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Business to Business Marketing Report
1. Introduction
As requested, please find herewith our Business-to-Business Marketing report which
addresses your marketing concerns.
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2. Marketing communication tools
In order to for CCS to continue growing effectively and resisting the economic
downturn, it needs to focus on a specific combination of communication tools. These
tools must allow it to retain current clients and service providers (for their outsourced
operations) as well as attract new clientele. Also, the tools must promote a
competitive advantage for CSS. Identifying these tools and justifying their
effectiveness is the topic of this section.
2.1. Communication mix
B2B communication tools can be differentiated into several types, which
together compose the communication mix. Please see figure 1 below.
Figure 1: A schematic depiction of the communication mix. Adapted from: (Fill, Ch. &
Fill, K. 2005; Brennan, R. Canning,L. and McDowell, R. 2011;)
With the exception of personal selling (which is covered in the following
question/answer), the other four tools will now be discussed in further detail.
2.2. Advertising
CCS relies predominantly on word-of-mouth promotion of their business and
this has served it well so far. However, in order to expand on clientele, CCS may
need to utilise a more structured marketing campaign. This should not be difficult to
accomplish as this is one of the services which CCS provides for its customers. A
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major factor of marketing is advertising choosing the form of media most suitable,
not only for CCSs budget but also for its target audience. The diagram below
summarises the major forms of advertising: broadcast, print, internet, outdoor, in-
store and tradeshows. Please see figure 2.2.1 below for a more in-depth breakdown
of these media types. (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. and
McDowell, R. 2011)
Figure 2.2.1: The media matrix. The inner ring contains the 6 primary media forms,
the middle ring breaks the form of media down to individual types and the outer ring
lists the effectiveness of the media, their relative/absolute cost and whether they are
being exploited by CCS.
As can be seen in the above media matrix, not all media forms are fully
exploited and not all are effective for reaching potential business clients.
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Recommendations will be given at the end of this section. (Fill, Ch. & Fill, K. 2005;
Brennan, R. Canning,L. and McDowell, R. 2011)
2.3. Sales promotion
Sales promotion works by offering the buyer perceived additional value, while in
fact reducing hesitation and increasing spending. This form of communication is
often used to increase rate of sales or alter potential buyer attitude. This may
generally be accomplished by rewarding current customers or encouraging potential
customers with special offers. For this, a pull strategy is employed, using various
tools, a selection of which is presented in table 1 below.
Recommendedtools
Advantage Disadvantage Recommendation
Price promotions/ price discounting
Offering advertisingpackages for longer terms (6or 12 months) at lower price engages client for longer,building trust and bond
Break-even point has tobe calculated very carefulto avoid generating loss
May negatively affect
brand reputation
Useful since it attracts newclients
Encouraging existing clientsto prolong the businessrelationship
However, has to be carefullyplanned
Coupons- couponbooks sent outin magazine or brochure,redeemable by customer- A cut-out coupon as partof an advert- On the back of theinvoice forexistingcustomers
If cleverly designed, willencourage further sale
May simply encouragecustomers to buy what theywould have bought anyway
The key objective is tomaximise the redemption rate(percentage of customersactually using the coupon)
Perhaps not the best tool forpotential business clients
The gift withpurchase
Good way of rewardingexisting customers Builds social bond and
trust
Difficult to give awaydesirableproducts/services withoutincurring loss
Useful if there is waste
product to be rid off, as longas its not viewed as tacky
More suitable for currentclients
Table 1: A discussion of sales promotion tools and their effectiveness for CCS
adopted from (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. and McDowell, R.
