Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Author
Product
Publication
Number
Year
1a. B2B Selling and Buying Processes: Professional Services
Pages
Teaching Note
Mini USA
Godes
508041
2007
21p
--
Godes
505005
2005
16p
508117
13p
--
Steenburgh
508114
2008
24p
--
Alternative 1: Infosys
Technologies, Ltd.
(IIMB case)
Alternative 2: SaleSoft, Inc.
(A)
Narus &
Seshadri
IMB315
2006
14p
IMB316
Narayandas
596112
1996
22p
598020
Supplement: Business
Anderson &
Marketing: Understanding
Narus
What Customers Value
(HBR article)
2. B2C Selling and Buying Processes
98601
1998
11p
--
Rotemberg &
Gourville
510040
2009
22p
510094
Godes
503016
2002
15p
503093
Alternative 2: Cyworld
509012
2008
18p
510028
Supplement 1: Customer
Has Escaped (HBR article)
Supplement 2: Consumer
Behavior Exercise (A) (F)
Nunes &
Cespedes
Deighton &
Fournier
R0311G
2003
12p
--
596039
1995
2p
(each)
597041
Deighton &
Narayandas
504087
2009
9p
4p
7p
14p
KEL529
2010
10p
KEL530
507039
2006
11p
--
R0903C
2009
11p
--
Cespedes &
Gourville
Cotte & Yang
510030
2009
10p
--
903A09
2003
17p
803A09
Ledingham,
Kovac &
Simon
Kinni
R0609H
2006
10p
--
U0402B
2004
5p
--
509049
2009
21p
510043
Steenburgh,
Avery &
Dahod
Godes
508048
2008
23p
508082
Alternative: Microsoft
Canada (Ivey case)
Barclay &
Mark
905A15
2005
4p
805A15
Kotler,
Rackham &
Krishnaswamy
Steenburgh,
Norton
R0607E
2006
15p
--
507045
2006
2p
507069
Supplement 1: Personal
Selling and Sales
Management (HBR article)
Supplement 2: In a
Downturn, Provoke Your
Customers (HBR article)
503021,
503022,
503023
410062
2002
MayberryMcKissack &
Robinson
English
Steenburgh
412022
II. Rationale for selecting and sequencing the items in this module
The complexities of selling and buying processes are examined in this module.
Section 1a looks at B2B selling and buying processes in professional service firms. The module opens
with Mini USA, a case that focuses on the buying process entails. The case puts the students into the
roles of the seller (an advertising agency) and the buyer (MINI USA) and asks them to develop a sales
strategy for advertising services. The alternative case, Hale and Dorr, can help students to understand
the different types of networks business marketers face and must manage along with developing a
general working knowledge of social networks. Section 1b moves the study of the sales and buying
process to the context of software and IT services. The main case, Scriptlogic, will allow students to
debate the merits of going after new customers by building an enterprise sales force or mining the
existing customer base with an inside sales force that already has a lot on its plate. The alternative
Infosys case illustrates the process of consultative selling and can also be used as the basis of an inclass selling exercise. The second alternative, SalesSoft, may help students to enhance their
understanding of the buying process.
Section 2 examines the selling and buying processes in B2C interactions. New York Life and Immediate
Annuities explores the selling of a complex and potentially important financial product to an end customer
that is relatively uninformed and via a channel that may be less than fully supportive. As an alternative
study, Avon examines the dilemmas facing a company that is considering modifying its traditional
approach leveraging a large independent direct-selling organization by exploring direct sales to the
consumer via the Web. The second alternative case, Cyworld, looks at a Korean social networking site
which began with no business model in mind and struggled to find a way to make money.
Section 3 introduces the subject of buying and selling processes with major accounts. Siebel Systems
describes the details behind a multi-million dollar software sale. The fortunes of the sale rise and fall as
the Siebel account manager faces multiple obstacles. The case is presented in three parts, with
opportunities to debate the account managers choices and actions at each stage. The alternative case,
Miles Everson at PricewaterhourseCoopers, examines the role of the client relationship manager.
Students learn about key success factors and challenges associated with an ongoing association
between a relationship manager and his or her client.
Section 4 embarks on an investigation of the relationships between sales and strategy. Cabot
Pharmaceuticals raises issues in aligning strategy and sales systems, performance evaluation criteria,
and on-going performance management processes in field selling situations. The alternative case, Jindy
Enterprises, looks at the impact of the departure of a companys top sales representative. The CEO must
find a replacement whose skills align with important aspects of the companys strategy.
Section 5 offers cases that are appropriate capstone materials for this module. The main selection is a
pairing of cases that, together, look at sales and buying processes in a small company and a large
company. The first case of this pairing, Hubspot, introduces the concept of inbound marketing, pulling
customer prospects toward a business through the use of Web 2.0 tools and applications like blogging,
search engine optimization, and social media. The second of this pair, Avaya, looks at the efforts of the
vice presidents of marketing and sales of a $7 billion telecommunications firm to build a demand
generation engine. To achieve this goal requires understanding and improving the way that marketing
and sales departments work together. A supplemental exercise, Sell Yourself!, helps students to develop
an effective sales pitch for their greatest assetthemselves while broadening their understanding of
how salespeople sell products and services.