WINNING IN BUSINESS-TO-BUSINESS MARKETS

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "WINNING IN BUSINESS-TO-BUSINESS MARKETS"

Transcription

1 WINNING IN BUSINESS-TO-BUSINESS MARKETS Making global trends work By Professors Jean-Pierre Jeannet, Kamran Kashani, Martin Koschat, Stuart Read and Adrian Ryans (September, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: Fax:

2 Senior managers working in Business to Business (B2B) marketing face a number of key challenges surrounding current global trends. Here, IMD s Business Marketing program Faculty offer some ideas for effectively managing these pressing issues making the trends work as opposed to against you. Global trends affecting B2B marketing Several global trends have emerged as significant to B2B marketing. These are: - Decreasing brand appeal - Client made/designed products - Increasing importance of services - Changing role of Key Account Management - Growing prominence of Brazil, Russia, India, and China (BRIC) - Offerings need to be both more global and more local - Capabilities as the differentiator - Fleeting advantage from investment in innovation - Elusiveness of profitability - Fierce global competition Approaches for dealing with these trends No single solution will address all these trends and all can have both positive and negative implications, depending upon a B2B firm s positioning and how its managers set their strategies. The four approaches outlined below offer potentially useful ways to deal with particular trends. All have a single common denominator: creating client success. B2B firms need to add value and differentiate themselves beyond a traditional definition of the core product or service so as to offer customers novel benefits such as added productivity, reduced cost and improved competitiveness that boost their own success. IMD - WINNING IN BUSINESS-TO-BUSINESS MARKETS Page 2/6

3 - Advancing a product business into services Products, even sophisticated ones, are increasingly being commoditized, particularly by nimble challengers from BRIC countries. Services, however where the expertise of the team is the differentiator are often easier to innovate and harder to copy. Ramping up the service component of a business can therefore help firms remain competitive in traditionally stable industries and in face of fierce competition. Service revenue might consist of replacement or spare parts, service contracts to regularly maintain equipment or products, or consulting on how to best utilize products. This is a challenging organizational undertaking. Companies must decide between integrating the service business into the regular product sales operation, or creating a separate organizational service unit; define the boundary between warranty and service; and price different service components. The effort is worthwhile, however. Stocks from firms which score well on the American Customer Satisfaction Index (ASCI) grew 144.5% from 2001 to 2006, while the S&P index, reflecting the market as a whole, grew by only 38.7% in the same time period. The consistent feature of firms with successful service businesses is a close customer connection: that is, building service propositions, pricing, and delivery around aspects of clearly differentiated value to paying clients. - Managing the increasing power of distribution In most developed countries, three or four retailers control over 75% of the market for key product categories. The increasing economic and brand power of such large retailers is turning some traditional Business to Consumer (B2C) product firms into B2B firms that view their market as the retailer more than the end consumer. Such companies have developed various strategies for succeeding in this environment. Some devote specific product efforts to the large retailers, while others actively pursue growing channels such as hard discounters. Manufacturers and retailers are increasingly sharing product and consumer data, leading to optimized planning and execution of product introductions, promotions, and in-store placement, as well as customized shop-in-shop areas. In a few cases, manufacturers have even found that they can dispense with the retailer altogether and deal directly with the consumer. IMD - WINNING IN BUSINESS-TO-BUSINESS MARKETS Page 3/6

4 - Creating advantage from data Many firms have invested in information infrastructure for collecting, staging, and managing data on client, sales, inventory, and corporate resources. However, getting the right data and getting the data right remain a challenge. B2B firms must not only collect information on their direct customers, but also on their customers operations and their customers customers. A second challenge is gaining and communicating tangible insights from the collected data. This requires analytics: sophisticated software that analyzes data to produce outputs that managers can readily interpret and act on. Ideally, analytics will not only help a B2B firm sharpen its own operations, but also provide useful outputs for its customers thus making the firm a valuable business partner that can bring tangible insight and value to its customers operations. - Creating a new value space Firms facing a competitive commodity industry need to enhance their core offering in order to differentiate and position it as a premium offering. Three general approaches have been successful for this. One is targeted extension, where value is added by stretching the firm s core offer into more segments to better meet customized needs. Under this strategy, the firm may decide to simultaneously offer commodity core product to some clients, and targeted offerings to others. Targeted offerings can bring greater flexibility in pricing, with more advanced applications carrying a price premium over the undifferentiated core product. The second is system development. Here, the firm develops a package of products and services that offers the synergistic benefits of a system. Not all the bundled components need to be produced by the firm; however, the finished package carries the company s brand and performance guarantees. The value for the client lies in the integration among the system s elements, making the bundle larger than the sum of its parts. The third approach is solution innovation, where value creation takes an ambitious turn away from the core business and addresses specific client problems with specific solutions. IMD - WINNING IN BUSINESS-TO-BUSINESS MARKETS Page 4/6

