Breaking Through The Plight Of B2B Enterprises From Service, Channel, IT And Value Added -- Crack B2B Marketing Puzzle
To succeed in the complex B2B market, what companies need to do is not just to implement several measures that have been tried and verified. High performance B2B enterprises believe that the key to success lies in the ability to manage four important problems. Here are some insights into how to cultivate this competitiveness within your company.
B2B, which provides products or services to business customers, is being threatened by smart foreign competitors and homogenization of many products. Some of the measures taken by B2B companies are to focus on service businesses with better general profit margins. Some B2B companies also show the value of the precision analysis tools used to analyze a large number of customer data.
The core idea of all these strategies is to require B2B companies to improve their customers' efficiency and competitiveness. Managing the following four urgent problems is an important part of achieving this goal.
一、改革创新：扩大业务服务范畴
Smart competitors make manufacturers realize how easy it is to homogenization, even for sophisticated products. However, if the service business is professional and unique, it is often difficult to be imitated and easier to reform and innovate. No wonder many product manufacturers have been able to expand their businesses by expanding their services. Service revenue can include the following sources: replacement of parts, regular maintenance of equipment or product service contracts, or consultation on how best to use products.
The experience of three Finland multinationals in similar industries shows how important the service business is to the sales performance of the entire company.
Kone Elevator has been strengthening its service strength, making the proportion of various service businesses to the current income of 60%. Interestingly enough, Wartsila, the global leader in the production of diesel engines for ships and power stations, has increased its service business to 50% in eight years. The third company is Metso, which is very active in the paper and mining industry. It also keeps its profit growth by raising sales to total 40%.
Although these companies have not publicly disclosed the profitability of their service sector, people generally believe that service business is more profitable than new product business, thus becoming an important factor in sales revenue, business growth and overall profitability. There has been fierce competition in every industry recently, but they can still maintain their competitive edge.
Do we have any special experience in management to learn from these companies? Compared with backward enterprises, the leaders of these companies can take the initiative to participate in building their own service business. They all have an executive who specializes in service business, and their authority is similar to other product business departments. These companies integrate the service activities of many business departments and establish a real service platform to achieve the best results. They take a macroscopic approach to services, including after-sale parts, complete life cycle management of customer equipment, and so on. They provide various types of services and develop different service brands. They also create service technologies and processes, even competitive services. Many B2B companies need to emulate the concepts and Strategies of these service sector leaders if they want to keep pace with industry leaders.
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