Business to Business Marketing
SUBMITTED BY:
GROUP 4
SAGAR GUPTA
SAARAH SAYED
SHIRANGI KAPOOR
PRANJAL BANSAL
ADIT AGRAWAL
23PGDMBFS45
23PGDM105
23PGDM108
23PGDMBFS35
23PGDM064
Table of Contents
Title
Page Number
Introduction
1
Company Overview
2
Industry Analysis
3-4
Segmentation, Targeting & Positioning
5-6
Organizational Behaviour & Buying
7-8
Value Preposition & Branding Strategy
9-10
Sales & Distribution Strategy
11-12
Recommendations
13-14
Conclusion
15
References
16
1. INTRODUCTION
The modern workplace has undergone a seismic shift in recent years, largely driven by
technological advancements, the rise of remote working arrangements, and the evolving
demands of the global workforce. In parallel, businesses now seek greater agility and costeffectiveness in their office setups. One of the most significant developments that has emerged
as a response to these changes is the concept of coworking spaces.
WeWork, established in 2010, has quickly become synonymous with the coworking trend,
offering flexible memberships, fully furnished office suites, and an environment conducive to
creativity and collaboration (WeWork, 2022). Although WeWork’s early focus catered to
freelancers and small startups, the company has strategically repositioned itself to target larger
corporate clients, providing global office solutions for organizations of varying sizes and
industries (Smith, 2021).
This report provides an in-depth analysis of WeWork’s B2B marketing strategy, structured
around industry best practices and academic frameworks. It begins by reviewing the state of
the coworking sector, its growth drivers, and primary competitors. It then discusses the
segmentation, targeting, and positioning (STP) approach that WeWork can adopt for improved
market differentiation. Following that, the report explores organizational buying behaviours,
highlighting key stakeholders, purchase criteria, and decision-making processes within
enterprise firms. The subsequent sections delve into constructing a compelling value
proposition, shaping a robust branding strategy, and developing sales and distribution
methodologies that align with B2B client expectations.
By synthesizing these elements, the report aims to offer actionable insights and
recommendations on how WeWork can maintain its leadership position and continuously
innovate in a dynamic and increasingly crowded marketplace (Jones & Peterson, 2022).
1
2. COMPANY OVERVIEW
2.1 Founding and Growth:
WeWork was founded by Adam Neumann and Miguel McKelvey in 2010 with the vision of
reimagining the traditional office space. The early premise focused on designing lively work
environments that fostered interaction among professionals from diverse industries. The
concept rapidly gained traction, and WeWork expanded across major cities worldwide,
supported by investments from prominent venture capital firms (Lange, 2020).
2.2 Current Scope:
Presently, WeWork has a footprint in over 30 countries, catering to a clientele that ranges from
solo entrepreneurs to Fortune 500 enterprises (WeWork, 2022). Its membership plans
accommodate short-term hot desks, dedicated offices, entire floors, and fully customized
buildouts for larger corporations. Beyond real estate, WeWork extends a suite of value-added
services such as community events, on-site tech support, and wellness amenities, all designed
to enhance productivity and work-life balance (Johnson, 2021).
2.3 Mission and Vision:

Mission: “To create a world where people work to make a life, not just a living”
(WeWork, 2022).

Vision: To cultivate a global community where creativity and innovation thrive within
flexible, technology-enabled work environments.
2
3. INDUSTRY ANALYSIS
The coworking sector has experienced significant evolution over the last decade. Its initial
growth was primarily attributed to freelancers and small startups. However, larger enterprises
have started to recognize the benefits of reduced capital expenditure, operational flexibility,
and employee satisfaction associated with coworking solutions (Bloom, 2019).
3.1 Market Trends:

Increased Demand for Flexibility:
As businesses cope with economic cycles and unpredictability, short-term lease
agreements have gained favour. WeWork and its counterparts respond to this need by
offering customizable lease durations and pay-as-you-go models, allowing companies
to scale operations in line with real-time demand (Arora & Pederson, 2021).