5 Firms planning to enter the solutions business which promises attractive margins need to be innovative and re-invent what the industry has traditionally defined as value. Business to business marketing is becoming one of the most complex environments that managers face today. However, by thinking in terms of creating client success - matching a differentiated offering to customer needs managers can convert complexity into profitability. This Tomorrow s Challenge is a summary of an article appearing today in the European Business Forum magazine, (EBF). It is a collaboration of the Faculty Team on the Business Marketing program at IMD, Jean-Pierre Jeannet, Kamran Kashani, Martin Koschat, Stuart Read and Adrian Ryans. A full version of this article is available at EBF's web site: IMD - WINNING IN BUSINESS-TO-BUSINESS MARKETS Page 5/6

6 RELATED PROGRAMS BUSINESS MARKETING - Winning in Business-to-Business Markets - Develop and execute winning business-tobusiness marketing strategies Program Directors John Stuart Read - Improve the tools used by senior managers from marketing, sales and management positions to develop and implement winning business-to-business marketing strategies - Explore critical challenges in industrial products, service businesses, and companies that market products and services based on new technologies - Exchange ideas with peers facing similar issues in different industries LOW COST COMPETITION - Meeting the Challenge Program Director Adrian Ryans - Learn how to meet the growing challenge of low cost competitors - Understand how low cost competitors operate, and learn from them - Compete more effectively with low cost competitors by crafting and using innovative strategies IMD - WINNING IN BUSINESS-TO-BUSINESS MARKETS Page 6/6

RETHINKING KEY ACCOUNT MANAGEMENT

RETHINKING KEY ACCOUNT MANAGEMENT RETHINKING KEY ACCOUNT MANAGEMENT Identifying key customers in turbulent times By Professor Martin Koschat and Research Fellows Willem Smit and Karsten Jonsen - October 2009 IMD Chemin de Bellerive 23

More information

LEADING AND MANAGING PROFITABLE GROWTH

LEADING AND MANAGING PROFITABLE GROWTH LEADING AND MANAGING PROFITABLE GROWTH Principles for succeeding in By Professor Dominique Turpin (December 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01

More information

PRICING EXCELLENCE IN TOUGH B2B MARKETS

PRICING EXCELLENCE IN TOUGH B2B MARKETS PRICING EXCELLENCE IN TOUGH B2B MARKETS EXECUTION NEW PERSONALIZED DIGITAL LEARNING W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times Pricing Excellence in Tough

More information

PRICING EXCELLENCE IN TOUGH B2B MARKETS

PRICING EXCELLENCE IN TOUGH B2B MARKETS NEW LEARN ONLINE WITH IMD EXECUTION PRICING EXCELLENCE IN TOUGH B2B MARKETS Optimize your pricing to maximize your profits IMD GLOBAL IN THE CLOUD O PEN PROGRAMS 5 YEARS IN A ROW 2012-2016 IMD WORLD-CLASS

More information

MARKETING AT THE CROSSROADS

MARKETING AT THE CROSSROADS MARKETING AT THE CROSSROADS A function in need of change By Professor Kamran Kashani and Research Associate Aparna Mohan Dogra - August, 2008 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland

More information

NURTURING ENTREPRENEURSHIP

NURTURING ENTREPRENEURSHIP NURTURING ENTREPRENEURSHIP Shaping and implementing a renewal By Professors Peter Lorange and Bala Chakravarthy (November 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel:

More information

IS YOUR COMPANY'S CULTURE HELPING OR HINDERING?

IS YOUR COMPANY'S CULTURE HELPING OR HINDERING? IS YOUR COMPANY'S CULTURE HELPING OR HINDERING? Diagnosing By Professor Dan Denison. (August, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21

More information

THE RISE OF THE CHIEF SUPPLY CHAIN OFFICER

THE RISE OF THE CHIEF SUPPLY CHAIN OFFICER THE RISE OF THE CHIEF SUPPLY CHAIN OFFICER Evolving into designer, s By Professor Carlos Cordon - April, 2008 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax:

More information

ABOUT WEALTH & (EXTRA) ORDINARY PEOPLE

ABOUT WEALTH & (EXTRA) ORDINARY PEOPLE ABOUT WEALTH & (EXTRA) ORDINARY PEOPLE Sharing a common belief By Professor Joachim Schwass - May, 2008 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

SLEEPING WITH THE ENEMY FOR COMPETITIVE ADVANTAGE

SLEEPING WITH THE ENEMY FOR COMPETITIVE ADVANTAGE SLEEPING WITH THE ENEMY FOR COMPETITIVE ADVANTAGE Corporation By Professor Michael Yaziji (July, 2006) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

FROM INDUSTRY JOKE TO SERIOUS COMPETITOR

FROM INDUSTRY JOKE TO SERIOUS COMPETITOR FROM INDUSTRY JOKE TO SERIOUS COMPETITOR Lessons from the Skoda By Professor Jan Kubes and George Rädler (October, 2006) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21

More information

GO GLOBAL: THE NEXT CHALLENGE FOR CORPORATE CHINA

GO GLOBAL: THE NEXT CHALLENGE FOR CORPORATE CHINA GO GLOBAL: THE NEXT CHALLENGE FOR CORPORATE CHINA By Professors Katherine Xin and Arthur Yeung (November 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11