2011)
2.4. Public relations
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With respect to B2B communication, public relations have several roles:
Identify relevant publics/clients
Influence the opinion/perspective of the public by
o Highlighting and emphasising positive opinions
o Eliminating or decreasing negative opinions
o Creating positive opinion from otherwise neutral/oblivious public
CCS clearly has a decent public image since its had significant growth mainly
by word-of-mouth, even during the financial downturn. This is certainly an essential
aspect when attracting new clients most will seek reputable partners/service
providers. CCS could attempt to further improve public image, mainly by turning
neutral opinion to positive but this is more long-term. CCS has concerns for the
coming year attempting to improve on already good public relations would likely
just put it under unnecessary financial and time strain. (Fill, Ch. & Fill, K. 2005;
Brennan, R. Canning,L. and McDowell, R. 2011)
2.5. Direct marketing
The direct approach to marketing is an approach which essentially cuts out the
middle-man. Direct marketing is often employed as a strategic tool to reduce the
cost of marketing, improve its quality and design specific packages for respective
clients. Furthermore, in B2B, it is often used to assist personal selling and thus
lowering spending and increasing performance. Table 2 below discussed 3 forms of
direct marketing.
Type of direct marketing Explanation
Direct mail
Supports personal selling by building awareness,emplacing image and taking orders
May provide level of customer management
TelemarketingFacilitates customer enquiries, establishes leads, makes
appointments, collects low value orders and provides direct
sales channels
DatabaseThe collection of records from transaction undertaken with
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customers. May be used for subsequent analysis to improve
future marketing and generate sales forecasts.
Table 2: Various forms of telemarketing and the possibilities which they provide
adopted from (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. and McDowell, R.
2011)
CCS has a reputation for reliability and establishing long-term, secure
relationships with clients - telemarketing and direct mail may spoil this image.
Telemarketing is considered a severe annoyance by many and is not suitable for
attracting high profile customers. Direct mail is more feasible although it should be
performed in a subtle, personal manner. Hard working potential clients seldom have
time to read important mail so spamming their inbox with countless advertisements
would likely only cause irritation.
As for setting up a database, this is always a sensible idea but is more useful in
the long term.
2.6. Recommendations
CCS is concerned for its finances in the coming year but wants to attract new clients.
It also want to expand out of the immediate environment. Therefore, the most
relevant B2B communication tools for CCS are advertising and sales promotion:
Website should be expanded to allow small service sales, engaging clients
globally
Use of websites such as Facebook to gain much more word-of-mouth type
exposure is advised
Advertising in business magazines more actively may attract more high-profile
customers
Sales promotions should be offered to potential clients since everyone is
looking to save in the downturn and to current clients to maintain business
ties.
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Media services operation should increase to include on-line marketing
campaigns. This could also be outsourced to web-design companies. This will
attract a wide variety of customers.
A database should be installed and the service offered as a direct marketingservice.
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3. Personal selling
The following section of the report deals with the CCSs decision to implement
a dedicated sales team. There are several different formats which a sales team can
adopt and these are discussed herein. Subsequently, the most appropriate option for
CCS is identified. (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. and McDowell, R.
2011)
3.1. Personal selling structure
The decision to introduce a dedicated sales team in CCS is reasonable at the
moment, the Accounts team deals with client interaction and client packages but
they do not partake in more direct forms of selling. CCS wants this to change it
needs to attract new clients and stay competitive. Therefore, the structure of the
sales team must be decided and there are several ways this can be approached:
geographically, according to product or market/customer. (Fill, Ch. & Fill, K. 2005;
Brennan, R. Canning,L. and McDowell, R. 2011)
3.1.1. Geographically-based sales force
Perhaps the most common and straight forward method of organising a sales force
is to divide it according to geographical territories. Thereby, the sales person is
responsible for all activates necessary to sell all products to all potential customers in
their region. Please see figure 3.1 below for a schematic structure of a generic
geographical sales team. Subsequently, the strengths and weaknesses of such a
team are given in table 3. (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. andMcDowell, R. 2011 )
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Figure 3.1: A generic example of a geographical sales team structure
Strengths Weaknesses
Low cost
Highly responsive
Customer deal with only one persontherefore less risk of multiple and conflict
messages
Lack of specialised knowledge
Many products promoted by eachperson
Number of new customers is low
Salespeople under this structure tend tobe allowed greater freedom in designand execution of their working day
Table 3: The strengths and weaknesses of a geographical sales team
Although a geographically structured sales team is easy to organise and
relatively low cost, it lacks product expertise. Also, if client interest grows rapidly,
either more teams will need to be set-up - increasing cost - or the teams reach willneed to be increased weakening their capabilities. (Fill, Ch. & Fill, K. 2005;
Brennan, R. Canning,L. and McDowell, R. 2011)
3.2. Product based sales force
This type of structure has different sales teams for a particular line of
products. This structure is generally preferred by organisations providing
Sales Director
Greater LondonArea Sales Team
Internal sales
person
External sales
person
East and MidlandsArea Team
Internal sales
person
External sales
person
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products/services which require specialist knowledge and particular selling
techniques. Again, please see figure 3.2 and table 4 below.
