and break-even analysis 323
Customers and demand analysis S27,
Competitor analysis 329
Pricing: Strategy and Organization 330
Price positioning BO2
The pricing plan and the pricing committee 333
Intra-organizational aspects of pricing 334
Relational Aspects of Business-to-Business Pricing 336
The pricing effects of long-term buyer-supplier relationships 336
Supply chain pricing g87
Bid Pricing 338
Types of bidding process: four basic auction mechanisms Sele
Internet auctions 339
Bidding decisions 341
Ethical Aspects of Business-to-Business Pricing 344
Pricing — common ethical concerns 3.44
Responding to ethical issues in pricing 346
Chapter Summary 348
Questions for Discussion 349
Case Study: Cover pricing in the UK construction industry 349
Further Reading Slo!

Glossary Go2
References 362
Index 379
Acknowledgements

We are grateful to the following companies that granted permission for the
reproduction of their copyright material in this book.

Figure 2.1: Reprinted with permission from Anderson, M.G. and Katz, P.B.
(1998) ‘Strategic sourcing’, The International Journal of Logistics Management,
9(1): 1-13. © Emerald Group Publishing Limited all rights reserved.
Figure 3.1: Reprinted with permission from WileyBlackwell. Ford, D.,
Hakansson, H., Lundgren, A., Snehota, I., Turnbull, P. and Wilson, D. (1998)
Managing Business Relationships. Chichester: Wiley.
Figure 3.2: Reprinted with permission from WileyBlackwell. Hakansson,
H. (ed.) (1982) International Marketing and Purchasing of Industrial Goods: An
Interaction Approach. Chichester: Wiley.
Figures 5.1, 5.2, 5.3, 5.4: Website material reproduced from http://dbuk.
dnb.com with permission from D&B United Kingdom.
Figure 6.1: Reprinted with permission from Harvard Business Review.
Shapiro, B. and Bonoma, T. (1984) ‘How to segment industrial markets’,
Harvard Business Review, 62(3): 104-10.
Figure 6.2: Reprinted from Freytag, P. and Clarke, A. ‘Business to business
market segmentation’, Industrial Marketing Management, 30(6): 473-86. ©
2001, with permission from Elsevier.
Figure 7.1: Reprinted with permission from Kuhn, K.L., Alpert, F. and
Pope, N.K. (2008) ‘An application of Keller’s brand equity model in a B2B
context’, Qualitative Market Research: an International Journal, 11(1): 40-58. ©
Emerald Group Publishing Limited all rights reserved.
Figure 7.2: Reprinted with permission from Pearson Education Limited.
Anderson J.C. and Narus, J.A. (2004) ‘Gaining new customers’, in Business
Marketing Management. New Jersey: Prentice-Hall.
Figure 7.3: Reprinted by permission, Gopalakrishna, S. and Lilien, G.
‘A three-stage model of industrial trade show performance’, Marketing
Science, 14(1): 22-42. ©1995, the Institute for Operations Research and the
Management Sciences (INFORMS), 7240 Parkway Drive, Suite 300, Hanover,
MD 21076 USA.
Figure 8.2: Reprinted with permission. From Rangan:and Sviokla, ‘Staple
yourself to an order’.Harvard Business Press © 2004.
 Acknowledgements xiii