More information

UNTANGLING CORPORATE IDENTITY AND BRAND

UNTANGLING CORPORATE IDENTITY AND BRAND UNTANGLING CORPORATE IDENTITY AND BRAND Understanding the meaning of corporate identity and how it should be used to its best advantage By Professor Steward Read (November, 2006) IMD Chemin de Bellerive

More information

STRATEGIC MARKETING IN ACTION

STRATEGIC MARKETING IN ACTION REAL WORLD. REAL LEARNING STRATEGIC STRATEGIC MARKETING IN ACTION Creating and capturing value IN OPEN PROGRAMS WORLDWIDE Financial Times rankings 2012, 2013 & 2014 WHAT WHO UNDERSTANDING WHAT CUSTOMERS

More information

STRATEGIC MARKETING IN ACTION

STRATEGIC MARKETING IN ACTION STRATEGIC STRATEGIC MARKETING IN ACTION Creating and capturing value W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS -2012-2013-2014-2015- Financial Times WHAT WHO CREATING THE RIGHT VALUE: UNDERSTANDING

More information

LEARNING FROM MERGERS & ACQUISITIONS

LEARNING FROM MERGERS & ACQUISITIONS LEARNING FROM MERGERS & ACQUISITIONS Beware of biases By Professor Philip Rosenzweig (December, 2006) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

CORPORATE VENTURE CAPITAL

CORPORATE VENTURE CAPITAL CORPORATE VENTURE CAPITAL When it works and when it doesn't By Professor James Henderson (October, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

WHEN THE CHAIN OF OPPORTUNITY IS THE CHAIN OF SUPPLY

WHEN THE CHAIN OF OPPORTUNITY IS THE CHAIN OF SUPPLY WHEN THE CHAIN OF OPPORTUNITY IS THE CHAIN OF SUPPLY DEFINING A NEW ROLE FOR SUPPLY CHAIN STRATEGY IN THE PROCESS INDUSTRIES By Professor Ralf W. Seifert and Philipp Moser February 2014 IMD Chemin de Bellerive

More information

INNOVATION LEADERSHIP IN PRACTICE - I

INNOVATION LEADERSHIP IN PRACTICE - I INNOVATION LEADERSHIP IN PRACTICE - I Promoting bottom-up innovation By Professor Jean-Philippe Deschamps - June, 2008 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618

More information

BITTER-SWEET JOINT VENTURE RELATIONSHIPS

BITTER-SWEET JOINT VENTURE RELATIONSHIPS BITTER-SWEET JOINT VENTURE RELATIONSHIPS Lessons in doing business By Professor Stewart Hamilton and Research Associate Jinxuan (Ann) Zhang - September, 2008 IMD Chemin de Bellerive 23 PO Box 915, CH-1001

More information

THE PRESSING ISSUE OF WORKING CAPITAL

THE PRESSING ISSUE OF WORKING CAPITAL THE PRESSING ISSUE OF WORKING CAPITAL Different strategies are needed By Professor Ralf Seifert and Daniel Seifert, Research Assistant, EPFL, Lausanne - December 2008 IMD Chemin de Bellerive 23 PO Box

More information

INVEST IN HUMAN CAPITAL DURING THE CRISIS

INVEST IN HUMAN CAPITAL DURING THE CRISIS INVEST IN HUMAN CAPITAL DURING THE CRISIS The keys to coaching, developing, retaining and sustaining talent By Preston C. Bottger - July 2009 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland

More information

CREATING BUSINESS OPPORTUNITIES THROUGH SUPPLY CHAIN ENVIRONMENTAL MANAGEMENT

CREATING BUSINESS OPPORTUNITIES THROUGH SUPPLY CHAIN ENVIRONMENTAL MANAGEMENT CREATING BUSINESS OPPORTUNITIES THROUGH SUPPLY CHAIN ENVIRONMENTAL MANAGEMENT Analyzing companies best By Professor Ralf Seifert and Joana M. Comas - September 2010 IMD Chemin de Bellerive 23 PO Box 915,

More information

LEVERAGING WEB 2.0 FOR MARKETING ADVANTAGE

LEVERAGING WEB 2.0 FOR MARKETING ADVANTAGE LEVERAGING WEB 2.0 FOR MARKETING ADVANTAGE Discover the By Professor Stuart Read - January 2009 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618

More information

FENDING OFF GIANTS. How a local company held ebay at bay. IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland

FENDING OFF GIANTS. How a local company held ebay at bay. IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland FENDING OFF GIANTS How a local company held ebay at bay By Professors Katherine Xin, Winter Nie and Vladimir Pucik (October, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel:

More information

MARKETING MANAGEMENT NEW. A value-based approach. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS Financial Times STRATEGIC LEADERSHIP

MARKETING MANAGEMENT NEW. A value-based approach. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS Financial Times STRATEGIC LEADERSHIP NEW LEARN ONLINE WITH IMD STRATEGIC MARKETING MANAGEMENT A value-based approach IMD GLOBAL IN THE CLOUD W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times LEARN