Remote and Hybrid Work Adoption:
The pandemic accelerated remote and hybrid working models. As physical office
attendance becomes more optional, many corporations are downsizing or optimizing
their real estate footprints, making flexible coworking spaces an appealing alternative
(Jones & Peterson, 2022).

Technological Enablement:
Today’s coworking environments are outfitted with advanced technologies such as
high-speed internet, secure networks, and digital tools for meeting room bookings and
visitor management (Smith, 2021). These features support seamless collaboration and
productivity.

Community and Well-being:
Many coworking operators organize workshops, networking sessions, and
community-building activities. This social aspect extends beyond merely providing
desks and chairs, turning coworking hubs into vibrant ecosystems (Global Coworking
Survey, 2021)
3.2 Key Competitors:
Despite its market prominence, WeWork competes against an array of global, regional, and
local operators:

Regus (IWG): Long-standing serviced office provider with a vast global presence.
Their familiarity with corporate clients is a key advantage.

Spaces (IWG Subsidiary): Focuses on design-centric spaces tailored to professionals
who value creativity and collaboration.
3

Impact Hub: Operates worldwide locations targeting social entrepreneurs and
mission-driven startups.

Local Coworking Boutiques: In metropolitan areas, numerous boutique coworking
spaces cater to niche markets, emphasizing region-specific design or specialized
amenities (Smith, 2021).
3.3 Major Challenges:
1. Economic Volatility:
A global recession or market downturn could slow growth in the coworking segment, as
firms become more cost-conscious, potentially shifting back to fully remote work or
downsizing office use (Bloom, 2019).
2. Long-Term Leasing Risks:
Coworking providers often secure real estate through multi-year leases but offer monthto-month or short-term memberships. This mismatch can present financial challenges if
member attrition rates rise unexpectedly (Lange, 2020).
3. Health and Safety Standards:
Increased awareness about hygiene, physical distancing, and air quality has led
coworking operators to adopt stricter protocols. Meeting these standards could mean
higher operational costs (Jones & Peterson, 2022).
4. Brand Reputation and Service Consistency:
The coworking landscape is highly competitive, and brand loyalty can be fragile.
Negative experiences in one location can harm the overall brand perception, making
service consistency critical for large-scale operators like WeWork (Arora & Pederson,
2021).
3.4 Role of Government Regulations and Trade Policies:

Zoning Regulations:
Different regions enforce specific building codes and commercial use restrictions,
influencing how quickly coworking companies can expand (Singh, 2019).

Real Estate Taxes and Incentives:
Certain governments offer tax breaks or incentives for repurposing older buildings
into modern workspaces, potentially influencing coworking operators’ location
choices (Kotler, Keller, Brady, Goodman, & Hansen, 2019).

Economic Policies and Trade Tensions:
Fluctuations in foreign direct investment or overall economic health can impact
demand for office spaces. Additionally, labour laws may vary by jurisdiction,
affecting the viability of flexible work arrangements (Bloom, 2019).
4
4. SEGMENTATION, TARGETING, AND
POSITIONING
4.1 Segmentation Criteria:
In B2B marketing, segmentation helps clarify which organizational profiles are most
compatible with a service offering (Kotler et al., 2019). WeWork’s broad client base can be
segmented through several lenses:




