PFORZHEIMER FORSCHUNGSBERICHTE NR.

9 B2B BRAND DEFINITION UNDERSTANDING THE ROLE OF BRANDS IN BUSINESS AND CONSUMER MARKETS
WALDEMAR PFOERTSCH, CHRISTIAN LINDER, FREDERIK BEUK, BORIS BARTIKOWSKI, CHERYL ANN LUCZAK

IAF INSTITUT FR ANGEWANDTE FORSCHUNG

PFORZHEIMER FORSCHUNGSBERICHTE NR. 9 B2B Brand Definition - Understanding the Role of Brands in Business and Consumer Markets Waldemar Pfoertsch, Christian Linder, Frederik Beuk, Boris Bartikowski, Cheryl Ann Luczak Juli 2007

ISSN 1612-0396 Herausgeber: Institut fr Angewandte Forschung der Hochschule Pforzheim Tiefenbronner Str. 65, D-75175 Pforzheim Tel.: +49-7231-28-6135, Fax: +49-7231-28-6130 URL: http://www.hs-pforzheim.de/iaf

B2B Brand Definition: Understanding the Role of Brands

Authors
Waldemar Pfrtsch Professor International Business Pforzheim University, Germany Christian Linder Research Assistant Pforzheim University, Germany Frederik Beuk PhD Candidate University of Illinois at Chicago Chicago, Illinois, USA Cheryl Ann Luczak University of Illinois at Chicago Chicago, Illinois, USA Boris Bartikowski Euromed Ecole de Management, Marseille France

Corresponding author: Waldemar A. Pfoertsch, Pforzheim University, Tiefenbronnerstrasse 65, D-75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de

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Table of Contents
Abstract................................................................................................................................................ - 1 1 Introduction..................................................................................................................................... - 2 2 Roles of Individuals .......................................................................................................................... - 3 3 Roles of People ................................................................................................................................ - 4 4 Different Kind of Brands .................................................................................................................. - 5 5 Examples of these Classifications in Real Life.................................................................................... - 6 6 Conclusion and new Research Areas................................................................................................ - 7 References ............................................................................................................................................ - 8 -

Figures
Figure 1: Roles affecting Individual Behavior in B2B and B2C Markets................................................... - 4 Figure 2: Comparison of B2C to B2B Marketing Characteristics ............................................................ - 5 Figure 3: Directions of Role Behavior in Branding Situations .................................................................. - 6 -

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Abstract
This article intends to establish a characterization system for industrial brands. Although the understanding of consumer brands has been widely accepted, industrial or Business-to-Business (B2B) brands have the need for clarification. This work classifies brands into three main classes based on the characteristics of the target group(s). Many dimensions determine the existence of B2B brands. Here it will be argued that individuals play three archetypical roles ranging from naive consumer, the informed citizen and the decision influencing professional. These roles are crucial in establishing the class a brand belongs to, and consequently influences the way the brand needs to be operated. The first class is the well established field of Business-to-Consumer (B2C) brands, most directly linked with the archetype of the naive consumer, supported by the notion of the individual as the informed citizen. The second category of brands is Business-to-Business (B2B) brands where the characteristics of the decision influencing professional play a central role. Both the role of individuals as informed citizen and naive consumer influence the B2B brand, but to a lesser extent than the requirements linked to the individuals role as a decision influencing professional. As a third category Business-to-Business-toConsumer (B2B2C) brands are introduced. Brands in this category are predominately B2B in origin, but have found ways to appeal to the typical naive consumer to strengthen their brand proposition.