More information

SO MUCH CASH, SO FEW INVESTMENT OPPORTUNITIES

SO MUCH CASH, SO FEW INVESTMENT OPPORTUNITIES SO MUCH CASH, SO FEW INVESTMENT OPPORTUNITIES Will the Wenzhou Equities Operation Center help family businesses? By Professor Joachim Schwass, Research Fellow Willem Smit and Research Trainee Fang Liu

More information

FROM PRODUCER TO SERVICE PROVIDER

FROM PRODUCER TO SERVICE PROVIDER FROM PRODUCER TO SERVICE PROVIDER Why some companies fail to make By Professor Stefan Michel April 2010 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

MARKETING MANAGEMENT NEW LEARN ONLINE WITH IMD. A value-based approach. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS Financial Times

MARKETING MANAGEMENT NEW LEARN ONLINE WITH IMD. A value-based approach. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS Financial Times NEW LEARN ONLINE WITH IMD STRATEGIC MARKETING MANAGEMENT A value-based approach IMD GLOBAL IN THE CLOUD W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times IMD

More information

CASCADING MUST-WIN BATTLES AT CARLSBERG

CASCADING MUST-WIN BATTLES AT CARLSBERG CASCADING MUST-WIN BATTLES AT CARLSBERG A text book case in By Professor Tom Malnight. (July, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21

More information

THE DIPLOMA DISEASE. Does education suit its purpose? IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland

THE DIPLOMA DISEASE. Does education suit its purpose? IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland THE DIPLOMA DISEASE Does education suit its purpose? By Professor Jean-Pierre Lehmann (November, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

RECOVERING FROM SERVICE FAILURE

RECOVERING FROM SERVICE FAILURE RECOVERING FROM SERVICE FAILURE Turning customer frustration into By Professor Stefan Michel - November 2008 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax:

More information

60 YEARS OF CREDIT CARDS

60 YEARS OF CREDIT CARDS 60 YEARS OF CREDIT CARDS The industry s state of affairs By Professor Arturo Bris - February 2010 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618

More information

HILTI. Hilti uses blended IMD course to develop up-and-coming executives

HILTI. Hilti uses blended IMD course to develop up-and-coming executives HILTI Hilti uses blended IMD course to develop up-and-coming executives Construction technology giant Hilti recently commissioned IMD to create a business education segment for its graduate trainee program.

More information

WHAT DO YOUR CUSTOMERS REALLY THINK OF YOU?

WHAT DO YOUR CUSTOMERS REALLY THINK OF YOU? WHAT DO YOUR CUSTOMERS REALLY THINK OF YOU? Increase the By Professor Winter Nie. (June, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618

More information

Empower loss prevention with strategic data analytics

Empower loss prevention with strategic data analytics www.pwc.com/us/lossprevention January 2015 Empower loss prevention with strategic data analytics Empower loss prevention with strategic data analytics Amid heightened levels of business competition and

More information

Brand Management. A New Approach. Marketing Investment and Brand Value

Brand Management. A New Approach. Marketing Investment and Brand Value 02 Brand Management A New Approach Marketing Investment and Brand Value Introduction One of the most challenging problems in marketing is determining the likely impact of advertising and promotion investments

More information

THE ART OF PILOTING. A short lesson in do's and don'ts. IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland

THE ART OF PILOTING. A short lesson in do's and don'ts. IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland THE ART OF PILOTING A short lesson in do's and don'ts By Professor Bettina Büchel and Program Director Rhoda Davidson - October, 2008 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland

More information

Why Understanding and Activating the Shopper s Journey is Vital to Driving Growth

Why Understanding and Activating the Shopper s Journey is Vital to Driving Growth Why Understanding and Activating the Shopper s Journey is Vital to Driving Growth How CPG Manufacturers Can Harness the Power of Predictive Analytics to Build Their Brands and Win The consumer packaged

More information

DRIVING THE MARKET FOR RENEWABLE ENERGY FROM THE DEMAND SIDE

DRIVING THE MARKET FOR RENEWABLE ENERGY FROM THE DEMAND SIDE DRIVING THE MARKET FOR RENEWABLE ENERGY FROM THE DEMAND SIDE Business role in the aftermath of Copenhagen s failure By Dr. Tania Braga, Research Associate CSM, and Dr. Aileen Ionescu-Somers, Deputy Director

More information

Xerox Office Europe Authorised Partner Programme. Get Extra With Xerox Make more money out of printing with the Xerox Authorised Partner Programme

Xerox Office Europe Authorised Partner Programme. Get Extra With Xerox Make more money out of printing with the Xerox Authorised Partner Programme Xerox Office Europe Authorised Partner Programme Get Extra With Xerox Make more money out of printing with the Xerox Authorised Partner Programme 03 Extra Value Take advantage of the opportunities for

More information

What is Market Research? Why Conduct Market Research?

What is Market Research? Why Conduct Market Research? What is Market Research? Successful businesses have extensive knowledge of their customers and their competitors. Market research is the process of gathering information which will make you more aware

More information

B2B E-Commerce Solutions Empower Wholesale Distributors

B2B E-Commerce Solutions Empower Wholesale Distributors SAP Thought Leadership Paper Wholesale Distribution B2B E-Commerce Solutions Empower Wholesale Distributors Achieve Interaction Excellence with Outstanding Online Experiences and High-Quality Digital Content

More information

INSHORE, OFFSHORE, WHICH SHORE?

