B2B-CHAPTER FOUR
RELATIONSHIPS
 Top managers from each firm must be
visibly involved in development of alliances
and communicate strategies of alliance to
other employees LPC1@umsl.edu
7/1/2016
Chapter 4. Relationship
Strategies for Business Markets
BA 303 B2B LPC
the importance of relationship marketing to
business marketers. A relationship
continuum identifies different types of
relationships that can exist between buyers
and sellers. The importance of trust (WE)
and relationship commitment to strong
relationships. Strategies appropriate for
each type of relationship identified.
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Relationship Strategies for
Business Markets
 The relationship connectors are
information exchange, operational
linkages, legal bonds, cooperative
norms, relationship specific
adaptations, market factors, and
situational factors.
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the management of buyer seller
relationships & WIN-WIN
 transactional and collaborative exchanges
Managers are encouraged to
manage each relationship
individually and develop
strategies for each customer
based on the relationship
type.
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development of relationship
marketing strategies
five stages:
(1)Capturing relationship data
(2) Selecting accounts,
(3) Creating account specific offerings,
(4) Implementing the relationship strategies,
(5) Evaluating the relationship strategy
outcomes.
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strategic alliances
relationships thatalowfirmstoleverage core compet ncies bylinking themwiththe
complementary expertise ofotherfirms
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Relationships vary across a
continuum from transactional
to collaborative
exchanges
Transactional exchange: arm's
length negotiations and
competitive
bidding
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Value added exchange: focus
on keeping customers by
understanding their needs and
using tailored strategies and
incentives
Consultant Problem Solver
Informational
Servicing a Relationship
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Collaborative exchange:
develop trust and relationship
commitment with customers
and integrate processes
between firms
develop relationships with customers by
learning more about their needs and
providing products and services to
meet those needs
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Transactional exchanges
chosen when the importance
and complexity of
the purchase is low, the need
for information exchange and
linkages
between firms is limited, and
when the market is stable with
many supply alternatives
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Collaborative exchange
chosen when the importance
and complexity of
the purchase is high, the need
for information exchange and
linkages
between firms is high, and
when the market is volatile few
supply alternatives
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And now
CONSULTATIVE SELLING
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CLIENT- CONSULTANT
WIN- WIN SERVICING
PROFIT IMPROVEMENT PROPOSALS
PROBLEM SOLVING-VALUE ADDED
SERVICING A RELATIONSHIP
 WOULD YOU LIKE MORE WIN - WIN
INSIGHTS????
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Chapter four question one
1.
Because Boeing will relay on their supplier
to help them meet customers' needs from a
technological standpoint, Boeing will focus on a
potential supplier's R&D expenditures,
engineering staff, technological success, patent
history, new product successes, and quality.
Technically trained marketing individuals as well
as engineers will help develop the relationship
from the selling side. Product development
personnel, engineers, and designers will be
involved initially on the buyer's side.
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Chapter four question two
2.The availability of alternatives, vigorous activity
(dynamism) of the supply market, importance and
complexity of the purchase, amount of information
exchange, and number of operational linkages could
be used to place suppliers in transactional or
collaborative relationships. To develop more
collaborative relationships, business marketers must
be trustworthy and demonstrate a long term
commitment to the relationship. They also need to
learn about customer needs and develop tailored
strategies to satisfy those needs.
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B2B-CHAPTER FOUR-BONDING
 Top managers from each firm must be
visibly involved in development of alliances
and communicate strategies of alliance to
other employees LPC1@umsl.edu
7/1/2016