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B2B marketing is functioning in an increasingly fast-paced and complex business landscape, with a wealth of new technologies, tools and channels, and where customers are more in control of the buying process than ever before. With the imperative to become 'digital', B2B marketers have become consumed by the marketing activity itself - the tactics - instead of the outcomes marketers want and need to achieve for customers and businesses. B2B Marketing Strategy provides fresh insight into the challenges marketers are facing in such an environment and offers a new framework for developing B2B marketing strategy and plans. Written by an internationally recognised and award winning senior marketing strategist, B2B Marketing Strategy is a thought-provoking and comprehensive exploration of the state of B2B marketing. Expertly examined, this book will challenge the perspective of B2B marketers by confronting and refuting the many fallacies that currently dominate the industry. Filled with real-world case studies and practical, actionable insights, B2B Marketing Strategy takes the reader through three phases of thinking, doing and being different in order to make B2B marketing memorable in the hearts and minds of customers, creating lasting customer engagement.
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Small and medium manufacturers' attempts to grow their business often produce less-than-desired results due to self-inflicted obstacles and pitfalls that defeat their well-intended efforts. Many do not follow generally accepted basic business practices such as knowing product costs and margins, obtaining strategically useful information about customers, conducting market research to identify prospective customers, and understanding competitors' advantages and disadvantages needed to build effective growth strategies. Their approach to pursuing growth strategies--a.k.a shotgun marketing--is akin to ready, shoot, aim--and often the business' working capital, cash flow, financial ratios, and overall profitability are insufficient to afford the costs of needed sales, marketing, and promotional strategies typically called for to find and develop new customers, markets, and products.
Small business marketing. --- Industrial marketing. --- B2B sales --- B2B marketing --- B2B strategy --- B2B customer --- product, and market development --- B2B small business --- B2B strategic planning --- B2B sales planning --- B2B marketing research --- B2B new product development --- B2B growth planning --- B2B marketing and sales --- manufacturing marketing and sales --- manufacturing marketing strategy --- manufacturing growth strategy
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In times of fierce competition in business-to-business markets strong and economically sound business relationships with a company's customers rank among the main success factors. As a well established marketing management conception, key account management is of particular significance in this context. Interestingly enough, empirical research studies have recently proved that relationship marketing, and particularly key account management, does not achieve the economic value originally expected. Stefan Wengler provides a well founded answer to the question of the economic value and shows the need for the implementation of key account management. He presents a comprehensive, but easy-to-handle decision-making model that supports the decision on the most efficient key account management organization for individual companies. In addition, the author gives a comprehensive overview on the key account management conception and its controlling tools.
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Services cannot be produced without the participation of the customer. The customer's impact on the efficiency and effectiveness of the service process implies significant consequences for service process management. Due to this fact, customer processes need to be taken more into account. Janine Frauendorf analyzes how customer processes can be used to optimize the overall service process. In this context, the service blueprint represents the key tool of the thesis - originally a tool for designing and optimizing the internal process of the service operator, it is now extended by the customer process side. Transaction cost theory, as the link between supplier process and customer process, on the one hand and the script construct from cognitive psychology on the other, provide the theoretical basis for the thesis. On the basis of empirical results, the author presents significant implications for services research and helpful suggestions for business practice.
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In deze publicatie onderzoekt SWOCC de rol die het merk speelt in de business-to-businessmarkt. Naast een uitgebreid literatuuronderzoek en een breed kwantitatief onderzoek onder 380 Nederlandse zakelijke kopers, zijn met inkopers enkele aankooptrajecten volledig doorlopen. Er worden onder meer uitspraken gedaan over de manier waarop bedrijven (in)kopen, welke rol het merk speelt in zakelijke aankoopbeslissingen en welke zakelijke kopers het meest gevoelig zijn voorDoor vanuit de koper te redeneren, komen b2b-marketeers te weten in welke situaties, op welke momenten en met welke acties zij een aankoopproces kunnen beïnvloeden.Bron : http://www.swocc.nl
Merken. --- Corporate branding. --- Organisaitemerk. --- B2B (business-to-business) --- SWOCC --- b2b --- Webcare --- b2b. --- Webcare. --- B2b. --- Merkbeleid --- Merkstrategieën --- Merken --- Business-to-Business marketing --- #SBIB:309H2812 --- Marketing, consumentengedrag, consumentisme --- Business management --- merken --- Verkopen --- Marketing --- Merkstrategie --- Merk
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Applied marketing --- B2B (business-to-business) --- marketingplan --- marketingstrategie --- relatiemarketing --- Marketing
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As products become increasingly similar, companies are turning to branding as a way to create a preference for their offerings. Branding has been the essential factor in the success of well-known consumer goods such as Coca Cola, McDonald's, Kodak, and Mercedes. Now it is time for more industrial companies to start using branding in a sophisticated way. Some industrial companies have led the way... Caterpillar, DuPont, Siemens, GE. But industrial companies must understand that branding goes far beyond building names for a set of offerings. Branding is about promising that the company's offering will create and deliver a certain level of performance. The promise behind the brand becomes the motivating force for all the activities of the company and its partners. Our book is one of the first to probe deeply into the art and science of branding industrial products. We provide the concepts, the theory, and dozens of cases illustrating the successful branding of industrial goods.
Marketing --- Business management --- B2B (business-to-business) --- management --- marketing
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Business policy --- B2B (business-to-business) --- marketing --- leidinggeven --- strategisch beleid
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