B2B Brand Definition

8/13/2019 B2B Brand Definition

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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


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PFORZHEIMER FORSCHUNGSBERICHTE NR. 9

B2B Brand Definition - Understanding theRole of Brands in Business and ConsumerMarkets

Waldemar Pfoertsch, Christian Linder, FrederikBeuk, Boris Bartikowski, Cheryl Ann Luczak

Juli 2007

Tel.: +49-7231-28-6135, Fax: +49-7231-28-6130URL: http://www.hs-pforzheim.de/iaf

Herausgeber:Institut fr Angewandte Forschung der Hochschule PforzheimTiefenbronner Str. 65, D-75175 Pforzheim

ISSN 1612-0396


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B2B Brand Definition: Understanding the Role of Brands

Authors

Waldemar PfrtschProfessor International Business

Pforzheim University, Germany

Christian LinderResearch AssistantPforzheim University, Germany

Frederik BeukPhD CandidateUniversity of Illinois at ChicagoChicago, Illinois, USA

Cheryl Ann LuczakUniversity of Illinois at Chicago

Chicago, Illinois, USA

Boris BartikowskiEuromed Ecole de Management,Marseille France

Corresponding author:

Waldemar A. Pfoertsch, Pforzheim University,Tiefenbronnerstrasse 65, D-75175 Pforzheim, Germany

[email protected]

Pforzheimer Forschungsberichte Nr. 9 IAF
mailto:[email protected]:[email protected]


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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 -

Pforzheimer Forschungsberichte Nr. 9 - 2 - IAF


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Abstract

This article intends to establish a characterization system for industrial brands. Although theunderstanding 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 thecharacteristics of the target group(s). Many dimensions determine the existence of B2B brands. Here itwill be argued that individuals play three archetypical roles ranging from naive consumer, the informedcitizen and the decision influencing professional. These roles are crucial in establishing the class a brandbelongs 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 withthe 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 thedecision influencing professional play a central role. Both the role of individuals as informed citizen andnaive 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-to-Consumer (B2B2C) brands are introduced. Brands in this category are predominately B2B in origin, buthave found ways to appeal to the typical naive consumer to strengthen their brand proposition.



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1 IntroductionBranding 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 onunderlying characteristics of the transaction, has not taken place sufficiently. Classification schemata areof fundamental importance to organize phenomena for systematic investigation in the early phases oftheory development (Hunt 2002). It is often acknowledged that brands need to form strong relationshipswith their customers (Keller 2003; Aaker/Joachimsthaler 2000). However, this relationship depends onthe role the customer is performing. In line with identity theory (see e.g. Hogg, Terry and White 1995) weargue that individuals perform three archetypical roles in relation to businesses. Depending on time andsituation, individuals play the role of naive consumer, the role of decision influencing professional or therole 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 otherdimensions to consider. For example, given that they consist of organizations that acquire goods andservices 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 ofother businesses.

Typically, business markets are understood as being distinctively different from consumer marketsbecause of several different characteristics. From the producers point of view, the most importeddifference is that a small number of customers dominate the sales ledger. For B2B companies it is notunusual to have less than 100 consumers. This could be so even for the largest Business-to-Businesscompanies (Backhaus 2004). Because of the small number of B2B customers, their needs and demandsare of even higher importance than in the B2C market; therefore B2B purchasers have much more powerover their suppliers.

Another difference is that in B2B markets, the traded products and services are far more likely to be morecomplex than their counterparts in consumer markets. Where the purchase of a consumer productrequires 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 fine-tuning. 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 toprovide a great amount of technical data about their product and its advantages over competitorsproducts.

Usually there is more than only one person involved in the industrial buying process. The decision to buytakes place within a large team, and depending on the complexity of the product, their decision makingprocess can be over a protracted period. Often the decision making unit (DMU) changes during thisnegotiation period as specialists enter and leave it to make their different contributions. People in the B2BDMUs often know as much about the products they are buying as the companies that are selling themthese products. Research shows (Hague 1996), that high levels of customer satisfaction and loyalty aredriven 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; Bonomaadded to Webster/Winds model the initiator 1982) we can describe different roles individuals plays insuch an association. Industrial buying is a combination of individual and organizational decision makingprocesses with certain roles in the buying center. These roles have been defined as initiators, users,buyers, deciders, influencers, and gatekeepers, summarized as:

1. initiators define the buying situation and start the buying process;2. users actually use the product;3. buyers can commit the organization to spend money;4. deciders have the authority to choose among potential product offerings and vendors;5. influencers add information or constraints in the buying process;6. 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 aremore strongly influenced by emotions. These emotions are influenced by cultural factors which have afundamental 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 thelife 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 theycome to work. It can be argued that professionals are just as much influenced by the factors affectingprivate consumers buying decisions, yet only have to deal with the additional requirement of having tojustify 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 simplyis not one right answer to a buying decision, rather there are many sufficiently acceptable alternativesthat can all be rationalized if so required. Interesting, and to the knowledge of the authors under-researched, questions are whether professional buyers behave differently in the year before their pensionthan in other years, whether their self reported emotional state is of importance etcetera.