Figure 8.3: Reprinted from Industrial Marketing Management, 28(5): 530,

Moller, K. & Rajala, A., ‘Organising marketing in industrial hi-tech firms’. ©
1999, with permission from Elsevier.
Figure 9.1: Reprinted with permission from Harvard Business Review.
Shapiro, B., Rangan, V., Moriarty, R. and Ross, E. (1987) ‘Manage customers
for profits (not just sales)’, Harvard Business Review, 65(5): 101-8.
Figure 9.2: Reprinted with permission from Harvard Business Review.
Shapiro, B., Rangan, V., Moriarty, R. and Ross, E. (1987) ‘Manage customers
for profits (not just sales)’, Harvard Business Review, 65(5): 101-8.
Figure 9.4: Reprinted with permission from WileyBlackwell. Ford, D.,
Berthon, P., Brown, S., Gadde, L.E., Hakansson, H., Naudé, P., Ritter, T. and
Snehota, I. (2002) The Business Marketing Course. Chichester: Wiley.
Figure 10.4: Trott, P. (2005) Innovation Management and New Product
Development (3rd edn). Harlow: FT/Prentice-Hall. Reprinted with permis-
sion from Pearson Education Limited.
Figure 11.2: Reprinted from Business Horizons, 33(4): 72, Cespedes, F.V. &
Corey, E.R., ‘Managing multiple channels’. © 1990, with permission from
Elsevier.
Figure 11.3: Reprinted from Business Horizons, 33(4): 73, Cespedes, F.V. &
Corey, E.R., ‘Managing multiple channels’. © 1990, with permission from
Elsevier.
Figure 11.4: Reprinted from Industrial Marketing Management, 24(4): 300,
Cavusgil, S. T., Yeoh, P.L. & Mitri, M., ‘Selecting foreign distributors’. © 1995,
with permission from Elsevier.
Figure 12.4: Reprinted from Industrial Marketing Management, 30(3): 303,
Shipley, D. & Jobber, D., ‘Integrative pricing via the pricing wheel’. © 2001,
with permission from Elsevier.
Figure 12.5: Reprinted from Industrial Marketing Management, 30(3): 308,
Shipley, D. & Jobber, D., ‘Integrative pricing via the pricing wheel’. © 2001,
with permission from Elsevier.
Table 2.1: Bevilacqua, M. and Petroni, A. (2002) ‘From traditional purchas-
ing to supplier management’, Internal Journal of Logistics:Research and
Applications, 5(3): 235-55. Reprinted by permission of the publisher (Taylor
& Francis Group, http://www.informaworld.com).
Table 2.3: Reprinted from Industrial Marketing Management, 32(6): 487,
Smeltzer, L.R. & Carr, A.S., ‘Electronic reverse auctions’. © 2003, with per-
mission from Elsevier.
Table 7.1: Adapted from Jackson, D.W., Keith, J.E. and Burdick, R.K. (1987),
‘The relative importance of various promotional elements in different indus-
trial purchase situations,’ Journal of Advertising, 16(4): 30. Used by permission
of M.E. Sharpe, Inc.
Table 7.2: Reprinted with permission from the Association of German
Trade Fair Industry.
Table 7.3: Reprinted with permission from the Association of German
Trade Fair Industry.
xiv Acknowledgements

Table 7.4: Reprinted from Industry Marketing Management, 31(7): 633, Blythe
J. ‘Using trade fairs in key account management’. © 2002, with permission
from Elsevier.
Table 8.3: Reprinted with permission of the McGraw-Hill Companies.
Johansson, J., Global Marketing: Foreign Entry, Local Marketing, and Global
Management 5th edition © 2009 McGraw-Hill.
Table 9.3: Reprinted with permission from WileyBlackwell. Ford, D.,
Berthon, P., Brown, S., Gadde, L.E., Hakansson, H., Naudé, P., Ritter, T. and
Snehota, I. (2002) The Business Marketing Course. Chichester: Wiley.
Table 9.4: Reprinted with permission from WileyBlackwell. Campbell, N.
and Cunningham, M. (1983) ‘Customer analysis for strategy development in
industrial markets’, Strategic Management Journal, 4: 369-80.
Table 11.1: Reprinted from Business Horizons, 33(4): 74, Cespedes, F.V. &
Corey, E.R., ‘Managing multiple channels’. © 1990, with permission from
Elsevier.
Table 11.2: Shipley, D. and Prinja, S. (1988) ‘The services and supplier
choice influences of industrial distributors’, Service Industries Journal, 8(2):
176-87. Reprinted by permission of the publisher (Taylor & Francis Group,
http:/ /www.informaworld.com).
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