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1 Introduction
Branding and brand management receive massive attention in popular press and to a somewhat lesser extent in the scientific community (Aaker 1996, 2004). Nevertheless, classification of brands based on underlying characteristics of the transaction, has not taken place sufficiently. Classification schemata are of fundamental importance to organize phenomena for systematic investigation in the early phases of theory development (Hunt 2002). It is often acknowledged that brands need to form strong relationships with their customers (Keller 2003; Aaker/Joachimsthaler 2000). However, this relationship depends on the role the customer is performing. In line with identity theory (see e.g. Hogg, Terry and White 1995) we argue that individuals perform three archetypical roles in relation to businesses. Depending on time and situation, individuals play the role of naive consumer, the role of decision influencing professional or the role of an informed citizen. Our brand classification is based on these roles. Besides understanding the role brands play in consumer marketing, business markets have several other dimensions to consider. For example, given that they consist of organizations that acquire goods and services used in the production of other products or services that are sold, rented or supplied to others (Kotler/Keller 2006), marketing in B2B relations is usually about understanding and meeting the needs of other businesses. Typically, business markets are understood as being distinctively different from consumer markets because of several different characteristics. From the producers point of view, the most imported difference is that a small number of customers dominate the sales ledger. For B2B companies it is not unusual to have less than 100 consumers. This could be so even for the largest Business-to-Business companies (Backhaus 2004). Because of the small number of B2B customers, their needs and demands are of even higher importance than in the B2C market; therefore B2B purchasers have much more power over their suppliers. Another difference is that in B2B markets, the traded products and services are far more likely to be more complex than their counterparts in consumer markets. Where the purchase of a consumer product requires little expertise, the purchase of an industrial product frequently requires a qualified expert. Where consumer products are largely standardized, industrial products often require high levels of finetuning. While even relatively complex consumer products tend to be chosen on fairly simple criteria, industrial products require the services of a professional purchaser. In fact, business marketers have to provide a great amount of technical data about their product and its advantages over competitors products. Usually there is more than only one person involved in the industrial buying process. The decision to buy takes place within a large team, and depending on the complexity of the product, their decision making process can be over a protracted period. Often the decision making unit (DMU) changes during this negotiation period as specialists enter and leave it to make their different contributions. People in the B2B DMUs often know as much about the products they are buying as the companies that are selling them these products. Research shows (Hague 1996), that high levels of customer satisfaction and loyalty are driven by the softer issues that are easy to ignore in the so called rational buyer. This buying decision making unit is called the buying center. Referring to Webster/Wind (1972; Bonoma added to Webster/Winds model the initiator 1982) we can describe different roles individuals plays in such an association. Industrial buying is a combination of individual and organizational decision making processes with certain roles in the buying center. These roles have been defined as initiators, users, buyers, deciders, influencers, and gatekeepers, summarized as:

1. 2. 3. 4. 5. 6.

initiators define the buying situation and start the buying process; users actually use the product; buyers can commit the organization to spend money; deciders have the authority to choose among potential product offerings and vendors; influencers add information or constraints in the buying process; gatekeepers can control the flow of information into the buying process.

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It is often assumed that, in contrast to business buying decisions, private consumer buying decisions are more strongly influenced by emotions. These emotions are influenced by cultural factors which have a fundamental impact on a persons wants and behavior, just as social factors like reference groups, family, social roles and status. Further personal factors also influence peoples consumption like age, stage in the life cycle, occupation, economic circumstances, personality and self concept, life style and values (Kotler/Keller 2006). Indeed, while professionals are educated to make their managerial decisions on a rational basis, professionals are people too and people dont leave their emotions at home when they come to work. It can be argued that professionals are just as much influenced by the factors affecting private consumers buying decisions, yet only have to deal with the additional requirement of having to justify their decisions after the fact. This necessary justification is likely to influence the previous decision, but by no-means has to be the primary determining factor. In most industries and situation, there simply is not one right answer to a buying decision, rather there are many sufficiently acceptable alternatives that can all be rationalized if so required. Interesting, and to the knowledge of the authors underresearched, questions are whether professional buyers behave differently in the year before their pension than in other years, whether their self reported emotional state is of importance etcetera.

