Gesellschaft für Marketing

Five Dirty Little B2B Marketing Secrets

http://www.cmo.com/planning/five-dirty-little-b2b-marketing-secrets?cid=

Segmentation you can act on (Classic McKinsey Article)

Value-Based Pricing Segmentation vs Scoring Forsyth 1999 McKQ herunterladen

 

Don't push that red button

Segmenting travel's core customers

 

Source: https://www.mckinseyquarterly.com/Marketing/Strategy/The_trouble_with_travel_distribution_2932

Google's Geldmaschine: Keyword Search

Five Steps to Shifting Marketing's Capabilities

Five Steps to Shifting Marketing's Capabilities to Meet Today's Needs

by Larry Lucas, Hilary Fazzone

MarketingProf

 

Many business leaders are making important strides in transforming their marketing strategies to address changing competitive environments, emerging product and service categories, and evolving customer needs. They're thinking in terms of solutions rather than products, stakeholders rather than customers, and redefining rather than upgrading.

But, unfortunately, leaders often expect new marketing strategies to be successfully executed with old marketing capabilities. The fact is that great strategic plans have failed in the absence of capability shifts.

With the right building blocks, however, business leaders can advance their companies' marketing capabilities to give promising strategies the support needed to succeed.

What's Required

The marketing capabilities required to support meaningful business shifts fall into four key categories:

• The first category is competencies—the right functional, technical, teaming, and leadership skills to build and activate differentiating customer solutions. Such skills can be introduced in many ways, including in-house development and external talent acquisition, but they must directly align with emerging business strategies.
• The second is processes. To ensure consistent execution as teams adapt, leadership must institute replicable approaches and frameworks for the range of value-creating activities that teams undertake to deliver customer solutions.
• The third category is tools, encompassing the systems, information, assistance, resources, and metrics that teams need to work effectively. The success of tool-based capability enhancements depends largely on leadership's insight into the evolving needs of its teams, and its ability to identify the tools that address those needs.
• The final category is organization. Without the structure, governance, roles and responsibilities, and mindset that enable accountability—as well as decisive action—a business shift will flounder.

How to Get There

Building out such capabilities on such a scale requires significant time, energy, focus, and resources on the part of leadership, as well as buy-in and dedication on the part of team members. Prophet, our company, has identified five foundational methods for capability development, each of which will contribute to an emerging business strategy's chances of success.

1. Launch pilots

Introduce new capabilities or enhance current ones by starting with small, central, in-market impact examples for the rest of the organization. Take a highly regarded group that has bought into the new strategy, and usher that group through a high-visibility capability shift. Other groups will be encouraged and inspired by the pilot group's success.

2. Evolve management routines

Lead by example: Start at the top of the organization, and incorporate the solutions-shift into the way the company does business. Leadership, having actively undergone change itself, can much more effectively request change from others.

3. Promote knowledge-sharing

Asking teams to change is often insufficient. Leadership must provide examples that demonstrate what successful change looks like. By sharing best-practices from inside and outside the company, leadership will give teams a defined and proven road map to follow.

4. Develop talent

Sometimes, the capability requirements of the current business strategy will translate directly to the new strategy. But, in most cases, you'll need a new talent-development process. Talent can be fostered internally, hired externally, or some combination thereof. In any event, a system must be built to fill talent gaps and rely on relevant strengths.

5. Shape the culture and mindset

Change can be intimidating. Employees may not know where they stand relative to your emerging strategies, or whether their legacy capabilities will remain relevant as their roles evolve. To maintain focus, leaders must evolve perspectives and incite passion for transformation.

It Ain't Easy

Shifting the capabilities of a company's entire marketing function is no small undertaking. Several common pitfalls can undermine a company's efforts.

• One pitfall is allowing internal focus on the transformation to obscure the company's delivery of benefits to customers. Customers don't want to feel the growing pains of a strategy shift; they simply want to experience its positive impact. Therefore, companies should take care not to give customers a reason to look elsewhere while the kinks are worked out.
• A second pitfall is adopting a one-size-fits-all approach to capability development across the business. Some teams may have a more relevant current skill set than others, and teams will respond differently to various skill-building methods. Companies should consider each team's circumstances when designing capability-development plans.
• Another pitfall is failing to build the case for transformation internally. Leadership can be so eager to enact change, it forgets that individual team members were not part of the strategic process that brought the business shift about in the first place, and, therefore, those team members may not understand why change is necessary. Company leaders should build understanding, buy-in, and enthusiasm for the business shift if they want employees to be engaged with and energized by the change.
• Finally, leadership can underestimate the difficulty of the new business strategy, resulting in insufficient implementation resources, unattainable timelines, and unreasonable metrics for monitoring its progress. Leadership must understand and appreciate all of the requirements of a marketing capabilities shift, and create an environment that promotes its success.

But You Can Do It!

Marketing capability shifts are substantial undertakings, but they are also the lifeblood of a company's longevity, sustained relevance, and competitive differentiation. Such shifts are not only attainable but also often necessary.