Company Size:
o
Startups and SMEs: Seek budget-friendly, flexible space that allows fast
scaling.
o
Enterprises: Require multiple offices across regions, along with consistent
standards and brand alignment.
Industry Vertical:
o
Tech Firms: Fast-paced growth, desire for modern designs and advanced
technology.
o
Consulting & Professional Services: Often need private offices for
confidential meetings.
o
Creative Agencies: Valuate open, collaborative spaces that foster creative
sparks.
Geographical Reach:
o
Local Businesses: Typically limited to a single site; location-specific
preferences.
o
Multinational Corporations: Demand uniform coworking experiences in
different countries to streamline global operations.
Cultural Orientation and Work Style:
o
Innovative Culture: Values networking events, creative ambiance, and
community.
o
Traditional Culture: Prefers conventional office layouts with separate or
enclosed spaces, stricter privacy policies, and understated design elements.
5
4.2 Target Market Selection:
While WeWork continues to serve startups and freelancers, the primary target here is midsized to large enterprises looking for global or regional workspace solutions that offer
consistency, brand prestige, and flexibility. This focus is strategic because:
1. Higher Revenue Potential:
Enterprise clients often sign larger, longer-term contracts.
2. Brand Leverage:
Securing well-known corporate tenants elevates WeWork’s reputation for stability and
reliability.
3. Global Network Utilization:
Companies with offices in multiple countries can fully exploit WeWork’s global
footprint, thereby maximizing membership value.
4.3 Positioning Statement:
“WeWork delivers dynamic, flexible workspace solutions for modern organizations
seeking to elevate collaboration, innovation, and global connectivity—supported by
exceptional service and scalable infrastructure.”
This statement underscores WeWork’s commitment to serving forward-thinking enterprises
and emphasizes benefits that go beyond basic desk rentals, including collaborative community
and worldwide presence (WeWork, 2022).
6
5. ORGANIZATIONAL BUYING BEHAVIOUR
ANALYSIS
5.1 Decision-Making Unit (DMU) Identification:
Organizational buying typically involves diverse internal stakeholders (Kotler et al., 2019).
For enterprise clients evaluating coworking solutions, the DMU may include:
1. Executive Leadership (CEO/C-Suite): Sets strategic direction for workspace
strategy (remote, hybrid, or office-centric).
2. Finance Department (CFO/Controllers): Responsible for budget approvals, cost
analysis, and financial feasibility.
3. Real Estate and Facilities Managers: Oversee contract negotiations, monitor
location requirements, and assess long-term suitability of coworking solutions.
4. Human Resources (HR) Executives: Assess how flexible office environments
influence employee morale, productivity, and retention.
5. IT Management: Ensures robust technical infrastructure (secure network,
conferencing tools) aligns with company security protocols and data regulations.
5.2 Stages of the Organizational Buying Process:
1. Problem/Need Recognition:
A firm identifies an immediate requirement for flexible office space due to expansion,
relocation, or changes in workforce structure.
2. Information Search:
The facilities or procurement team compares alternatives, examines coworking
providers (WeWork, Regus, local operators), and requests proposals.
3. Proposal Evaluation and Shortlisting:
Criteria such as pricing, location convenience, amenities, reputation, and technology
form the basis of comparison among potential vendors (Smith, 2021).
4. Supplier Selection and Negotiation:
Detailed negotiations occur, finalizing contract terms such as lease duration,
customization options, and additional services (Singh, 2019).
5. Implementation and Onboarding:
After signing, the enterprise begins the onboarding process, allocating offices and
preparing employees for the new environment.
7
6. Post-Purchase Evaluation:
Ongoing assessment of workspace effectiveness, costs, and employee satisfaction
influences renewal or termination decisions (Lange, 2020).
5.3 Factors Influencing Purchasing Decisions:

Cost and Budget:
Enterprises weigh the total cost of membership, including any upfront fees or
ancillary services (Bloom, 2019).

Flexibility in Lease Terms:
Being able to quickly scale up or reduce space usage without incurring prohibitive
costs is often a deciding factor (Arora & Pederson, 2021).

Brand Reputation and Service Reliability:
A stable and recognized operator like WeWork generally appeals to larger
organizations that prioritize consistent quality.

Location and Accessibility:
Proximity to clients, transportation hubs, and talent pools remains paramount.