2 Roles of Individuals
Identity, exemplified in the form of the different roles people perform in different situations, is an essential concept that links the social structures with individual actions (Hogg, Terry and White 1995). Similarly, the role individuals perform shapes the way they operate within the brand landscape Individuals perform a vast amount of different roles. With the increase in complexity of society, it is no longer an exception for someone to perform the roles of caregiver, parent, employee, employer, member of a church, student, volunteer and professional all within the span of one single day. In the marketing literature two dichotomies are often used to describe different roles of people. The first dichotomy is the consumer versus professional (e.g. Hite and Fraser 1988) and the second one consumer versus citizen (e.g. Batley et al 2001). Since both dichotomies share the consumer, three separate roles can be extracted. As archetypes, the three roles that we specify are mutually exclusive; yet as they are archetypes they are not intended to be an exhaustive representation of the roles people engage in. These three roles cannot replace other more situation specific roles. For example, the parent-role draws on aspects of the role as a consumer (Dotson and Hyatt 2000), the role as a citizen (Davies/Kanaki 2006) as well as the role of a professional (Smilch-Walther 2002). Naive consumer The word naive holds several negative connotations, yet we use the word to distinguish this archetype from the often used term consumer that encompasses many more nuances and dimensions. With the term naive consumer we indicate the basic role of the consumer, unaffected by experiences gained in the other two roles. Naive also in the sense that his consumption is not burdened by guilt or social obligations (McGregor 1998). In reality, few individuals will actually behave like truly naive consumers, as it is likely that over time a cross fertilization between experiences in other roles has taken place. However, as an archetype it is relevant for our classification scheme. In line with Gabriel and Lang (1995) we see the naive consumer as someone who by consuming attempts to enjoy freedom, and pursue happiness. Consumption from this perspective can be a means to achieve social status and meant to increase the standard of living. Decision influencing Professional The word professional in this paper will be used more broadly than the narrowly defined highly educated service provider for which the word is sometimes reserved. Professionals are those individuals who perform a role as part of their employment. In this sense we include truck-drivers as well as highly paid corporate lawyers and decision making CEOs. Other than the traditional worker-citizen (see e.g. Turner 2001), we add the criterion of decision influencing. Especially in the context of corporate consumption it matters if individuals can influence the process in which the decision is made to purchase a particular good or service. This decision influencing criterion is much more lenient than decision making per se.

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Most companies will listen to the opinions and beliefs of many more people than are formally part of the decision making process. In line with the other two roles we focus on the decision influencing professional as an individual. Much research into group decision processes has already focused on characteristics of the individuals involved in the decision making. Sitkin and Weingart (1995) looked for example at the effects of individual risk perceptions and risk propensity, whereas Leonard, Beauvais and Scholl (2005) linked group cognitive style with the individual cognitive style. Especially where brand associations are concerned, we argue that these associations live in the minds of the individuals involved, and not in the group (Davies/Kanaki 2006). Informed citizen The notion that individuals are concerned with more than cheap quality products and that this phenomenon influences brands directly, is well demonstrated in popular books like Kleins (2000) No Logo and Gobs (2002) Citizen Brand. Citizens are concerned with the public problems of the world around us. This includes social as well as moral problems. The citizen struggles for control over these problems and a deeper sense of community and general welfare (McGregor 1998). Although our definition of an informed citizen is narrower than Marshalls (1964), the potential impact of actions taken by informed citizens is similar as they modify the negative impact of the capitalist market.

Figure 1: Roles affecting Individual Behaviour in B2B and B2C Markets

For companies, the license to operate depends primarily on the opinion of individuals in their role as citizen. Unlike the role as a consumer, the role as a citizen is not directly related to consumption. The salience of this role in relationship to consumption will need to be provoked; the citizen has to become informed. Often times this is only the case when flagrant discrepancies between ones standards and perceived corporate behavior are detected. The media and opinion leaders are important instigators for this. Although most people will exhibit aspects of the citizen role several times per day, only a small percentage of people will have their behavior defined by their citizens role. Yet when this happens, the impact can be big and radical; think for example of whistle-blowing professionals or boycotting consumers. However, under normal circumstances the role as a citizen will only indirectly influence consumption and decision making (Dahrendorf 1958).

