Applications iness-to-Business ee, concepts and prin- lat selling products and services to ly different from seliing to incividu- marketing theory is stil valid tion in marketing tactics, ness-to-business marketing ‘Set of marketing concepts and principles versus Business-to-business marketing is really not that different, and the basic marketing con- cepts and principles apply. Marketing Discussion Applying B-to-C Concepts to B-to-B © Consider some of the consumer behavior topics for Business-to-consumer (B-to-C) marketing from Chapter 6. How might you apply them to business-to-business (B-to-B) settings? For example, how might noncompensatory mod- els of choice work? Mental accounting? inched as the Administrative Accounting ‘the consulting arm of accounting IT consulting and bearing the name At thiat time, though it wes earring ‘Coneulting had low brand technology consultancies ‘Ac.com Web site), which would help the firm retain some of its former brand equity. At midnight on December 31, 2000, Andersen Consulting officially adopted the ‘Accenture name and launched a global advertising, mar- keting, and communications campaign targeting senior executves at its Clenis and prospects, all partners and employees, the media, leading industry analysts, potential recruits, and academia. The results were quick and impressive. Accenture's brand equity increased 11 percent the first year, and the ‘umber of firms that inquired about its services increased 50 percent. Awareness of the company's breadth and depth of services reached 96 percent of its previous level, and awareness of Accenture as a provider of manage- ment and technology consulting services already topped 76 percent of its previous level. These results enabled Accenture to successfully complete 2 $1.7 bilion IPO in July 2001. Accenture believed its differentiator was the abil- ity both to provide innovative ideas—ideas grounded jn business processes as well as [T—and to execute them. Competitors such as McKinsey were seen as highly specialized at developing strategy, whereas other ‘competitors such as IBM were seen as highly skilled in technological implementation. Accenture wanted to be seen as excelling at both. As lan Watmore, its UK chiet, explained: “Unless you can provide both transformational sulting end outsourcng capability, you're not going to win. ‘Clients expect both.” ‘Im 2002, Accenture unveiled 2 new positioning state- Which reflected its role as a partner that helped cre-236 PARTS | CONNECTING WiTH CUSTOMERS ‘ye launched the “Greater Thay) rational audience aoe 35 can, | ighted successful Case stud, is mal wv00d Hotels, end Caterpita, e's capablitio® in Aroas euch as coer nd gidbsization. The com esearch to ensure that its brang | ance. Delivered."—Was no, ee atil relevant to bUSNesS leaders, | rested a new marketing twist to the than" symbol, >, which had a. | scenture 10gO, Was pulled out ang the campaign. It appeared or | id became a citi cabs boards Be ica ee sremant geross al ACcenture’s print, dial, arg eal media as’ well as among employees. “Today, Accenture continues to excel as a os man tating, technology services, and outsoure 400 and move than three-quarters of the Fortune Global y what it takes to be a Tiger” 500. The company: ended fiscal 2013 with revenues ct The campaign captalzed on $28,Gbillon and has a brand value close to $9 bilion. fan all over the world, and | ‘Questions 41, How doas Accenture target its B-to-B audence so | effectively? 2. Evaluate Accenture'’s history of branding campaigrs. | ‘What remains consistent throughout? | sre Souwes treo," eps Aortic “Lesa Lean om bp Fm waneuy mrs: Mego Crstzn ear Ds 203.5 1.500 | Catton, Tine New cere Ores ed Map Oca 3 20.9 9 “elehoete Bete Maer sta net Oh Aca ess eS Ol eing Matt Marup ss ‘ral Cts 2p 3-10 tei radg Wire A Pat” stat erat Oe 2p $: Nay Elen Pod, eco. rs Tit se en C2204 ean Car Tipe: eve Seno Ma cer, by Sc“ Dear es sb . uma rary 14, 2010; Best Gob Brands 2012. heteant __ As the company diversified its business io buses | poe ts th the 1970s and 1980s, it created re" | careers, including “Progress for People’ and Reine o Life.” In 1981, Jack Wech | a Jones as GE's eighth CEO. Duind | Gecades of leadership, he helped grow CE "American Melfactuter into a global seo | Ree a mens market value fom WalusDe S222.illon in 2001, making te ‘Corporation at the time. GE has exhibited a keen under NESS Market and tho business bUY Hf in the shoes of its busines