Figure 3.2: The product-specific sales team structure
Strengths Weaknesses
High level of product knowledge andtechnical experience
Helps improve source credibility andtrust
Control of allocation
More salespeople can be allocatedappropriately
Risk of duplicated efforts
Increased expenses due to necessarycoordination of teams
Table 4: The strengths and weaknesses of a product-specific sales team
A product-specific sales team has the greatest product expertise and this can be
used to reinforce reliability and good client relations. Such a team has the capacity to
tailor product packages to the clients needs. A high level of coordination is required
but this is not difficult in a relatively small company with a few, clearly defined
products such as CCS. (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. and
McDowell, R. 2011)
3.3. Market/customerbased sales force
Sales
Director
Advertising
Sales Team
Internal
sales personExternal
sales person
Marketing
Sales Team
Internal
sales personExternal
sales person
MediaServices Sales
Team
Inernal sales
person
External
sales person
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Structuring the sales team according to market or customer type tends to
complement the marketing concept. This structure has an increased popularity since
it allows the sale of varying products to different markets, reaching more customers.
Figure 3.3: An example of a market/customer-based sales team
Strengths Weaknesses
Single type of customers
Greater understanding of customersneeds
Opportunity to force specialist sellingapproaches in different markets
The size of specialist sales team can bevaried by management according tointernal and external requirements
Product to client duplication
Highest coordination level required,incurring high cost
Table 5: The strengths and weaknesses associated with a market/client-based sales
team
A market/client-based sales team has the capability of reaching new clients
with relative ease. Also, it is has a great understanding of clients or the market in
which they deal. However, this structure compromises product expertise.
Furthermore, CCS deals with a vast variety of clients which deal in many different
markets respectively. There is a limit to how many markets or client types a small
Sales Director
Travel and
Sport Sales
Team
Internal sales
person
External sales
person
Furniture and
Garden Sales
Team
Internal sales
person
External sales
person
Entertainment
and Media
Sales Team
Internal sales
person
External salesperson
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sales team can successfully handle without jeopardising the quality of service
provided. (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. and McDowell, R. 2011)
3.4. Recommendations
There are strong advantages to each structure as well as apparent disadvantages
but the recommended structure is the product-specific because:
CCS has three main, well defined product lines
It is still small enough to easily co-ordinate
This structure forces product expertise, ensuring customer satisfaction.
The primary reason for choosing this structure is the expertise CCS competes by
providing a high level of customer satisfaction and the product-specific sales team
structure will reinforce this. It is essential that CCS maintains a reliable image with
existing clients in the current economic downturn. Also, by dividing the sales team
into the three product divisions, this allows 2 sales people to work in each. Thereby,
one can focus on internal sales while the other on external, thus still maintaining
opportunity to entice new clientele. Overall, the team only requires 7 membersincluding a sales director.
It is also recommended the separate sales departments meet regularly to
coordinate efforts and avoid treading on same ground unnecessarily. They should
also closely work with the Accounts team and their marketing operations.
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4. Relationships
The following section of the report deals with the subject of B2B relationships. This
covers the topics of relationship variables and networks. These topics are initially
defined and discussed from an academic perspective and then related to CCS.