3 Roles of People
The different roles that people perform are closely related to behaviors (Hogg, Terry and White 1995) and perceptions and evaluations of others (Callero 1985). This in turn influences the way a brand offering needs to be positioned. For example, professionals need to be able to explain and defend their decisions to others. The brand needs to convince the professional as well as their bosses and peers. Therefore brands aimed at professionals cannot be purely emotional, as that hampers there defendability to others.

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Moreover, professionals are expected by their peers to behave rationally. Procuring goods or services to gain status, prestige, affinity and self-security are looked down on by peers. As a consequence, brands that exclusively appeal to these reasons are at a disadvantage when marketed towards professionals. Consumers on the other hand seldom have to defend their own decisions, and although a certain degree of rationality behind a purchase can make a consumer feel better about the choice, brands can be entirely based on emotion. Likewise, for the individual in the role of consumer, brands can deliver status and prestige and in certain cases the brand is the only selling point. Finally, because the way the role as a citizen influences the behaviors performed by individuals that are primarily in their role as consumer or role as professional, perceptions about for example the social responsibility of the brand, influence the buying decision as well.

4 Different Kind of Brands

Based on these archetypical roles of individuals we propose a brand structure that is influenced by this. In order to do so we look at the acronyms b2b, b2c and b2b2c that have been popular as classifications for business models, especially in relation to internet based organizations (see e.g. Seigel 2000 for an early application of the term B2B2C in a business model context). More recently these acronyms have also been used to identify specific branding strategies (see e.g. Kotler/Pfoertsch 2006). As B2B-brands and B2C-brands mimic the consumer versus professional dichotomy, their existence has been acknowledged by several authors (e.g. Malaval 2001; Hague 1994). Especially at the far end the characteristics of each brand are clear. See table 1 for a short impression: However, this dichotomy does not do justice to brands that do not fall in the clear B2B nor B2C category. We will discuss three types of brands that cannot be captured by the B2B and B2C dichotomy. With the B2C brands they share the fact that, at least in part, these brands are aimed to the end-user.

B2B
Aimed at intermediate value provider Two way Relationship Small focused target market, small number of customers Buyers can most effectively be reached through specialized media Multi-step buying cycles Relatively complex product offering Never on impulse Marketing is about educating Brand is about the first impression; it opens the door but does not sell

B2C
Aimed at the end-user Transaction or one directional relationship Mass market, large number of consumers Buyers are reached through mass media Short sales cycle Relatively simple product offering Purchase can be an impulse Marketing is about convincing Brand can be the reason to buy

Figure 2: Comparison of B2C to B2B Marketing Characteristics

For example, ingredient brands appeal to the individual in the role of the consumer even though they are primarily sold to other businesses and do therefore also take the individual as professional into account (Rao, Qu, and Ruekert 1999; Shocker, Srivastava, and Ruekert 1994). In the case of ingredient brands the business to business angle is mediated by the role of the consumer (McCarthy/Norris, 1999, Desai/Keller, 2002).

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Corporate brands are another group of brands that fit in neither the pure B2B nor B2C category. They can be directed at the individual as a professional, or the individual as a consumer, to load certain attributes of the parent companys product portfolio to specific products. This happens when a new product is launched and it is placed in the parent brands hierarchy (a new model Mercedes, the Apples iPhone, New Hollands CR9000 harvesting equipment et cetera). In all these cases experiences and attributes of previous offerings are transferred via the corporate brand onto the new product. The corporate brand can also be used to appeal to the individual as a citizen, as they can load a corporate socially responsibility image to the ultimate products (Kotler/Lee 2005).

