1. MARKETING MANAGEMENT 12th edition7
Analyzing
Business Markets
Kotler Keller

2. Organizational Buying
Decision-making process by which
formal organizations establish the
need for purchased products and
services, and identify,
evaluate, and choose among
alternative brands and suppliers.

3. Characteristics of Business Markets
Fewer, larger buyers
Close supplier-customer relationships
Professional purchasing
Many buying influences
Multiple sales calls
Derived demand
Inelastic demand
Fluctuating demand
Geographically concentrated buyers
Direct purchasing

4. Buying Situation
Straight rebuy
Modified rebuy
New task

5. Systems Buying and Selling
Turnkey solution
desired;
Bids solicited
System
subcomponents
assembled
Prime
Contractors
Second-tier
Contractors

6. The Buying Center Initiators Users Influencers Deciders Approvers
Buyers
Gatekeepers

7. Of Concern to Business Marketers
Who are the major decision participants?
What decisions do they influence?
What is their level of influence?
What evaluation criteria do they use?

8. Sales Strategies Key Buying Influencers Small Sellers Multilevel
In-depth
Selling
Large Sellers

9. Types of Business Customers
Price-
oriented
Solution-
oriented
Gold-
standard
Strategic-
value

10. Handling Price-Oriented Customers
Limit quantity purchased
Allow no refunds
Make no adjustments
Provide no services

11. Kodak offers services that streamline processes for hospital administrators

12. Purchasing Orientations
Buying
Procurement
Supply Chain
Management

13. Product-Related Purchasing Processes
Routine products
Leverage products
Strategic products
Bottleneck products

14. Table 7.1 Buy-grid Framework

15. Figure 7.1 Organizational Buying Behavior in Japan

16. Methods of e-Procurement
Websites organized using vertical hubs
Websites organized using functional hubs
Direct extranet links to major suppliers
Buying alliances
Company buying sites

17. Forms of Electronic Marketplaces
Catalog sites
Vertical markets
Pure play auction sites
Spot markets
Private exchanges
Barter markets
Buying alliances

18. Table 7.2 Vendor Analysis

19. Assessing Customer Value
Internal engineering assessment
Field value-in-use assessment
Focus-group value assessment
Direct survey questions
Conjoint analysis
Benchmarks
Compositional approach
Importance ratings

20. Order Routine Specification and Inventory
Stockless
purchase plans
Vendor-managed
inventory
Continuous
replenishment

21. Desirable Outcomes of a B2B transaction: OTIFNE
On time IF
In full NE
No error

22. Establishing Corporate Credibility
Expertise
Trustworthiness
Likeability

23. Factors Affecting Buyer-Supplier Relationships
Availability of
alternatives
Importance of
supply
Complexity of
supply
Supply market
dynamism

24. Categories of Buyer-Seller Relationships
Basic buying and selling
Bare bones
Contractual transaction
Customer supply
Cooperative systems
Collaborative
Mutually adaptive
Customer is king

25. Opportunism Some form of cheating or undersupply relative to an
implicit or explicit contract.

26. Aramark successfully services institutional and government markets

27. Marketing Debate How different is B-to-B Marketing? Take a position:
B-to-B requires special, unique
marketing concepts and principles.
2. B-to-B is really not that different;
basic marketing concepts apply.

28. Marketing Discussion How might we apply the consumer
behavior topics from Chapter 6 to
B-to-B settings?