2 Roles of IndividualsIdentity, exemplified in the form of the different roles people perform in different situations, is anessential 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 Individualsperform a vast amount of different roles. With the increase in complexity of society, it is no longer anexception for someone to perform the roles of caregiver, parent, employee, employer, member of achurch, 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 firstdichotomy is the consumer versus professional (e.g. Hite and Fraser 1988) and the second one consumerversus citizen (e.g. Batley et al 2001). Since both dichotomies share the consumer, three separate rolescan 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 drawson 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 archetypefrom the often used term consumer that encompasses many more nuances and dimensions. With theterm naive consumer we indicate the basic role of the consumer, unaffected by experiences gained in theother two roles. Naive also in the sense that his consumption is not burdened by guilt or socialobligations (McGregor 1998). In reality, few individuals will actually behave like truly naive consumers, asit 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 seethe 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 thestandard of living.

Decision influencing Professional

The word professional in this paper will be used more broadly than the narrowly defined highly educatedservice provider for which the word is sometimes reserved. Professionals are those individuals whoperform a role as part of their employment. In this sense we include truck-drivers as well as highly paidcorporate lawyers and decision making CEOs. Other than the traditional worker-citizen (see e.g. Turner2001), 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 particulargood 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 thedecision making process.

In line with the other two roles we focus on the decision influencing professional as an individual. Muchresearch into group decision processes has already focused on characteristics of the individuals involved inthe decision making. Sitkin and Weingart (1995) looked for example at the effects of individual riskperceptions and risk propensity, whereas Leonard, Beauvais and Scholl (2005) linked group cognitive stylewith the individual cognitive style. Especially where brand associations are concerned, we argue thatthese associations live in the minds of the individuals involved, and not in the group (Davies/Kanaki2006).

Informed citizen

The notion that individuals are concerned with more than cheap quality products and that thisphenomenon influences brands directly, is well demonstrated in popular books like Kleins (2000) NoLogo and Gobs (2002) Citizen Brand. Citizens are concerned with the public problems of the worldaround us. This includes social as well as moral problems. The citizen struggles for control over theseproblems and a deeper sense of community and general welfare (McGregor 1998). Although ourdefinition 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 ascitizen. Unlike the role as a consumer, the role as a citizen is not directly related to consumption. Thesalience of this role in relationship to consumption will need to be provoked; the citizen has to becomeinformed. Often times this is only the case when flagrant discrepancies between ones standards andperceived 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 smallpercentage of people will have their behavior defined by their citizens role. Yet when this happens, theimpact can be big and radical; think for example of whistle-blowing professionals or boycottingconsumers. However, under normal circumstances the role as a citizen will only indirectly influenceconsumption and decision making (Dahrendorf 1958).

3 Roles of PeopleThe different roles that people perform are closely related to behaviors (Hogg, Terry and White 1995) andperceptions 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 decisionsto others. The brand needs to convince the professional as well as their bosses and peers. Thereforebrands 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 togain status, prestige, affinity and self-security are looked down on by peers. As a consequence, brandsthat 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 degreeof rationality behind a purchase can make a consumer feel better about the choice, brands can beentirely based on emotion. Likewise, for the individual in the role of consumer, brands can deliver statusand prestige and in certain cases the brand is the only selling point. Finally, because the way the role as acitizen influences the behaviors performed by individuals that are primarily in their role as consumer orrole as professional, perceptions about for example the social responsibility of the brand, influence thebuying decision as well.

4 Different Kind of BrandsBased 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 classificationsfor 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 havealso been used to identify specific branding strategies (see e.g. Kotler/Pfoertsch 2006). As B2B-brandsand B2C-brands mimic the consumer versus professional dichotomy, their existence has beenacknowledged by several authors (e.g. Malaval 2001; Hague 1994). Especially at the far end thecharacteristics 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 theB2C brands they share the fact that, at least in part, these brands are aimed to the end-user.