Figure 3: Directions of Role Behavior in Branding Situations

Finally, there is a group of mixed brands that exist of both strong B2C divisions and B2B divisions that share the same brand name. As we demonstrated that one individual performs multiple roles, with all individuals also performing the role of consumer, the B2B aspect will inevitably be influenced by the B2C brand. An overview of the three main categories of brands and the relationship with the role of the individual is given in the Fig. 2.

5 Examples of these Classifications in Real Life

Pure B2B brands are those that market products and services that are only relevant to other organizations and have no direct link with the final end product. Examples of well known brands of these pure B2B companies are McKinsey, Accenture, Goldman Sachs, SAP, Oracle, New Holland, Packard, and MAN. Their products and services are known only to individuals as part of their role as professionals, or as part of their role of informed citizen. Pure B2C brands are those products that are sold exclusively to the end user. It is possible their sales are not directly realized with the end-user, but are mediated by wholesalers, retailers or restaurants. Well known examples are Coca-Cola, Dove, Pampers, McDonalds, MTV and Macys. Their products and services are known by many individuals in their role as consumer, and by some professionals performing roles earlier in the value chain of these products. As with the pure B2B brands, individuals can also be familiar with these B2C brands in their role as informed citizen. B2B2C brands are perhaps the largest and definitely most diverse group. Most often the B2C aspect will influence the B2B brand activities as well, due to the fact that every individual is a consumer, yet not every consumer is also a professional involved with the brand.

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Some examples of ingredient B2B2C brands that actively target consumers and as a result generate a pull effect higher in the value chain (illustrated in figure 1 by an arrow going from the ingredient brand to the individual as a professional) are Intel, NutraSweet and Dolby Surround. All these brands have effectively established an end-user preference that gives them strong benefits in selling their brands to value chain partners. Mixed B2B2C brands are those that share the same brand name for two distinct divisions. One division targets the B2B market, the other targets the B2C market. Clear examples can be found in the automotive industry where Toyota, Volvo and Mercedes market both trucks and personal cars in most markets. Sometimes the same core product or service is used, but specific markets get enticed with additional services. For example, many airlines target both B2C and B2B markets, where preference amongst the first consumer is stimulated with air miles or loyalty programs and the B2B purchaser is awarded with corporate credit card programs or incremental savings at certain flight volumes.

6 Conclusion and new Research Areas

From the fundamental differences of B2B and B2C markets we can draw conclusions that these differences affect the roles people play when they act as decision makers in markets. In todays world where it is becoming increasingly difficult to distinguish one product from another, it is even more important to have the support of a powerful brand. Clear definitions of brand strategy are a basis for successful management. Knowing that the most neglected marketing opportunity in the Business-toBusiness arena is the building of a strong brand (Hague 1996) leads to the necessity to have a clear basis for distinction. The relevance of a classification beyond the B2B and B2C dichotomy is that it better describes the complexity in the world of brands, as well as that it helps in understanding the interdependencies of different types of brands. It shows how brands in the form of ingredient brands, corporate brands or mixed B2C and B2B brand influencing the end-user and how that in turn reflects on relationships earlier in the value chain. Our classification also predicts that for most B2B2C brands the B2C component has a bigger chance to influence the B2B component than vice versa, as the prevalence of mass media uses to reach individuals as consumers ensures that individuals will almost always know about the brand from a consumer perspective and might only later learn the exact content of the brand from a B2B perspective. Finally, by linking brands to the roles people are performing, role specific marketing strategies can be developed. Especially for the companies that operate B2B2C brands, insights in and understanding of potential role conflicts can help them manage these brands better. For successful enterprises, the full understanding of branding is necessary to stay competitive (Malaval 2001; Hague 1994). Due to the complexity of the market and buying situations, it is difficult to measure the precise contribution of a companys brand to the buying decision. This is an area we suggest future research should focus its attention on to help to establish ways and means to manage and control B2B brand companies. To make that possible, an understanding of the full meaning of the brand in many more companies is necessary. A consequence out of this would be to properly position the brand and to create a brand resonance with the customer (Keller 2003; Kotler/Pfoertsch 2006). Another area of future analysis is the understanding of ROI of branding investments and the developments of proper instruments of management tool for a long-term B2B brand management. We hope that we have added some new dimensions of brand knowledge for industrial brands.

