B2B Marketing. Bài t ập 01: Introduction to Business Marketing
Answer one of the three below questions: questions: 1. Illustrate how a company c ompany can circumvent the influence of joint demand. 2. Out of the various differences between industrial and consumer marketing, which characteristics would have maximum impact on development of marketing strategy for an industrial pump manufacturer? Give reasons. 3. Construct a customer value proposition for a company known to you. Explain how would you demonstrate and document the customer value. B2B Marketing. Bài t ập 03: Th ị trườ ng ng Công nghi ệp và Môi trườ ng ng Kinh doanh
Q1: Can a customer be classified as an OEM as well as a user customer? customer? Explain with an example. Q2: What distribution strategy should be followed by a company, which is marketing tyres to OEM customers and replacement markets and why? Q3: A major electrical equipment (like power transformer transformer and switch-gear) manufacturer tried to have collaborative collaborative relationship with high business potential governm government ent organizations organizations like state electrical boards. boards. What What are the possibilities possibilities of success success of this this strategy? strategy? Explain the the reasons. Q4: How should India's SMEs, which contribute 70 per cent of the total industrial pollution, not only create jobs and profits, but also protect natural environment? Q5: What are the relevant macro-environmental factors for a major IT firm like Infosys? What would happen if the firm stops monitoring these macroenvironmental factors on the continuous basic? Q6: Discuss: "Why should a business marketer classify industrial products and customers?".
B2B Marketing. Bài t ập 04: Hành vi khách hàng t ổ chứ c
1. Sigma is in the steel production business and is based in China. Rhema is in electronic component manufacturing and is based in Taiwan. What are the environmental factors that would have a major impact on the business of the two companies? How are the factors similar or different for the companies? (B2B S'pore version, Q2, p52) 2. Leonard receives from a Philippines government department an invitation to quote for a truck to transport light goods and equipment. The specifications include the truck's length and width (up to the last centimeter) beside engine capacity, dead weight and other requirements. The company does not have a truck of such dimensions and is unable to quote. What can Leonard do? (B2B S'pore version, Q3, p52) 3. What would be the composition of the buying center deciding on the purchase of the diagnostic instrument for the large hospital? Who would be in the buying center and what role would they likely play? What buying motives or concerns would each member of the group have? (B2B S'pore version, Q4, p53) 4. Compare and contrast the composition of the buying centres for the following buying situation: a) Purchase of a $10 million instrument compared to a $10.000 purchase of maintenace, repair and operating items. b) Purchase of a $10 million instrument for the first time compared to the purchase of a second unit of a $10 million instrument (the first unit bought six months ago). (B2B S'pore version, Q5, p53). B2B Marketing. Bài t ập 05: STP
1. Assume you have joined a new company manufacturing and marketing aluminum extrusion products as a head of marketing. The company would market its products to household customers for door and windows frames, and also to business customers for various applications like control panels in electrical industry, water purification equipment, heat sinks for electronics
equipment, as well as, door and window frames in building construction industry. Develop a market segmentation plan for the company. 2. Steel Authority of India Limited (SAIL) is a large public sector company, manufacturing and marketing steel products in domestic market in India, and also International markets. Which macro and micro-segmentation variables and target market segments would you suggest to SAIL? 3. Describe how a positioning strategy should be developed for a small-scale electric motor manufacturing company, in a highly competitive market, marketing to business users and OEM (original equipment manufacturer) customers and how to communicate the same to target customers (make suitable assumptions, if needed). B2B Marketing. Bài t ập 06: Chi ến lượ c sản phẩm
L.C. Goyal, Director, VCB Ltd., was seriously considering the proposal made by Pradeed Chatterjee, to make a change in the product strategy, in order to solve the problem of declining profitability. VCB was one of the largest manufacturers of cement blocks, which was used by the construction industry. VCB was started in 2004, as a part of vertical integration, to support their businesses and the dealership of cement from ACC Ltd. VCB was known for its superior quality compared to its competitors. The raw material required for the production of cement blocks included gravel, cement, sand and dust. VCB has three production units. The production cycle was 5 days. The company's profitability was affected due to rising cement prices as well as price war on cement blocks. According the Pradeed, cement block was considered as a commodity and customers purchased the based on two key factors: price and relationship.
Pradeed recommended to Goyal that the company should change the product and pricing strategy from high price high quality to competitive price and medium quality. Goyal was reluctant to change the company image, due to the company's use of A grade cement instead of low price B & C grade cement used by competitors. Goyal was also considering production of bricks using ash with new technology. What changes in the product strategy would you recommend to L.C. Goyal?
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Case 1.1
MB. Ltd.,: Nature of demand for Machines www.dinhtienminh.net
Dinh Tien Minh
Content of the case Suresh Kulkani, General Manager of MB Ltd., was wondering on how to meet the demand for Special Purpose Machines (SPMs) manufactures and marketed by the company in India. The products included metal cutting machines, grinding (nghiền) machines, honing machines (mài), lapping (vạt) machines, and so on. The demand for these SPMs fluctuated due to changes in the external environmental factors like economic and technological. The demand for these machines was less in 1996, 1997, and 2002 due to the recession in India economy. However, the demand went up substantially, much above the production capacity, form 2003 to 2004. In June 2004, Suresh increased the price of these machines by about 25% in order to reduce the orders from business customers like Bajaj Auto, 2
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Content of the case (con’t) Murati, Ashok …In spite of increase in prices, the demand for these machines went up by more than 30%, which was in excess of production capacity. Suresh wondered how to improve the accuracy of demand forecasting. The company had been using sales force composite method, which has an advantage of giving the break-down of the sales forecast by product, customer, territory, and salesperson. Suresh decided to call a meeting of sales and Marketing persons to improve the accuracy of forecasting. He also thought of meeting all the functional managers to discuss and decide how to meet the fluctuating demand of the SPMs.
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