Take, for example, a global adhesive manufacturer that Prophet has worked with. The company's organic growth had stalled, and historical geographic expansion was limited. In addition, the firm had minimal insight into end users' behaviors and decision-making processes. The firm was taking a reactive (rather than active) approach with competitors, and it didn't have a distinct point of view in the market. Its leaders, and Prophet, knew that better marketing could drive strategic growth.

In response, the firm embarked on a three-year strategic marketing transformation, using a marketing council that spanned the organization's divisions. The council used internal and external best-practices to identify the competencies required to "win," created a tailored way of marketing that would establish the company as a market-driven organization, developed tools and training to build key marketing competencies internally, and built processes to ensure those competencies transferred across the organization.

The result? More than 1,200 new products launched globally, resulting in nearly $1 billion in identified revenue. Margin improvements of more than $38 million resulted from a product portfolio management pilot. And specific development programs have been established for more than 400 marketers across the globe to ensure continual learning and sustainable growth.

* * *

Many business leaders understand that strategy and capability shifts are necessary in today's dynamic environment, and that the time between such shifts is shrinking. The challenge is in navigating and executing those shifts successfully.

Putting the building blocks of competencies, processes, organization, and tools in place, and being mindful of the pitfalls, is critical to effectively spurring transformation and business growth.

Published on March 19, 2012

Bill it or Kill it! Gratisservice ist kein Geschäftsmodell
Kann ich meine Leistungen verrechnen? Dies ist für Stefan Michel vom
International Institute for Management Development (IMD) in Lausanne
die Gretchenfrage im Dienstleistungsgeschäft. Leider haben
aber viele Mittelständler ihre Services als kostenlose Zusatzleistung
zur Differenzierung der Produkte aufgebaut.

Herr Michel, der Anteil der Services am Gesamtumsatz wächst bei
praktisch allen Herstellern unabhängig vom Produkt und vom
Zielmarkt. Wo sehen Sie aktuell die grössten Probleme im Servicegeschäft
der Schweizer Industrie?
In der Vergangenheit haben in der Schweiz vor allem Mittelständler ihre
Services zur Differenzierung im weltweiten Wettbewerb aufgebaut.
Entsprechend wurden sie häufig nicht oder nur zum Teil in Rechnung
gestellt. Das bringt die Unternehmen nun in eine ungemütliche Lage. Die
Kunden haben naturgemäss wenig Verständnis, wenn auf einmal Geld
für Leistungen verlangt wird, die bis anhin kostenlos zum Paket dazugehörten.
Andererseits generieren die Dienstleistungen auf Herstellerseite
aber tatsächliche Kosten und drücken die Marge.

Dienstleistungen sollten Ihrer Meinung nach nicht zur Differenzierung
gegenüber der Konkurrenz eingesetzt werden?
Natürlich kann man sich durch die Dienstleistungen im Markt abheben.
Dies gratis zu tun, ist aber ganz einfach nicht nachhaltig. Mein Ratschlag
ist klar: «Bill it or kill it!» Verrechnen oder abschaffen. Entweder muss die
Dienstleistung einzeln verrechnet werden oder die Kosten müssen in
Form eines Bundlings in den Produktpreis integriert werden. Letzteres
ist in einem Preiswettbewerb allerdings oft nicht sinnvoll. Das Bundling
verteuert zudem nicht nur die Produkte, sondern verhindert gleichzeitig,
dass die Zusatzleistungen für den Kunden sichtbar werden. Dabei
besteht die grosse Herausforderung gerade darin, den Kunden den Mehrwert
aufzuzeigen, den ich mit meinen Services erbringe.

Gibt es Leitlinien, wie dies am besten gelingt?
Entscheidend ist sicher die intelligente Segmentierung der Kunden. Dazu
gehört beispielsweise ein Grundangebot, das sich an das preisbewusste
Segment richtet. Es sollte bewusst so gestaltet werden, dass es für die
meisten Interessenten zu wenig bietet. Die mittlere Version sollte für die
unteren Segmente der Zielkunden passen, das teuerste Pakete für die
anspruchsvollere Hälfte. Zudem müssen sich die Servicepakete mit
Zusatzmodulen individualisieren und ausbauen lassen.

Und wieso gelingt der Aufbau eines solchen Angebotsportfolios den
einen besser als den anderen?
Für eine schlaue Segmentierung muss ich meine Kunden sehr gut kennen.
Marktforschung allein reicht dafür nicht. In Umfragen tendieren
die Kunden dazu, maximale Anforderungen zu formulieren, die wenigsten
sind dann aber in der Realität bereit, den Preis für diese Luxusvariante
zu bezahlen. Zudem können die Kunden ihre Bedürfnisse oft
nur ungenau formulieren. Ich muss als Anbieter darum fähig sein, auch
die unbewussten Wünsche zu antizipieren. Im B2B-Geschäft bedeutet
dies, dass ich das Geschäftsmodell und die Prozesse des Kunden so gut
kennen muss, dass ich ihm klare Verbesserungen versprechen kann.