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References
Aaker, David A. (1996), Building Strong Brands, (New York: The Free Press. Aaker, David A. (2004), Brand Portfolio Strategy (New York: The Free Press. Aaker, David A. and Joachimsthaler, E. (2000)., Brand Leadership, New York: The Free Press. Backhaus, K. and Voeth, M. (2004), Handbuch Industrieguetermarketing: Strategien-InstrumenteAnwendungen, 1st edn, Wiesbaden: Gabler. Batley, S.L., D. Colbourne, P.D. Fleming and P. Urwin (2001) Citizen versus consumer: challenges in the UK green power market, Energy Policy 29, 479-487. Bonoma, T.V. (1982): Major Sales: Who really does the buying?, in: Havard Buisness Reveue 60 (1982) May/June 111-119. Callero, Peter L. (1985) Role-Identity Salience, Social Psychology Quarterly, 48, 203-215. Dahrendorf, Ralph(1958), Out of Utopia: Toward a Reorientation of Sociological Analysis. In: American Journal of Sociology 2 64, 115-127. Davies, Martin F., Kanaki Eleftheria (2006), Interpersonal characteristics associated with different team roles in work groups Journal of Managerial Psychology, Volume: 21 Issue: 7, 638 650. Dotson, Michael J. and Eva M. Hyatt (2000) A comparison of parents' and children's knowledge of brands and advertising slogans in the United States: implications for consumer socialization, Journal of Marketing Communications, 6, 219-230. Gabriel, Yiannis and Tim Lang (1995) The unmanageable consumer: Contemporary Consumption and its Fragmentations. Thousand Oakes, CA, Sage Publications Ltd., 224. Gob, Marc (2002) Citizen Brand: 10 Commandments for Transforming Brand Culture in a Consumer Democracy, New York, N.Y.: Allworth Press, 249. Hague, Paul and Jackson, P. (1994), The Power of Industrial Brands, Maidenhead: McGraw-Hill, 1994. Hague, Paul (1996), Branding in Business to Business Markets, White Paper, B2B International Ltd., available at http://www.b2binternational.com/ whitepapers.html. seen April 10, 2007. Hite, Robert E. and Cynthia Fraser (1988) Meta-Analyses of Attitudes toward Advertising by Professionals, Journal of Marketing, 52(3), 95-103. Hunt, Shelby D. (2002) Foundations of marketing theory: toward a general theory of marketing Armonk, N.Y.: M.E. Sharpe. Hogg, Michael A., Deborah J. Terry and Katherine M. White (1995) A tale of two theories: A critical comparison of identity theory with social identity theory, Social Psychology Quarterly, 58(4), 255-269. Keller, Kevin Lane, (2003), Strategic Brand Management, 2nd edn, Upper Saddle River, NJ: Prentice-Hall. Klein, Naomi (2000) No Logo: No Space, No Choice, No Jobs, New York, N.Y.: Picador, 502. Kotler, Philip / Lee, Nancy (2005), Corporate Social Responsibility, Doing the Most Good for Your Company and Your Cause Wiley John + Sons, New York.