4.1. Relationship variables
In most B2B exchanges, building and sustaining long-term relationships
serves as a key target for successful business activities. The importance of
relationships between B2B firms and their customers was stressed by Turnbull et al.
(1996). Ford et al. (2003) highlight that management of organisation relationships
among all business partners and its position in the business network have become
such a vital task that it may make or break a companys very existence.
There is a range of variables that can characterize a relationship and these are
discussed in more detail below. (Fill, Ch. & Fill, K. 2005; Brennan, R. Canning,L. and
McDowell, R. 2011)
4.1.1. Commitment
An implicit or explicit pledge of relational continuity between exchange partners
(Dwyer et al, 1987). This means both want to make short-term sacrifices to realize
long-term benefits in the relationship (Dwyer et al, 1987) as well as to invest
resources (assets, time and effort). Gundlach et al (1995) defined commitment as an
essential element of successful long-term relationships.
4.1.2. Trust
A central function in the management of risk - without trust, risk is unmanageable
and thus business relationship development would not be possible (Morrison and
Firmstone 2000). Trust develops progressively as a result of a gradual deepening ofrelationship through mutual adaptation to needs of the other party (Hogberg, 2002).
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Hogberg indicates that difficulties are also easier to solve if trust has developed.
4.1.3. Co-operation -
B2B partners/clients working together to achieve mutual and individual goals jointly.
Both parties behave in a manner that suggests they understand they must work
together to be successful (Anderson and Narus 1990). A high degree of co-operation
suggests behavior consistent with the bilateral power system in which the exchange
parties act to maintain the union as well as fulfill individual hedonic plan (Bonoma,
1976).
4.1.4. Mutual goals -
goals which collaborators share and desire to achieve simultaneously. Fontenot and
Wilson (1997) maintain that the more committed partners are to achieving mutual
goals, the better their relationship.
4.1.5. Adaptationinvestments in relation to process, product, or procedures specific to the needs or
capabilities of exchange partners. Adoptive behavior is defined so that it focuses on
the individual behavior specific to other party in relationship (American). This
includes investment that may be necessarily to close a particular transaction and
gradual adaptation that might occur over time (Hakansson, 1982).
4.1.6. Social Bonds -
a component of close, collaborative relationships with selected suppliers,
customers, and value-added retailers.(Baxter and Woodside, date) Theory
postulates that buyers and sellers with strong social bonds are more committed to
maintaining them than less bonded partners (Wilson, 1995). Research by Wilson and
Mummalaneni (1986) and Mummalaneni and Wilson (1991) supports this theory.
However, Han and Wilson (1993) found that social bonding did not contribute to
buyer-seller commitment in a relatively complex buying context.
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4.1.7. Performance satisfaction
4.1.8. Shared technology
(Bagdonien and ilion, 2009)
4.2. Relating relationship variables
All the above defined theories indicate that relationship variables are the backbone
of any successful organization. In the current economical climate where the
competition remains high, it is essential that CCS invests resources into building
relationships with clients and partners upon fundamental relationship variables as
illustrated on the below in figure 4.2.
Figure 4.2: The relationship matrix.
As can be seen in the above figure, customisation (Tong et al, 2008; Gill et al, 2006),
communication and shared values (Kang et al., 2005; MacMillan et al., 2005) are the
variables which support trust. These are the H1, H2 and H3 relationshipsrespectively. Commitment is supported by communication, shared values, and
H3
H5 H10
H9
H8
H7
H6
H4
H2
H1
Attractivenessof Alternatives
Commitment
Intent to staySatisfaction
Trust
Shared Values
Communication
Customisation
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attractiveness of alternatives as well as by trust. These are H5, H6, H7 and H4
respectively.
Satisfaction,an emotional state in response to an evaluation of their
consumption experiences by service customers (Chen et al, 2008), is a direct result
of favourable trust (Razzaque and Boon, 2003; Terawatanavong et al., 2007; Bejou
et al, 1998) and commitment (Johnson et al, 2008; Leung et al, 2005). These are
depicted by H8 and H9. Ultimately, client and partner satisfaction result in their intent
to stay in business with CCS.
