dien thoai di dong , dau gia , the gioi smartphone , download game mobile , smartphone , tang truong , khoa hoc cong nghe thong cong , mua ban sim , Smartphone gia re , cong nghe tuong lai , cong nghe 360 , giai tri guongmat.org , su kien trong ngay , thoi trang hi tech , thong tin 360 , may tinh bang , perfect body , kasuman.com , gia vang hom nay , tin tuc an toan , kinh te viet nam , xay dung viet nam , thoi trang , thoi trang , phu nu viet nam , tin tuc moi online , dich vu bao ve viet nam , bao ve viet nam , cong ty bao ve viet nam , tin tuc moi online , giai tri 24h , tin tuc 24h

Why Marketing and Sales in B2B is Different

Download PDF

Executive Summary.
  1. How to focus your marketing and sales efforts
  2. How to move up the value chain

pic_andrewIn B2B, most everyone accepts that approximately 80% of a company’s profits are generated by 20% of its clients. Less well known is that 125% of a company’s profits are generated by 40% of clients! So the remaining 60% are responsible for a negative 25% in profits. Both are startling figures, yet very few companies give client segmentation analysis a second thought. Which are the correct clients to invest in? Most don’t really know and work on gut feel. And yet, it’s quite simple actually.

What is even more startling is new work from the US which indicates the influence of various decision makers and influencers and how poorly vendors understand these. As the table below shows


far too little time and effort is spent with decision makers and far too much with users and influencers. Yet in many instances, especially so with large Capex projects, these users have little if any influence in the final decision as to whom to select. In addition, relationship maps, the peering of various levels in the client and vendor organisation are just about non-existent in most companies.

So if you want to move up the value chain as a vendor, see model below, you will only be able


to succeed in doing so if the ‘C’ level of both organisations have on-going, collaborative and constructive dialogue. It’s at the ‘C’ level that business gets done.

As this is the case, let’s go back to the beginning, do you know which 5 or 10 percent of your client base you should be focusing in on? That’s a key question to answer so that you and your colleagues invest appropriately.

Andrew Clare is Managing Partner of reLiance a business to business relationship marketing practice. I focus on improving client profitability through developing, implementing and measuring sustainable, collaborative business to business relationships.

Cell: +27 83 326 2451, E-mail: This e-mail address is being protected from spambots. You need JavaScript enabled to view it , Web: www.rassa.co.za, LinkedIn: www.linkedin.com/in/andrewclare


Contact Details

cellphone_icon +27 83 326 2451
email andrewc@rassa.co.za



Contact Andrew with this simple form

SEO, Web Design and Development by Search-Engineuity