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Kotler, Philip / Pfoertsch, Waldemar (2006), B2B Brand Management, Berlin, New York, Springer, 357 Leonard, Nancy H., Laura L. Beauvais and Richard W. Scholl (2005) A multi-level model of group cognitive style in strategic decision making, Journal of Managerial Issues, 17(1), 119-138 Malaval, Philippe, (2001).Strategy and Management of Industrial Brands: Business to Business Products and Services, Norwell, Massachusetts: Kluwer Academic Publishers. Marshall, T. H. (1964) Class Citizenship and Social Development London: Heinemann, originally published in 1950 as Citizenship and Social Class and Other Essays Cambridge: University of Cambridge Press. McCarthy Michael S., Norris Donald G. (1999) Improving competitive position using branded ingredients, JOURNAL OF PRODUCT & BRAND MANAGEMENT, VOL. 8 NO. 4 1999, 267-285. McGregor, Sue L.T. (1998) A Global perspective in consumer studies, Journal of Consumer Studies & Home Economics, 22(2), 111-119. Rao, Akshay R., Lu Ciu, and Robert W. Ruekert (1999), "Signalling Unobservable Product Quality through a Brand Ally," Journal of Marketing Research, 37 (May), 258-68. Seigel, Jessica (2000) "While Nasdaq Burns" The New York Times, April 23 2000. Sitkin, Sim B and Laurie R. Weingart (1995) Determinants of Risky Decision-Making Behavior: A Test of the Mediating Role of Risk Perceptions and Propensity, The Academy of Management Journal, 38(6), 1573-1592. Shocker, Allan D., Rajendra K. Srivastava, and Robert W. Ruekert (1994), "Challenges and Opportunities Facing Brand Management: An Introduction to the Special Issue." Journal of Marketing Research, 31 (May), 149-58. Smilch-Walther Irene (2002) A Situation-Oriented and Personalized Framework for Role Modeling, Proceedings of the 4th International Conference on Practical Aspects of Knowledge Management, Pages: 339 - 346 , Springer-Verlag London, UK. Turner, Bryan S. (2001) The erosion of citizenship, British Journal of Sociology, 52(2), 189-209. Webster, F. E. Jr./Wind, Y. (1972): Organizational Buying Behavior, Egelwood Cliffs, N.J. 78

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Business-toBusiness Brand Management.

The Success Dimensions of Business Brands
Philip Kotler, Waldemar Pfrtsch
Gebundene Ausgabe: 357 Seiten Verlag: Springer, Berlin; Auflage: 1 (August 2006) Sprache: Englisch ISBN-10: 3540253602

Abstract: As products become increasingly similar, companies are turning to branding as a way to create a preference for their offerings. Branding has been the essential factor in the success of well-known consumer goods such as Coca Cola, McDonald's, Kodak, and Mercedes. Now it is time for more industrial companies to start using branding in a sophisticated way. Some industrial companies have led the way...Caterpillar, DuPont, Siemens, GE. But industrial companies must understand that branding goes far beyond building names for a set of offerings. Branding is about promising that the company's offering will create and deliver a certain level of performance. The promise behind the brand becomes the motivating force for all the activities of the company and its partners. Our book is one of the first to probe deeply into the art and science of branding industrial products. We provide the concepts, the theory, and dozens of cases illustrating the successful branding of industrial goods.

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Die Marke in der Marke

Bedeutung und Macht des Ingredient Branding
Waldemar Pfrtsch, Indrajanto Mller
Gebundene Ausgabe: 204 Seiten Verlag: Springer, Berlin; Auflage: 2006 Sprache: Deutsch ISBN-10: 3540300570

Kurzbeschreibung Marketing lebt von der Innovation und dem Kundennutzen. Unternehmen, die beides kombinieren knnen, sind auf dem Weg zum Erfolg. Mit Ingredient Branding bekommen Lieferanten und EndproduktHersteller ein neues Instrument an die Hand, das ihnen echte Wettbewerbsvorteile verschafft. Intel mit der Ingredient-BrandingKonzeption ?Intel inside" hat es vorgemacht. Mehr als 90% Marktanteil sind der beste Beweis fr das Funktionieren dieses Vorgehens. Das Buch stellt zahlreiche weitere Beispiele vor, die den Lesern Anregungen geben, wie sie ihre Marke in der Marke erfolgreich gestalten.