Muss ich aber nicht doch mehr als das Nötige bieten, um die Kunden
an mich binden zu können?
Idealerweise kann ich meine Kunden sowohl durch überzeugende Leistungen
freiwillig an mich binden als auch durch eine gewisse Abhängigkeit.
Die Kombination erlaubt die grösste Wertschöpfung. Auf keinen
Fall darf die Abhängigkeit aber umgekehrt sein. Wenn ich als Anbieter zu
viel Angst habe, das Geschäft zu verlieren, wird der Kunde diese Situation
ausnützen und meinen Preis drücken.

Interview: Daniel Meierhans von www.inhalte.ch , Link zum Artikel

Buch Konsumentenverhalten: Aktivierung durch Emotionen

Emotionen spielen in der Werbung eine tragende Rolle. Sie werden zur grundlegenden Aktivierung verwendet. Mit der Aktivierung geht eine Erhöhung der Leistungsbereitschaft einher, das heißt, Konsumentinnen und Konsumenten nehmen mehr Informationen auf und speichern diese auch besser. Emotionen in der Werbung entsprechen zudem auch bis zu einem gewissen Grad einem natürlichen Bedürfnis. Konsumenten suchen, wenn auch in individuell unterschiedlichem Ausmaß, nach innerer Erregung. Ein mittleres Ausmaß an innerer Erregung wird als angenehm empfunden. Insofern ist die Verwendung von emotionalen Reizen nicht nur ein Mittel zur gezielten spezifischen Aktivierung sondern sie befriedigt auch das Bedürfnis nach Aktivierung.

 

 

Quelle: Konsumentenverhalten von Schaffner, Metzger, Michel

Negotation Books

Negotiation Book Reviews

http://www.negotiations.com/book-reviews/

Contained below is a list of recommended negotiation books for all levels. Where applicable, click on the Book Review link to be provided with an overview of the material. Alternatively, click on any of the books to navigate to the Amazon UK page to purchase the book.

Harvard Business Essentials - Negotiation by Michael Watkins
	Excerpt: "A modern overview or summary on Harvard Business' current thinking on negotiation. Theoretically biased but comprehensive. (July 2003)"  Read Review Level: Beginners Categories: Academic Publication Date: 2006-11-21

The Heart and Mind of the Negotiator by Professor Leigh Thompson
	Excerpt: "Emotions vs. Thoughts - a perennial question facing negotiators is put under an expert's microscope and examined from many perspectives. Includes tests and examples."  Read Review Level: Intermediate to Advanced Categories: Business, Psychology, Academic Publication Date: 2006-11-28

The Global Negotiator - Making, Managing, and Mending Deals around the World in the twenty-first Century by Jeswald W. Salacuse
	Excerpt: "A practical guide to making, managing, and mending international deals in the modern era."  Read Review Level: Intermediate to Advanced Categories: Business, International Trade, Government Publication Date: 2006-11-28

Negotiating Rationally by Max Bazerman and Margaret Neale
	Excerpt: "A rational approach in how to manage and conduct a negotiation. Provides useful strategies to mitigate irrational tactics."  Read Review Level: Beginner to Intermediate Categories: Business, Academic Publication Date: 2006-11-28

Power and Negotiation by I. William Zartmen & Jeffrey Z. Rubin, Editors
	Excerpt: "A collection of case studies examining international negotiations and treaties. Would be of particular interest to academics and historians but offers little practical advice."  Read Review Level: Intermediate to Advanced Categories: Business, Historical, Academic Publication Date: 2006-11-28

The Art and Science of Negotiation by Howard Raiffa
	Excerpt: "An analytical and mathematical approach in deriving creative solutions to a negotiation problem.  Offers practical guidelines in understanding your counterparty's perspective."  Read Review Level: Advanced Categories: Business, Academic Publication Date: 2006-11-28

Getting to Yes by Roger Fisher & William Ury
	Excerpt: "A revised edition of this landmark book from the mid seventies. Still a worthwhile read for today's novice negotiator."  Read Review Level: Beginners Categories: Academics and Historians Publication Date: 2006-11-28

Negotiation (2nd Edition) by Roy J. Lewicki, Joseph A. Littner, John W. Minton, David M. Saunders
	Excerpt: "A detailed examination of negotiation theory with plenty of useful advice and application to everyday negotiations.  A good overview but tries to cover too much material."  Read Review Level: Intermediate to Advanced Categories: Business, Psychology, Academic Publication Date: 2006-11-28

Buch Konsumentenverhalten: Ordnungsprinzipien menschlicher Wahrnehmung

Der zentrale Prozess der Wahrnehmung ist die Interpretation derjenigen Sinnesreize, die bewusst über die Sinnesorgane aufgenommen werden. Reize werden vom menschlichen Wahrnehmungssystem nicht als Summe von Einzelreizen wahrgenommen, vielmehr wird die Bedeutung der Gesamtheit der Reize auf Basis von Erfahrungen und Erwartungen aktiv analysiert und interpretiert. Wahrnehmung ist folglich ein produktiver Prozess, bei dem fehlende Informationen ergänzt und uneindeutigen Reizen Bedeutung zugewiesen wird. Dabei werden Kontextfaktoren beigezogen, die helfen, zu entscheiden, was die wahrgenommenen Stimuli bedeuten. Die Grafik verdeutlicht, die Kontextabhängigkeit der menschlichen Interpretationsleistung.