In business, there is an endless debate on the “strategy”. Yet the term is often confusing or misunderstood. In many companies, the strategy refers to anything that ranging from business targets and targeted markets to specificities such as web site management. A dispersion gun approach often follows.
There are global strategy considerations for any business before developing its B2B marketing strategy. Will you be a cost manager, will you gain an advantage by differentiating you from rivals or take a highly targeted line?
Whatever you do, do not try to bet each way. Put into play a coherent strategy – which famous business school of Harvard Business Professor Michael E. Porter calls “Focus”.
If you can not be a cost manager or offer a differentiated product to the entire market, focus only on a market segment in which you can achieve these goals.
Think too, on factors that will transform your business from the property. Why will your business stand out? And why will he accelerate after other long-term rivals?
In our experience, this last point is crucial. The momentum is an excellent result, but how do you get it? In B2B marketing, organizations often offer a good idea, try it once, then go get another good idea. This is fatally imperfect. Not only is it difficult to do something good from it, but the market becomes confused.
Consumer marketers know that perceptions take a lot of time building. They create advertisements and sell their message consistently. As B2B marketers, we must do the same thing.
Back to our question, however: what is the B2B marketing strategy? First of all, it must be seen in the following context.
Objectives (what do you want to achieve?)
Tactics (what will you do?)
Plan (in what order, how many times and who?)
In this context, the go-to-market strategy comes back three points:
What are you going to sell?
Choose where to play
Your first priority is to choose where to play (which product markets participate, you do not know and how many budgets allocate each product market).
Whatever your decisions, make sure you have extensive internal support for this market strategy so that everyone in the business is on the same wavelength.
Choose How to play
Then identify the correct strategy for each product market.
This requires a careful allocation of the marketing budget to take into account:
Environmental Marketing (EM) – Get the market ready by advertising, public relations and other positioning activities
Preparation for the chain (CR) – Get the chain ready to recruit direct and / or indirect channels, creating guarantees for them to use, train them and manage their skill and motivation levels
Generating the demand (DG) – Get the market and chain together through seminars, white papers, prospecting and so on.
Decide how to allocate a rare budget
Finally, build it in a matrix that reflects:
The priority for each of the product markets in which you participate.
The maturity of each of these product markets
The “correct” allocation of the budget at EM, CR and DG for each stage of the maturity of the buyer.
The result will be a strategy that results in a budget reflecting the maturity of your buyers.