INSHORE, OFFSHORE, WHICH SHORE? INSHORE, OFFSHORE, WHICH SHORE? Challenges and new realities facing the supply chain By Professor Carlos Cordon - January 2011 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41

More information

Powering the New Supply Chain: Demand Sensing for Small and Medium-Sized Businesses

Powering the New Supply Chain: Demand Sensing for Small and Medium-Sized Businesses WIPRO CONSULTING SERVICES Powering the New Supply Chain: Demand Sensing for Small and Medium-Sized Businesses www.wipro.com/consulting Powering the New Supply Chain: Demand Sensing for Small and Medium-Sized

More information

Just-in-Time Marketing: Lessons from the Masters

Just-in-Time Marketing: Lessons from the Masters Just-in-Time Marketing: Lessons from the Masters Marketers have changed the way they engage consumers, but have their changes taken them all the way back to the factory floor where marketing is produced?

More information

LESSONS FROM OIL SPILLS

LESSONS FROM OIL SPILLS LESSONS FROM OIL SPILLS Is avoiding a next time possible? By Professor Aileen Ionescu-Somers - July 2010 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

Launch an Innovative Customer Loyalty Program: What You Should Know

Launch an Innovative Customer Loyalty Program: What You Should Know Launch an Innovative Customer Loyalty Program: What You Should Know WHITEPAPER MARCH 2014 Launch an Innovative Customer Loyalty Program: What You Should Know 1 Retail Customer Loyalty Programs 86% customers

More information

PROPOSITION. Store Call Management: Driving enhanced multi-channel service. Proven expertise, tailored solutions

PROPOSITION. Store Call Management: Driving enhanced multi-channel service. Proven expertise, tailored solutions PROPOSITION : Driving enhanced multi-channel service Proven expertise, tailored solutions 2 Proposition : Driving enhanced multi-channel service Managing the omni-channel challenge As customer expectations

More information

CHECKLIST. Marketing Mix. By CLEVERISM.COM. Marketing is simplistically defined as: putting the right product. in the right place. at the right price

CHECKLIST. Marketing Mix. By CLEVERISM.COM. Marketing is simplistically defined as: putting the right product. in the right place. at the right price Marketing Mix CHECKLIST By CLEVERISM.COM Marketing is simplistically defined as: putting the right product in the right place at the right price using the right promotion. Marketing Mix PRODUCT The product

More information

KEEP BANKING SECRECY AND PRESERVE GLOBALIZATION

KEEP BANKING SECRECY AND PRESERVE GLOBALIZATION KEEP BANKING SECRECY AND PRESERVE GLOBALIZATION Avoid undermining democracy and competition By Arturo Bris - June, 2009 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618

More information

MOBILE AND INTERNET MARKETING

MOBILE AND INTERNET MARKETING MOBILE AND INTERNET Lecture 3 MARKETING MAGDALENA GRACZYK THE ELEMENTS OF THE MARKETING MIX Source: D. Chaffey (2006) Internet Marketing Strategy implementation, and Practice, Prentice Hall, p. 215 PRODUCT

More information

Improving customer satisfaction and operational efficiencies with a proven portal solution.

Improving customer satisfaction and operational efficiencies with a proven portal solution. Portal solutions for the retail industry Executive brief October 2005 Improving customer satisfaction and operational efficiencies with a proven portal solution. Page 2 Contents 2 Executive summary 2 Retail

More information

Client focused. Results driven. Ciber Retail Solutions

Client focused. Results driven. Ciber Retail Solutions Client focused. Results driven. Ciber Retail Solutions Multi-Channel Retailing Retailers are confronted by a downturn in consumer spending, ever-tighter margins, emerging shopping patterns, empowered consumers

More information

Agenda Overview for Digital Commerce, 2015

Agenda Overview for Digital Commerce, 2015 G00270685 Agenda Overview for Digital Commerce, 2015 Published: 18 December 2014 Analyst(s): Jennifer Polk Marketing is making a greater impact on, and taking more responsibility for, digital commerce.

More information

Your Guide to Foreign Exchange. Strategies for managing risk and making payments worldwide.