B2B B2CAimed at intermediatevalue provider

Aimed at the end-user

Two way Relationship Transaction or one directionalrelationship

Small focused target market,small number of customers

Mass market, large number ofconsumers

Buyers can most effectively bereached through specializedmedia

Buyers are reached through massmedia

Multi-step buyingcycles

Short sales cycle

Relatively complex productoffering

Relatively simple product offering

Never on impulse Purchase can be animpulse

Marketing is abouteducating

Marketing is about convincing

Brand is about the firstimpression; it opens the door butdoes not sell

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 areprimarily 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 thebusiness 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. Theycan be directed at the individual as a professional, or the individual as a consumer, to load certainattributes of the parent companys product portfolio to specific products. This happens when a newproduct is launched and it is placed in the parent brands hierarchy (a new model Mercedes, the ApplesiPhone, New Hollands CR9000 harvesting equipment et cetera). In all these cases experiences andattributes 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 corporatesocially 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 thatshare the same brand name. As we demonstrated that one individual performs multiple roles, with allindividuals also performing the role of consumer, the B2B aspect will inevitably be influenced by the B2Cbrand. An overview of the three main categories of brands and the relationship with the role of theindividual is given in the Fig. 2.

5 Examples of these Classifications in Real LifePure B2B brands are those that market products and services that are only relevant to other organizationsand have no direct link with the final end product. Examples of well known brands of these pure B2Bcompanies 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 partof their role of informed citizen.

Pure B2C brands are those products that are sold exclusively to the end user. It is possible their sales arenot directly realized with the end-user, but are mediated by wholesalers, retailers or restaurants. Wellknown examples are Coca-Cola, Dove, Pampers, McDonalds, MTV and Macys. Their products andservices are known by many individuals in their role as consumer, and by some professionals performingroles earlier in the value chain of these products. As with the pure B2B brands, individuals can also befamiliar 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 willinfluence the B2B brand activities as well, due to the fact that every individual is a consumer, yet notevery 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 pulleffect higher in the value chain (illustrated in figure 1 by an arrow going from the ingredient brand to theindividual as a professional) are Intel, NutraSweet and Dolby Surround. All these brands have effectivelyestablished an end-user preference that gives them strong benefits in selling their brands to value chainpartners.

Mixed B2B2C brands are those that share the same brand name for two distinct divisions. One divisiontargets the B2B market, the other targets the B2C market. Clear examples can be found in theautomotive industry where Toyota, Volvo and Mercedes market both trucks and personal cars in mostmarkets. Sometimes the same core product or service is used, but specific markets get enticed withadditional services. For example, many airlines target both B2C and B2B markets, where preferenceamongst the first consumer is stimulated with air miles or loyalty programs and the B2B purchaser isawarded with corporate credit card programs or incremental savings at certain flight volumes.

6 Conclusion and new Research AreasFrom 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 worldwhere it is becoming increasingly difficult to distinguish one product from another, it is even moreimportant to have the support of a powerful brand. Clear definitions of brand strategy are a basis forsuccessful management. Knowing that the most neglected marketing opportunity in the Business-to-Business arena is the building of a strong brand (Hague 1996) leads to the necessity to have a clear basisfor distinction. The relevance of a classification beyond the B2B and B2C dichotomy is that it betterdescribes the complexity in the world of brands, as well as that it helps in understanding theinterdependencies 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 onrelationships earlier in the value chain. Our classification also predicts that for most B2B2C brands theB2C component has a bigger chance to influence the B2B component than vice versa, as the prevalenceof 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 brandfrom a B2B perspective. Finally, by linking brands to the roles people are performing, role specificmarketing strategies can be developed. Especially for the companies that operate B2B2C brands, insightsin and understanding of potential role conflicts can help them manage these brands better. For successfulenterprises, the full understanding of branding is necessary to stay competitive (Malaval 2001; Hague1994). Due to the complexity of the market and buying situations, it is difficult to measure the precisecontribution of a companys brand to the buying decision. This is an area we suggest future researchshould focus its attention on to help to establish ways and means to manage and control B2B brandcompanies. To make that possible, an understanding of the full meaning of the brand in many morecompanies is necessary. A consequence out of this would be to properly position the brand and to createa brand resonance with the customer (Keller 2003; Kotler/Pfoertsch 2006). Another area of futureanalysis is the understanding of ROI of branding investments and the developments of properinstruments of management tool for a long-term B2B brand management. We hope that we have addedsome new dimensions of brand knowledge for industrial brands.



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Business-to-

Business BrandManagement.

The Success Dimensions ofBusiness Brands

Gebundene Ausgabe:357 Seiten

Verlag:Springer, Berlin; Auflage: 1 (August2006)Sprache:EnglischISBN-10:3540253602

Philip Kotler, Waldemar Pfrtsch

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 essentialfactor in the success of well-known consumer goods such as Coca Cola,McDonald's, Kodak, and Mercedes. Now it is time for more industrial companiesto start using branding in a sophisticated way. Some industrial companies haveled the way...Caterpillar, DuPont, Siemens, GE. But industrial companies mustunderstand 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 acertain level of performance. The promise behind the brand becomes themotivating force for all the activities of the company and its partners. Our book isone 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 illustratingthe successful branding of industrial goods.



