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Although they are less widespread than B2C platforms, B2B platforms can succeed by focusing on three key considerations.
The digitization of B2B selling opens unprecedented international opportunities if accompanying paid search strategies are localized.
Although B2B marketing expenditures are expected to continue to grow over the next five years, the ways in which firms intend to spend their budgets vary significantly.
Although horizontal referrals are common in B2B industries, managers must consider several different factors to increase their chances of receiving the best possible referral from a supplier.
By becoming “customer-obsessed,” B2B firms can be better oriented for future growth and value creation.
As leaders of organizations face unprecedented turbulence in the market, Day and Schoemaker provide a roadmap for how digital advances can be managed most effectively when important decisions must be made.
In this chapter, an introduction to service-dominant (S-D) logic is provided and used as a platform to explain how firms can use this logic to develop strategies that provide them competitive advantage. A brief review of the foundational premises of S-D logic and the expanded view of resources upon which S-D logic is grounded is provided. This is used to discuss how firms can develop strategies centered on developing value propositions that offer service flows rather than tangible goods. This strategy is enhanced by an understanding of the service ecosystem the firm operates within and how to sense and respond in this system. Finally the importance of conversation and dialogue with other members of the service ecosystem is discussed.
n any B2B market space, strategy is not just about attracting, winning and retaining customers; it must also be about outwitting, outmaneuvering and outperforming current and potential rivals. This chapter defines and describes the domain, scope, and intent of competitor intelligence, and illustrates how and why intelligence, as an understanding of competitors’ current and potential strategies, is fundamental to designing and executing strategies that generate superior marketplace and financial returns. Next, it describes the state of the practice of competitor analysis, and offers a research agenda to advance knowledge about competitor intelligence.
Current literature provides a deep understanding of firms’ vertical relationships, but knowledge of horizontal relationships among firms that occupy similar positions along a supply chain is rather limited. The main purpose of this chapter is to explicate issues related to cooperation among competitors, or ‘coopetition’. This chapter provides a broad overview of the major facets of coopetition. It seeks to increase awareness of this important strategic option among managers who plan to develop inter-firm collaborative relationships and to provoke further discussion and investigation of this phenomenon among marketing scholars.
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