Big Data, e-marketing, social marketing, So Lo Mo (Social Local Mobile), ZMOT (Zero Moment of Truth), ROPO (Research On Line, Purchase Off Line), ATAWAD (Any Time, Any Where, Any Device) … all these new marketing terms and acronyms Austria Phone Numbers List are in fashion and illustrate the new opportunities that digital marketing represents today. Faced with the indisputable revolution that digital represents, many press articles, gurus or consultants even go so far as to predict “the death of marketing” … So, should we really fear the disappearance of marketing? The many discussions that I can have at the ISM with the participants who register for our training courses, marketers or non-marketers, prove to me the opposite every day.
Faced with an increasingly complex environment, at a time of crisis, when markets are tightening and when customers, more informed and more demanding than ever, arbitrate their purchases, many marketers intuitively feel that they are are probably spending too much time dealing with short-term operational issues and not enough time reflecting on the relevance of their long-term strategy. In short, too much operational, not enough strategy and not enough marketing. And every day reading the economic press proves them right. Let us take a few recent examples. In the mobile phone market, why has Nokia gone from 40% to 3% MPR in less than 5 years ?
And Every Day Reading The Economic Press Proves Them Right.
Why did Kodak have to file for bankruptcy in 2012 and abandon most of its photography activities, which had made its reputation for nearly a century? Why did Microsoft miss the launch of its Surface tablet, thus accelerating the decision of its Board of Directors to find a successor to Steve Ballmer? A magazine ironically titled on the subject of this commercial and marketing failure: “Microsoft has tripped up in the 4Ps!” ” We could multiply the examples. What are the root causes of these bankruptcies, of these failures? Economic analysts, enlightened observers, employees of the companies concerned, former managers sometimes themselves provide the explanations: bad strategy, bad analysis of the environment, “marketing myopia”, arrogance, underestimation of newcomers.
new entrants, lack of differentiation or competitive advantage in the offer, insufficient listening and taking into account the needs expressed by customers … In short, not enough marketing and strategic blindness … So yes, marketing is changing, as it has already changed in decades past. Yes, digital is a revolution. But it is more than ever necessary to reconcile operational excellence and the agility that digital technology allows today with the solidity of the strategic vision. Agility and vision. Operational and strategy. So no, definitely, strategic marketing is not dead! As part of my work with BtoB companies, I sometimes meet “Calimeros” in marketing departments. Indeed, the vast majority of books, publications, training in marketing are more generally aimed at the world of BtoC. It’s really too unfair…
Remi Salette, Expert In Strategic Marketing
How to apply methods and tools which are illustrated by the cases of L’Oréal, Danone, Apple, Nespresso… It is also interesting to note that these companies, for example, also have BtoB activities: L’Oréal also addresses hairdressing salons, Danone is interested in the head of the fresh department at Carrefour, the largest customers of the iPad are companies and Nespresso is developing a good coffee dispenser for company employees. The declaration of Clive Sirkin (VP-CMO Kimberly-Clark), “We do not think in terms of digital marketing, we think in terms of marketing in a digital world”, could moreover be transposed to BtoB: “We do not think not in terms of BtoB marketing, we think in terms of marketing in a BtoB environment ”.
Marketing is still marketing. The approach remains the same: seize opportunities in a market, decipher the customer’s constraints, to design attractive offers (business services or business solutions) aimed at customer satisfaction. That being said, there are of course specific features specific to this BtoB environment:- the company’s position in the value chain. This makes it possible to understand the challenges of the environment by modeling the sector from the production of raw materials, components, assembly and distribution, to the end consumer – the purchasing decision process in the company – the distribution of the decision-making weight between those who intervene in this process