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Die Marke in der

MarkeBedeutung und Macht desIngredient Branding

Gebundene Ausgabe:204 SeitenVerlag:Springer, Berlin; Auflage: 2006Sprache:DeutschISBN-10:3540300570

Waldemar Pfrtsch, IndrajantoMller

KurzbeschreibungMarketing lebt von der Innovation und dem Kundennutzen.Unternehmen, die beides kombinieren knnen, sind auf dem Weg zumErfolg. Mit Ingredient Branding bekommen Lieferanten und Endprodukt-Hersteller ein neues Instrument an die Hand, das ihnen echteWettbewerbsvorteile verschafft. Intel mit der Ingredient-Branding-Konzeption ?Intel inside" hat es vorgemacht. Mehr als 90% Marktanteilsind der beste Beweis fr das Funktionieren dieses Vorgehens. Das Buchstellt zahlreiche weitere Beispiele vor, die den Lesern Anregungen geben,wie sie ihre Marke in der Marke erfolgreich gestalten.



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B2B-Marken-

management.Konzepte - Methoden -Fallbeispiele

Gebundene Ausgabe:605 SeitenVerlag:Vahlen; Auflage: 1 (Januar 2005)Sprache:DeutschISBN-10:380063144X

Waldemar Pfrtsch, Michael Schmid

KurzbeschreibungWer sind wir? - Was machen wir? - Und warum sind wir wichtig?Falls Sie nicht alle drei Fragen schlssig und schnell beantwortet haben, dannsollten Sie dieses Buch intensiv studieren. Dieses im deutschen Sprachraumeinmalige Werk wird Ihnen alle Werkzeuge an die Hand geben, um Ihre Markeaufzuladen und in der Wahrnehmung ... nachhaltig zu untersttzen. (Philip Kotler)Whrend sich Wissenschaft und Praxis frhzeitig und intensiv mit Marken imKonsumgterbereich beschftigten, wurde die Markenpolitik imIndustriegterbereich lange Zeit vernachlssigt. Erst im Zeitalter verschrftenWettbewerbs, vernderter Rahmenbedingungen und neuer Herausforderungenauf Investitions- und Industriegtermrkten steigt nicht nur das Interesse, sondernauch die Notwendigkeit zum Aufbau neuer und nachhaltiger Wettbewerbsvorteiledurch Markenmanagement. Hightech-Lieferanten mssen sich auf ihreureigensten Potenziale und Kernkompetenzen konzentrieren, indem sie bereits

frhzeitig im Innovationsprozess ei n wirkungsvolles, auch auf den Endabnehmerfokussiertes Markenmanagement aufbauen.In diesem Standardwerk sind zum ersten Mal alle wesentlichen B2B-Marken-Konzepte und neueste Einsichten zum Markenmanagement zusammenfassenddargestellt und mit aktuellen Fallbeispielen beschrieben. Die hier vorgestelltenKonzepte und Instrumente werden von den Autoren sowohl in Hochschulen undin der Weiterbildung als auch in Beratungsprojekten mittelstndischer undinternationaler B2B-Unternhemen zur Steigerung des Geschftserfolgs eingesetzt.Auerdem wird die Bedeutung von B2B-Dienstleistern ausfhrlich behandelt.



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Business - to -Business Marketing

Gebundene Ausgabe:350 SeitenVerlag:PrenticeHall; Upper Saddle River,

New Edition, (November 2008)Sprache:EnglischISBN-10:3540xxxx

Rob Vitale, Joe Giglierano,

Waldemar Pfoertsch

Abstract:

The art and science of Marketing has evolved well beyond early concepts. The

differences between BusinesstoBusiness markets and consumer markets havegrown 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 BusinesstoBusinessmarketing. When these ideas are integrated and combined they provide a richnessand depth to market understanding. However, this integration has not always comeabout in a way that is manageable for students.This text, Business to Business Marketing, starts with a basic review of concepts andthen differentiates the differences between business and consumer markets. In adown-to-earth fashion, these basics are then integrated in a way that each supportsthe other, providing an anchor for the student. These combined experiences of theseauthors, 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 bothstudents and professionals of BusinesstoBusiness marketing. Real companies inreal situations, combined with believable academic exercises demonstrate theexperience and depth of the authors. Their effort provides an opportunity tounderstand 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 alsoa good read for professionals, with just the right touch of insight to provide ahaasfor both groups. .

gs EMAC 2006 Conference, Athens.

B2B Brand Definition

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