4.3. Business Networks
There are four major B2B exchange relationships between buyer and seller: social,
financial, product/service and informational and they are all dyadic relationships. All
relationships are connected to the wider network within which they are embedded
(Granovetter, 1985). The network is the social environment in which CCS must work.
Networked relationships may enable the company to grow and develop or restrict
activities and constrain development (Ford, 2002; 29). As a modern
media/advertising agency, CCS works within a complex network involving internal
relationships, between agency staff, and external relationships with a variety of
agency partners including media, research and other marketing agencies, public
bodies etc. Collaboration through complex networks of social relationships has
become an important dynamic of client-agency relationships (Malefyt et al2003) and
dyadic client-agency relationships (c.f.: Mitchell, 1986; West and Paliwoda 1996).
CCSs network is depicted in figure 4.3b below.
A network brings together three important components, called by Hakansson
and Snehota (1995) the substance of relationship: the actors, resources and
activities. The way in which these interact is depicted in figure 4.3b below.
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Figure 4.3a: The ARA model, taken from Susiva (2006).
These three components are now discussed in further detail below.
4.3.1. Actors
The actors may be divided into internal and external, the former being the
people within the company and the latter the clients, partners and community (see
figure 4.3b above). The actors double up as decision makers, users of resources and
activity initiators, although they may be considered resources too. For example,
clients which market CCS by word-of-mouth are in essence marketing/promotional
resources.
4.3.2. Resources
Access to resources is a critical driver for CCSs networking activities. The
importance of business network as means of obtaining and mobilising resources is
the focus of the ARA model (Hakansson and Snehota, 1995). Intangible resources
are critical to CSS, both in terms of individual actors intangible resources and howthey add up to resources of the organisation as whole. This is a key component of
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the social network theory which focuses on accessing intangible resources from the
embedded social network (Adler and Kwon, 2002). For CCS, network is perceived to
be a more credible and cost efficient form of marketing, through word of mouth. This
is essential for their sustainability as it provides access to resources contained within
small firm networks (Dodd et al, 2002; Shaw, 2006).
4.3.3. Activities
In the B2B relationship context, activities are the actions which are performed
to support promotion, marketing and the prosperity of the network. They are carried
out by the actors and in turn they alter or transport resources (figure 4.3a).
4.4. Recommendations
In order to secure good position in the current economic downturn, CCS has to
continue to strive for customer satisfaction by actively engaging in perfecting B2B
relationship variables. Primarily, CCS should focus on further developing
commitment and trust with clients as well as outsourcing partners. CCS needs to
know it can rely on the custom from major clients in order to avoid losing them like
Robson Brown (Mintel, 2010). By improving on trust and commitment, CCS will
ensure satisfaction and client retention.
CCS currently has a strong position, even in spite of the economic downturn.
This has mainly been achieved by the word-of-mouth promotion. It has strong
relationships with clients and partners, such as Magenta Media Production Ltd.
These are exactly the type of relationships which CCS will need to develop and
maintain to expand operations, stay competitive and still have commitment and trust.
As was discussed earlier in the report, CCS will need to focus on other B2B
communication tools in order to expand its network. Those tools will enable CCS to
attract more actors who will introduce new activities and transfer further resources
into the network.
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As it expands, CCS will need to expand the PR and Accounts departments in
order to keep maintaining strong relationships with more and more clients/partners
and thus maintaining the expanding network.
Conclusion
To conclude, CCS is in a good position to tackle the economic downturn it has
strong B2B relationships within a trust-worthy and committed network. The
introduction of a product-based sales team and new communication tools such as
internet will help it expand on clientele, the network and maintain a reputation of
quality service and reliability. This will in turn enable it to successfully compete with
larger companies. As long as CCS continues to develop strong relationships with
new clients and maintain current ones, its position will likely remain solid in the near
future.
Total word count: 2938
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