Your Guide to Foreign Exchange. Strategies for managing risk and making payments worldwide. Your Guide to Foreign Exchange Strategies for managing risk and making payments worldwide. Contents Capitalizing on global opportunities... 1 Bringing the benefits of FX to your business... 2 Integrating

More information

Leveraging Customer Data and Analytics to Drive Growth

Leveraging Customer Data and Analytics to Drive Growth Leveraging Customer Data and Analytics to Drive Growth Creating A Five Point Checklist The technology era has made an overwhelming amount of customer data available to companies of all kinds. How this

More information

PERSONAL LEADERSHIP LEARNING LEADERSHIP NEW PERSONALIZED DIGITAL LEARNING. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times

PERSONAL LEADERSHIP LEARNING LEADERSHIP NEW PERSONALIZED DIGITAL LEARNING. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times PERSONAL LEARNING NEW PERSONALIZED DIGITAL LEARNING W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times Learning Leadership (LL) is part of a new offering of personalized

More information

Customer Centricity = Sales Enablement

Customer Centricity = Sales Enablement Customer Centricity = Sales Enablement (= value focus = increased sales = reduced costs = improved margins) Abstract Recent studies from IDC and Forrester show that technology companies waste huge sums

More information

3PL Industry. A Practical Guide to Market Oriented Business. Presented by Brian Martin, VP Sales & Marketing Kuehne + Nagel Canada October 30, 2014

3PL Industry. A Practical Guide to Market Oriented Business. Presented by Brian Martin, VP Sales & Marketing Kuehne + Nagel Canada October 30, 2014 Marketing and the 3PL Industry A Practical Guide to Market Oriented Business Presented by Brian Martin, VP Sales & Marketing Kuehne + Nagel Canada October 30, 2014 Today s Discussion Points and Intent

More information

HOW CHINESE COMPANIES TEST GLOBAL WATERS

HOW CHINESE COMPANIES TEST GLOBAL WATERS HOW CHINESE COMPANIES TEST GLOBAL WATERS The Huawei success story By Professor Winter Nie - September 2010 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax:

More information

Continuous Customer Dialogues

Continuous Customer Dialogues Continuous Customer Dialogues STRATEGIES FOR GROWTH AND LOYALTY IN MULTI-CHANNEL CUSTOMER-ORIENTED ORGANIZATIONS whitepaper TABLE OF CONTENTS: PAGE Overview...3 The Continuous Customer Dialogue Vision...4

More information

LEADING THE GLOBAL SUPPLY CHAIN

LEADING THE GLOBAL SUPPLY CHAIN REAL WORLD. REAL LEARNING EXECUTION LEADING THE GLOBAL SUPPLY CHAIN Growth through agility and efficiency W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS -2012-2013-2014-2015- Financial Times WHAT

More information

An Introduction to RPS Downstream Lubricants Practice. January 2015

An Introduction to RPS Downstream Lubricants Practice. January 2015 An Introduction to RPS Downstream Lubricants Practice January 2015 Who are RPS? RPS Group FTSE 250 company with a turnover of $700m+ employing over 4,000 employees Energy Environment Health & Safety Infrastructure

More information

12% An RIS News Whitepaper. of retailers offer mature omnichannel experiences.

12% An RIS News Whitepaper. of retailers offer mature omnichannel experiences. An RIS News Whitepaper Omnichannel Roadmap: Vision Meets Reality It is widely acknowledged that omnichannel is the future of retail. s want to shop anywhere at any time and expect a seamless experience

More information

HOW S YOUR LITERACY OF CHINA

HOW S YOUR LITERACY OF CHINA HOW S YOUR LITERACY OF CHINA Knowing China s past to understand its present and future By Professor Jean-Pierre Lehmann - October 2010 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland

More information

ADVERTISE Big Data Advertising For Branding

ADVERTISE Big Data Advertising For Branding Big Data Advertising For Branding Leveraging data to connect with more of your most valuable audiences What s Inside ADVERTISE 4 6 9 13 THE HEART OF PROGRAMMATIC IS DATA KNOW YOUR DATA OPTIONS SELECTING

More information

IS THE MBA OBSOLETE? Maybe, unless it changes. By Professor Martha Maznevski - February 2011 IMD

IS THE MBA OBSOLETE? Maybe, unless it changes. By Professor Martha Maznevski - February 2011 IMD IS THE MBA OBSOLETE? Maybe, unless it changes By Professor Martha Maznevski - February 2011 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618 07

More information

Corporate Information Strategy and Management

Corporate Information Strategy and Management Corporate Information Strategy and Management Course Description and Objectives: Increasingly organization survival and/or efficiency are related to the ability to acquire and maintain critical information

More information

THE DARK SIDE OF BEST PRACTICES

THE DARK SIDE OF BEST PRACTICES THE DARK SIDE OF BEST PRACTICES Concerns and questions to ask By Professor Michael Wade - February 2011 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41

More information

FINANCE FUNDAMENTALS FOR EXECUTIVES

FINANCE FUNDAMENTALS FOR EXECUTIVES EXECUTION FINANCE FUNDAMENTALS FOR EXECUTIVES NEW PERSONALIZED DIGITAL LEARNING W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times Finance Fundamentals for Executives

More information

Does Free Shipping Make Money?