Culture and Employee Experience:
Firms committed to innovation and employee engagement often prefer vibrant
coworking ecosystems (Jones & Peterson, 2022).
8
6. VALUE PROPOSITION & BRANDING
STRATEGY
6.1 Value Proposition
WeWork’s value proposition can be broken down into several distinct pillars:
1. Flexibility:
Companies can opt for short-term or extended memberships, customizing office sizes
as workforce needs evolve (WeWork, 2022).
2. Scalability:
As an organization grows, WeWork can provide additional space—often within the
same building or nearby locations.
3. Global Network:
A membership in one city can grant access to meeting rooms or hot desks around the
world, an invaluable feature for traveling employees or multinational firms.
4. Community and Culture:
Regular networking events and social gatherings create a sense of belonging that may
not exist in traditional office settings (Global Coworking Survey, 2021).
5. End-to-End Services:
From furniture to secure technology infrastructure, WeWork manages all essential
office needs, minimizing the client’s operational burden.
By communicating these benefits clearly, WeWork distinguishes itself as more than a landlord;
it is a comprehensive solutions provider and community builder.
6.2 Branding Strategy for the B2B Market:
6.2.1 Brand Image and Identity:
WeWork’s brand revolves around innovation, connection, and member-centricity. Its modern,
sleek aesthetic appeals to progressive firms, while its emphasis on collaboration and
creativity resonates with a globally mobile workforce (Johnson, 2021).
9
6.2.2 Core Branding Elements:
1. Logo:
The WeWork logo is typographic and minimalist, reflecting simplicity and modern
design.
2. Tagline:
“Do What You Love” is an overarching message. For B2B clientele, secondary
messaging around “empowering growth” and “innovating at scale” can be integrated
into marketing materials (WeWork, 2022).
3. Visuals and Layouts:
Consistency in colour schemes, interior design style, and signage across WeWork
locations reinforces brand recognition worldwide.
6.2.3 How Branding Supports Positioning:
By presenting a globally consistent, high-quality experience, WeWork reassures enterprise
clients of reliable service no matter where their employees work. This seamless brand promise
underpins the positioning statement about “delivering dynamic, flexible workspace solutions”
(Smith, 2021).
10
7. SALES & DISTRIBUTION STRATEGY:
7.1 B2B Sales Management Approach:
1. Dedicated Enterprise Account Teams:
Large corporate clients often appreciate a single point of contact who understands
their organizational structure and can anticipate evolving space requirements (Kotler
et al., 2019).
2. Consultative Sales:
Rather than pushing standard packages, WeWork can collaborate with the client’s real
estate and HR teams to tailor solutions that match specific cultural and operational
needs.
3. Co-Marketing and Referrals:
WeWork can partner with established commercial real estate brokers or facility
management consultants to gain access to targeted enterprise leads (Lange, 2020).
7.2 Distribution and Logistics Strategy:
Given that WeWork’s “product” is a physical space, distribution pertains to ensuring
properties are strategically located and consistent in quality and amenities:
1. Central Business District Presence:
Most enterprise clients favour premium addresses that enhance corporate image and
provide easy access to public transport and key business destinations (Singh, 2019).
2. Facilities Management Standardization:
Employ uniform operational protocols, design guidelines, and technology
infrastructure. This consistency alleviates concerns for companies operating in
multiple WeWork locations.
3. Technological Integration:
WeWork’s mobile app and online portal streamline bookings, visitor registrations, and
membership management. This level of technological sophistication supports a
seamless user experience (Jones & Peterson, 2022).
7.3 Partnerships and Strategic Alliances:

Technology Firms:
Collaborations with software providers (e.g., Microsoft, Slack) can result in bundled
11
offerings that merge digital collaboration tools with physical workspace benefits
(Smith, 2021).

Global Real Estate Advisors:
Partnerships with firms like JLL or CBRE could expand WeWork’s enterprise reach
by integrating coworking solutions into comprehensive corporate real estate portfolios
(Arora & Pederson, 2021).

Furniture and Equipment Suppliers:
Bulk procurement deals with well-regarded brands allow WeWork to maintain a
distinct, high-quality interior aesthetic while keeping costs in check (Johnson, 2021).
These alliances help refine the WeWork experience and underscore the company’s value
proposition of offering end-to-end, globally consistent office solutions.
12
8. RECOMMENDATIONS
8.1 Advance Technology Integration:

Strengthen Security: Provide robust, enterprise-level data protection (e.g., dedicated
VPNs) and 24/7 network monitoring.

