B to B branding Creating synergies in the value chain MARKETING Series

B to C brands have already reached a maturity stage while B to B brands remain in a fast-growing stage, both in terms of marketing and brand manager positions and in terms of allocated budgets for brand promotion. Consequently, one of the main goals of this book is to provide companies, schools and universities support to better promote their brands. Many organizations are subcontractors depending on their ability to win request for proposals. Without a brand strategy, the candidate company stays invisible in the value chain: no name, no gain! The challenge for organizations is to win the ?battle for visibility? in order to put an end to their anonymity status (simple technical partner). From then on, they have to create value through a fitted professional branding policy. In 10 chapters the characteristics of B to B are dealt with (Chapter 1) particularly those related with the purchase decision process (Chapter 2) and those related to communication means (Chapter 3). The B to B brand (Chapter 4) can exclusively address client (Chapter 5) or be integrated in the professional client?s offer meant for the final consumer in accordance with a B to B to C logic (Chapter 6). It can be inserted in more complex transactions with local collectivities addressing citizen-users on the B to A to U mode (Chapter 7). It can also be part of a relationship with the client company and its associates in a B to B to E approach (Chapter 8). Finally, many « mixed » brands can be classified in both B to C and B to B categories (Chapter 9). Developing an efficient B to B brand strategy boils down to controlling it entirely, from co-branding to by-products management, depending on the final targets (Chapter 10). Aside from functional recommendations, this book contains many examples illustrating these diverse B to B approaches. Companies such as Atos, Sperian, BVA, JC Decaux, Dupont Protection, Tyvek, Airbus, Thales, Altran, Essilor-Varilux, Gore-Tex, PWC, Sodexo, Kimberly-Clark, Acova, Air Liquide, Tetra Pak, Serflex, Elis, Intel, Latécoère, Nomen, Technal, Tekelec, Veolia, Valeo, Vinci, Eiffage, Legrand, Lycra, 3M, Adobe, Adecco, Arkema portray the notions and techniques developed. By contacting in priority current strategic executives (CEO, Marketing and Business Development Director, Brand Manager) and future strategic executives (MBA executive programs), this book provides useful practical tools to teachers and university/business and management school/engineering school students who wish to master brand policy in the B to B context. There are two ways to create value: the first one comes directly from the selling of products / services made under the brand promoted; the second one comes from the new value of brand funds. In all business sectors and geographic areas, the proportion of intangible assets (brands and patents) keeps increasing in the general company value, to the expense of tangible assets. B to B brands have to be in sync with this structural evolution. By integrating the latest practices and research results, this academic-rooted book meant for functional purposes defines new strategic paths aiming at managing the B to B brand policy depending on the final target. For the first time, a synthetic and clearly B to B oriented approach offers useful and practical perspectives meant for brand management: B to B: the target is the client organization and it is impossible to precisely identify the individual beneficiaries B to B to C: the brand addresses the client? consumers of the final products (manufactured by the client organization). This approach is characterized by the strong prescription role of the client company?s marketing department and can be part of a vertical co-branding. B to B to E: the final customers of the brand are the employees of the public or private client organization. The goods and services are sold to the latter but are meant for the company?s employees use. In this approach the Human Resources department can have a prescription role. B to A to U: The brand does not target a consumer but a user (sometimes called road-user in public transportations). Lobbying techniques are particularly effective in this case.