Does Free Shipping Make Money? case study: Does Free Shipping Make Money? a publication from Does Free Shipping Make Money? Geotargeting and Intelligent Free Shipping can Boost the Bottom Line Sheplers has been in retailing for over

More information

LEVERAGE THE SUPPLY CHAIN TO IMPROVE YOUR COMPANY S BOTTOM LINE

LEVERAGE THE SUPPLY CHAIN TO IMPROVE YOUR COMPANY S BOTTOM LINE LEVERAGE THE SUPPLY CHAIN TO IMPROVE YOUR COMPANY S BOTTOM LINE Forming win-wins with suppliers in a post-financial By Professors Carlos Cordon and Winter Nie - October 2011 IMD Chemin de Bellerive 23

More information

Insights from McKinsey s Global iconsumer Research. Six Strategies to Win the Mobile Consumer Showdown

Insights from McKinsey s Global iconsumer Research. Six Strategies to Win the Mobile Consumer Showdown Insights from McKinsey s Global iconsumer Research Six Strategies to Win the Mobile Consumer Showdown iconsumer Maps Shifts in Digital Behavior Around the Globe This article is one of a series documenting

More information

Truck aftersales: Roadmap to excellence. Roland Berger Strategy Consultants GmbH Automotive Competence Center July. 2014

Truck aftersales: Roadmap to excellence. Roland Berger Strategy Consultants GmbH Automotive Competence Center July. 2014 Truck aftersales: Roadmap to excellence Roland Berger Strategy Consultants GmbH Automotive Competence Center July. 2014 Executive summary In recent years, the importance of commercial vehicle aftersales

More information

SAS Real-Time Decision Manager

SAS Real-Time Decision Manager Decision-Driven Marketing maximizing customer engagement Featuring as an example: SAS Real-Time Decision Manager Authors: Deb Smallwood, Founder Published Date: August 2014 This perspective is based on

More information

Price Management in Financial Services

Price Management in Financial Services Price Management in Financial Services Smart Strategies for Growth Georg Wuebker, Jens Baumgarten, Dirk Schmidt-Gallas and Martin Koderisch List of Figures Figure 2.1 Typical financial services price wars

More information

Second Chinese Swiss Financial Round Table & Educational Pilot Programme. Beijing, September 2, 2015

Second Chinese Swiss Financial Round Table & Educational Pilot Programme. Beijing, September 2, 2015 Second Chinese Swiss Financial Round Table & Educational Pilot Programme Session 2 2a: Best practices and new developments of Swiss Private Banks Beijing, September 2, 2015 Dr. Michael R. Reichenecker

More information

Winning in North America. Bruno Biasiotta, President Market Group Americas, Philips Lighting

Winning in North America. Bruno Biasiotta, President Market Group Americas, Philips Lighting Winning in North America Bruno Biasiotta, President Market Group Americas, Philips Lighting 1 Key takeaways Philips is the leader in Lighting in the attractive North America market We are transforming

More information

SHAPING THE FUTURE OF HR

SHAPING THE FUTURE OF HR SHAPING THE FUTURE OF HR Outsourcing or internalizing? By Professor Carlos Cordon and Bernard Menettrier de Jollin. (January, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel:

More information

Retail Customer Excellence Awards All questions below require an answer and have a 250 word limit.

Retail Customer Excellence Awards All questions below require an answer and have a 250 word limit. Retail Customer Excellence Awards All questions below require an answer and have a 250 word limit. 1. Customer centricity excellence award Demonstrate the activities you currently undertake to implement

More information

Operations Practice. Excellence in Supply Chain Management

Operations Practice. Excellence in Supply Chain Management Operations Practice Excellence in Supply Chain Management 3 Foreword As the global business landscape continues to evolve, so do its challenges. New competitors are entering the market. Product life cycles

More information

Writing a marketing plan

Writing a marketing plan Writing a marketing plan 1 Contents 1 Writing a marketing plan 3 1.1 Tips for writing a marketing plan 1.2 Link to your strategy 1.3 Make it happen 2 Structure of a marketing plan 4-7 2.1 Introduction

More information

Driving greater loyalty in Europe. What consumers want and where brands are failing to deliver

Driving greater loyalty in Europe. What consumers want and where brands are failing to deliver Driving greater loyalty in Europe What consumers want and where brands are failing to deliver Research commissioned with consumers in France, Germany and Switzerland Executive summary Fast-changing technology,

More information

Bb 2. Targeting Segmenting and Profiling How to generate leads and get new customers I N S I G H T. Profiling. What is Segmentation?

Bb 2. Targeting Segmenting and Profiling How to generate leads and get new customers I N S I G H T. Profiling. What is Segmentation? Bb 2 ISSUE 2 Targeting Segmenting and Profiling How to generate leads and get new customers Profiling Why, what does it entail and how do you do it? What is Segmentation? The method and the benefits Targeting

More information

WHITE PAPER: DATA DRIVEN MARKETING DECISIONS IN THE RETAIL INDUSTRY

WHITE PAPER: DATA DRIVEN MARKETING DECISIONS IN THE RETAIL INDUSTRY WHITE PAPER: DATA DRIVEN MARKETING DECISIONS IN THE RETAIL INDUSTRY By: Dan Theirl Rubikloud Technologies Inc. www.rubikloud.com Prepared by: Laura Leslie Neil Laing Tiffany Hsiao SUMMARY: Data-driven

More information

Customer Experience - what s it all about?