Optimize Digital Platforms: Develop user-friendly booking tools, digital dashboards
for real-time workspace usage, and analytics for HR and facility managers.
8.2 Personalize Enterprise Solutions:

Branding Flexibility: Allow clients to customize workspaces with corporate branding.

Contract Customization: Design lease options (short- or long-term) that flex with
workforce changes.
8.3 Boost Community Engagement:

Targeted Events: Organize themed networking sessions and industry-specific
conferences.

Executive Forums: Create high-level gatherings for C-suite leaders to share insights
and form partnerships.
8.4 Expand Partnership Ecosystems:

Technology Alliances: Bundle software/hardware solutions with coworking
memberships.

Consulting Collaborations: Work with HR and management firms to provide
organizational support services.
8.5 Mitigate Real Estate Risks:

Flexible Leasing Models: Consider revenue-sharing or hybrid agreements to balance
costs.

Strategic Growth: Focus expansion on promising business districts, seeking
favourable lease terms or government incentives.
8.6 Maintain Global Quality and Service Standards:

Consistent Onboarding: Use standardized training and support protocols across all
WeWork locations.

Regular Audits: Collect tenant feedback and perform routine facility checks to uphold
uniform quality.
13
8.7 Adopt Sustainable Practices:

Green Building: Pursue recognized certifications (e.g., LEED) and install energyefficient systems.

Waste Reduction: Implement recycling, composting, and policies limiting single-use
materials to align with clients’ CSR goals.
14
9. CONCLUSION
WeWork’s transformation from a niche coworking provider to a global enterprise
solution underscores its adaptability and forward-thinking business model. The
company successfully addresses modern enterprises’ critical needs: flexibility,
technology-driven solutions, and vibrant communities that bolster creativity and
networking. By applying a clear STP framework, WeWork identifies highpotential market segments—particularly mid-to-large corporations—and
positions itself as a premium provider of flexible workspace solutions.
Furthermore, understanding the intricacies of organizational buying behaviour
and structuring compelling value propositions can help WeWork tailor offerings
to enterprise requirements and speak directly to key decision-makers, including
CFOs, HR executives, and IT managers. The company’s branding strategy, which
highlights innovation and community, resonates strongly with organizations
seeking to remain agile in a rapidly changing global economy.
Finally, an effective sales and distribution approach, reinforced by strategic
partnerships, ensures that WeWork consistently delivers on its brand promise.
Through continued investment in technology, customer service, and global
expansion, WeWork can remain a leader in the coworking industry. As economic
conditions, regulations, and workplace preferences evolve, the adaptability
embodied in WeWork’s business model positions it to flourish in the future of
work.
15
10. REFERENCES

Arora, R., & Pederson, A. (2021). Enterprise Adaptation to Flexible Office Models.
Real Estate Management Review, 14(1), 45–59.

Bloom, N. (2019). The Impact of Remote Work on Organizational Culture.
Management Insights Quarterly, 33(4), 12–17.

Global Coworking Survey. (2021). Annual Coworking Industry Report. [Data on file
with the author].

Johnson, M. (2021). Designing for Collaboration: The Evolution of Coworking
Spaces. Journal of Workplace Innovation, 7(2), 33–46.

Jones, T., & Peterson, H. (2022). Hybrid Work and the Future of Commercial Real
Estate. International Business Journal, 12(3), 66–79.

Kotler, P., Keller, K. L., Brady, M., Goodman, M., & Hansen, T. (2019). Marketing
Management (4th ed.). Pearson.

Lange, S. (2020). Reimagining Urban Spaces: The Role of Coworking. Urban
Development Quarterly, 18(4), 55–69.

Singh, R. (2019). The Changing Landscape of Commercial Real Estate Regulations.
Real Estate Law Review, 24(2), 78–88.

Smith, A. (2021). Technology Integration in Modern Coworking Environments.
Journal of Applied Business Research, 44(1), 28–39.

WeWork. (2022). About WeWork. [Data on file with the author].
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