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B2B-Markenmanagement.
Konzepte - Methoden Fallbeispiele
Waldemar Pfrtsch, Michael Schmid

Gebundene Ausgabe: 605 Seiten Verlag: Vahlen; Auflage: 1 (Januar 2005) Sprache: Deutsch ISBN-10: 380063144X

Kurzbeschreibung
Wer sind wir? - Was machen wir? - Und warum sind wir wichtig? Falls Sie nicht alle drei Fragen schlssig und schnell beantwortet haben, dann sollten Sie dieses Buch intensiv studieren. Dieses im deutschen Sprachraum einmalige Werk wird Ihnen alle Werkzeuge an die Hand geben, um Ihre Marke aufzuladen und in der Wahrnehmung ... nachhaltig zu untersttzen. (Philip Kotler) Whrend sich Wissenschaft und Praxis frhzeitig und intensiv mit Marken im Konsumgterbereich beschftigten, wurde die Markenpolitik im Industriegterbereich lange Zeit vernachlssigt. Erst im Zeitalter verschrften Wettbewerbs, vernderter Rahmenbedingungen und neuer Herausforderungen auf Investitions- und Industriegtermrkten steigt nicht nur das Interesse, sondern auch die Notwendigkeit zum Aufbau neuer und nachhaltiger Wettbewerbsvorteile durch Markenmanagement. Hightech-Lieferanten mssen sich auf ihre ureigensten Potenziale und Kernkompetenzen konzentrieren, indem sie bereits frhzeitig im Innovationsprozess ei n wirkungsvolles, auch auf den Endabnehmer fokussiertes Markenmanagement aufbauen. In diesem Standardwerk sind zum ersten Mal alle wesentlichen B2B-MarkenKonzepte und neueste Einsichten zum Markenmanagement zusammenfassend dargestellt und mit aktuellen Fallbeispielen beschrieben. Die hier vorgestellten Konzepte und Instrumente werden von den Autoren sowohl in Hochschulen und in der Weiterbildung als auch in Beratungsprojekten mittelstndischer und internationaler B2B-Unternhemen zur Steigerung des Geschftserfolgs eingesetzt. Auerdem wird die Bedeutung von B2B-Dienstleistern ausfhrlich behandelt.

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Business - to Business Marketing

Rob Vitale, Joe Giglierano
,

Waldemar Pfoertsch
Gebundene Ausgabe: 350 Seiten Verlag: PrenticeHall; Upper Saddle River, New Edition, (November 2008) Sprache: Englisch ISBN-10: 3540xxxx

Abstract:
The art and science of Marketing has evolved well beyond early concepts. The differences between BusinesstoBusiness markets and consumer markets have grown such that many generalizations of one market are not useful in the other. Yet, the basic precepts, the product life cycle, the marketing mix and the promotion mix, to name a few, still apply. Added concepts of customer value, market ownership, and Total Offering management add new dimensions to BusinesstoBusiness marketing. When these ideas are integrated and combined they provide a richness and depth to market understanding. However, this integration has not always come about in a way that is manageable for students. This text, Business to Business Marketing, starts with a basic review of concepts and then differentiates the differences between business and consumer markets. In a down-to-earth fashion, these basics are then integrated in a way that each supports the other, providing an anchor for the student. These combined experiences of these authors, Vitale, Giglierano, and Pfoertsch, academics, consulting, public agencies, major industries and small industries, as both customers and marketers, delivers an approach that is understandable yet comprehensive, logical yet enlightening to both students and professionals of BusinesstoBusiness marketing. Real companies in real situations, combined with believable academic exercises demonstrate the experience and depth of the authors. Their effort provides an opportunity to understand the complexities of these markets where others have been vague and somewhat arcane. This book gets to the heart of businesstobusiness marketing its a good read for students with just the right nurturing of the subject while it is also a good read for professionals, with just the right touch of insight to provide ahaas for both groups. .

gs EMAC 2006 Conference, Athens.

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