Customer Experience - what s it all about? Customer Experience - what s it all about? The Capgemini Consulting guide Page 1 Page 2 Customer Experience is a concept that many people talk about but far fewer understand or know how to address. This

More information

GLOBAL VALUE CHAINS UNDER THREAT

GLOBAL VALUE CHAINS UNDER THREAT GLOBAL VALUE CHAINS UNDER THREAT HOW RESILIENT IS YOUR SUPPLY CHAIN? By IMD Professor Ralf Seifert and Polina Bochukova April 2014 IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel:

More information

The Case for Improving the B2B Customer Experience

The Case for Improving the B2B Customer Experience The Case for Improving the B2B Customer Experience How better customer experiences can help you drive profitable growth and create competitive advantage I preferred the Other Brand s product but I bought

More information

Retail & Shopper. TNS Approach to Shopper. Retail & Shopper TNS 2010

Retail & Shopper. TNS Approach to Shopper. Retail & Shopper TNS 2010 Retail & Shopper TNS Approach to Shopper TNS 2010 TNS is the world s leading shopper research agency 2 Retail & Shopper Over 1400 shopper projects completed in 2009, in over 40 countries, with the world

More information

Digital Disconnect in Customer Engagement Why do you think your digital customers are the most profitable? By Rob Honts, Dave Klimek and Shawn Meyer

Digital Disconnect in Customer Engagement Why do you think your digital customers are the most profitable? By Rob Honts, Dave Klimek and Shawn Meyer Digital Disconnect in Customer Engagement Why do you think your digital customers are the most profitable? By Rob Honts, Dave Klimek and Shawn Meyer 2 Is your channel strategy pushing your most profitable

More information

Developing a Marketing Plan

Developing a Marketing Plan Shop Brock Workshop 1 discussed the emergence of Retail 3.0 - New realities and where retail is headed. Workshop 2 covered how the marketplace has moved online and how to keep up. In Workshop 3, we will

More information

Chapter 5 MARKET SEGMENTATION. Compiled by: Ms. Madhuri 1

Chapter 5 MARKET SEGMENTATION. Compiled by: Ms. Madhuri 1 Chapter 5 MARKET SEGMENTATION. Compiled by: Ms. Madhuri 1 Chapter 5 Market Segmentation. After completion of the chapter, the student shall be able to understand: Define and explain market segmentation,

More information

No-frills technology

No-frills technology CHAPTER 3 No-frills technology Siemens Cerberus ECO Siemens Building Technologies (SBT) entered the building technology market in 1998. Since then the company has specialized in products for building comfort,

More information

DIGITAL SMEs: OPPORTUNITIES FOR CSPs PROVIDING SOCIAL, MOBILE, ANALYTICS AND CLOUD SERVICES

DIGITAL SMEs: OPPORTUNITIES FOR CSPs PROVIDING SOCIAL, MOBILE, ANALYTICS AND CLOUD SERVICES RESEARCH STRATEGY REPORT DIGITAL SMEs: OPPORTUNITIES FOR CSPs PROVIDING SOCIAL, MOBILE, ANALYTICS AND CLOUD SERVICES CHRIS NICOLL and SANDRA O BOYLE Analysys Mason Limited 2015 analysysmason.com About

More information

Cisco Internet Business Solutions Group, Financial Services Practice

Cisco Internet Business Solutions Group, Financial Services Practice Cisco Internet Business Solutions Group, Financial Services Practice Financial Services Community Many financial services institutions (FSIs) are losing momentum in terms of growth and experiencing mounting

More information

CRM Buyer s Guide Volume I: What is CRM and How Can It Improve My Business?

CRM Buyer s Guide Volume I: What is CRM and How Can It Improve My Business? Volume I: What is CRM and How Can It Improve My Business? FrontRange Solutions White Paper i Table of Contents What is CRM?...1 A Brief History of CRM... 1 What are the advantages of having a Customer

More information

Customer Experience Management-As a Key strategy to build Brands in International Markets

Customer Experience Management-As a Key strategy to build Brands in International Markets Customer Experience Management-As a Key strategy to build Brands in International Markets Ms.Sunitha Chakravarthy* Prof.G.V.Bhavani Prasad** * Assistant Professor, Department of Management, Kakatiya Institute

More information

CRM Buyer s Guide Volume I: Volume I: What Is CRM and How Can It Improve My Business?

CRM Buyer s Guide Volume I: Volume I: What Is CRM and How Can It Improve My Business? CRM Buyer s Guide Volume I: Volume I: What Is CRM and How Can It Improve My Business? CRM Buyer s Guide Volume I: What Is CRM and How Can It Improve My Business? Table of Contents What is CRM?... 1 A Brief

More information

STRATEGIC LEADERSHIP BEING INNOVATIVE NEW PERSONALIZED DIGITAL LEARNING. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times

STRATEGIC LEADERSHIP BEING INNOVATIVE NEW PERSONALIZED DIGITAL LEARNING. IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times STRATEGIC BEING INNOVATIVE NEW PERSONALIZED DIGITAL LEARNING W O R L D W I D E IN OPEN PROGRAMS 4 CONSECUTIVE YEARS - 2012-2013-2014-2015- Financial Times Being Innovative (BI) is part of a new offering

More information