BMA605 Business to Business Marketing Case Study: Nynas and Vekoma

This case study analyzes the B2B marketing strategies of Nynas, a bitumen producer, and Vekoma, a theme park ride manufacturer. The Nynas case examines its B2B and B2C customers, their characteristics, and buying processes. It also analyzes the buying situations of various business customers. The Vekoma case explores the need for standardization and customization in manufacturing, the individuals involved in the theme park's decision-making unit, and how Vekoma and the theme park can use the customer-activity cycle to create customer value. The analysis covers various aspects of B2B marketing, including customer identification, buying processes, decision-making, and value creation strategies, providing a comprehensive overview of the marketing challenges and opportunities in these industries. The assignment also includes references to support the analysis.

BUSINESS TO BUSINESS MARKETING 0
BUSINESS TO BUSINESS MARKETING
System04121
3/31/2020

BUSINESS TO BUSINESS MARKETING 1
Case 1
Answer 1: the current Business to Business (B2B) and Business to
Consumer (B2C) customers of Nynas product (Bitumen) and explain
their characteristics.
Bussler (2013) maintains that marketing business to business (B2B) primarily implies
selling products and services to organizations, government agencies and others who use them
to generate their own goods and services. Nynas 'B2B clients include organizations and
associations, who invest in the introduction of a new road building programme. Members
include a team of experts, analysts and administrators who decide on matters relating to the
commodity, contractual and supply specifications of bitumen (Brennan, & Croft, 2012).
Other B2B customers included: Locals use bitumen to surface floors for a housing
department, carriers that are purchasing the bitumen injection need the commodity to repair
cracks on the major roads in the region, and carriers like Tarmac who need bitumen also
purchase this commodity in a ready-to-use fashion (Sima, 2013).
Chiu et al, 2014 (85-114) reported that commercialization of goods and services to the
final user of such items is ultimately the outcome of the industry for consumers (B2C). B2C's
goods customers include, for example, contractors, Regency Mews Properties who purchase
polymer enhanced balm asphalts used as waterproofing membranes and the everyday
customers engaged in the regular re-purchase of the drug.

BUSINESS TO BUSINESS MARKETING 2
Answer 2: the type of business market(s) procuring Nynas product,
and explain their buying process?
According to Armstrong et al. (2015), markets for the procurement of bitumen for
absorption, use, usage, and / or resale apply both to local and foreign markets. The local
business demand for the commodity of Nynas includes: state bodies and local government
entities such as local road surveyors and city councils who purchase the commodity for
constructing residential floors and fixing city highways, companies participating in open
markets or who offer the bitumen to local whalers’ and distributors. The international
business market includes the European market for bitumen-based products (Cortez &
Johnston, 2017).
Answer 3 analyse and explain the buying situations of at least three
business customers of Nyna.
To Nyna clients, there are specific buying conditions. There is the immediate re-buy
circumstance in which businesses buy Nyna's bitumen and repurchase the stock immediately.
Most Nyna customers engage in the daily reconstitution of the drug, with minimal contacts
between Nyna and the consumer in the automated reconstitution phase.
The second procurement scenario requires new challenges to procure a bitumen
component, in order to evaluate and fix the problems with the existing equipment
manufacturer; parties are engaged in the intense re-evaluation of many possible options and
the implementation of the purchasing cycle. In this scenario there is a modern road building
program and structured tendering processes are in effect, and severe fines are levied for
delayed delivery and defective goods. The project requisites, the mutual commitments of the
two sides and the latest technologies to be implemented in software distribution and
implementation shall be decided by teams from all groups, i.e. the Nyna and scheme

BUSINESS TO BUSINESS MARKETING 3
management. In addition, several people, including supervisors, professional support team
members, design, accounting, and logistics personnel, would be active in the purchase phase.
The other purchasing scenario includes changed re-buying where consumers reassess
different choices with respect to their vendors and the disparity in the implementation of
technology in the commodity. In this situation, Nyna receives midnight calls from surveyors
of the carriageways who find cracks on the main roads and can want to use bitumen from
Nyna to fix the issue (Lacka, & Chong, 2016).

BUSINESS TO BUSINESS MARKETING 4
CASE STUDY 2
ANSWER 1: Vekoma strives for both standardisation and
customisation in manufacturing? Justify the need for combining
standardisation with customisation?
Standardization: Consistency above All
• It lets businesses globalize by exploiting volume economies • It enables the production and
strategic activities simpler by ensuring the same material in all platforms
• Consumers see the same photos, videos, product reviews and more, irrespective of where
they are — which ones they are.
• It encourages organizations to standardize messaging and merchandise across all general
markets.
CUSTOMIZATION: Local Needs Come First
Customizing products and brands for local markets (a practice also called localization) also
has benefits:
Consumers have a more realistic brand image and offers strong consumer recognition.
• Campaign campaigns are more easily aligned with the demands of consumers in various
markets It also raises transaction levels
• Consumers are common in UX preferences in various markets. The usage of consumer
photos, product reviews, payment options and more helps consumers more relaxed by

BUSINESS TO BUSINESS MARKETING 5
"reading" products and their society. Adds a very significant personal dimension of
customization.
Standardization and customization will help vekoma in the following ways
• Recurring orders involve businesses carrying out further commodity transactions with the
producer or retailer.
• Companies purchasing again have formed a partnership with the maker.
• Gardaland (Italy) and Walibi Belgium have purchased Vekoma, for example, repeatedly.
There are numerous Vekoma coasters in both theme parks.
Advantages of standardisation
 Lower costs: Research, Installation
 Less time consuming
 Less Risk
Advantages in customisation
 Satisfying derived demand-
 Maintain competitive advantages
 Create superior value for their customers
 Attain higher profit margins
Standardisation
 To attract customers to them
 To demonstrate their capabilities
 To provide a basis for customisation
Creating a USP (satisfy specific demand) for their customers
Customisation
 Higher rates of income

BUSINESS TO BUSINESS MARKETING 6
 Build a USP (Satisfying inspired request) for their customers
ANSWER 2; the theme park is Vekom’s key business consumer.
Identify the individuals participate in theme park’s buying centre/
decision making unit (DMU), and critically analyse their roles and
motives?
1. Users
These are the people who currently operate for the products or services bought and affect the
specifications. This position may be taken on by both consumers and employees.
2. Influencers
This are the individuals who deal for and influence the requirements on the goods or services
purchased. Consumers and workers will take this role.
3. Buyers
The customer is the true supplier with the vendor. The seller negotiates financial conditions
and sends the payment. In the decision-making region the customer plays one of the most
critical positions (LaPlaca, 2013).
4. Initiators
The initiator is the person who identifies a question and attempts to address it. This is the
leading decision maker or DMU guy.
5. Deciders

BUSINESS TO BUSINESS MARKETING 7
The decision maker is the person responsible for choosing the supplier and thus plays an
significant role in the decision-making unit or DMU.
6. Gatekeepers In the decision taking unit (DMU), the gate keeper is accountable for the
supply of details. The Gatekeeper decides what kind of knowledge a particular person gets
and may thus have a significant impact on the decision-making phase (Merrilees, Rundle-
Thiele, & Lye, 2011).
• Companies and people are able to buy by themselves. You can't be clever, wise or even
decent immediately.
• Businesses will use a risk estimate and adopt a realistic approach and make the correct
decision.
• Owner / Manager: the initiator wanting to purchase the products.
• Creative designer: versatility to create a seamless product.
• Personnel support: easy maintenance and restriction of coaster downtime.
• Invest: Investing and buying processes.
ANSWER 3. How Vekoma and the theme park can use the customer-
activity cycle to create customer value?
The Consumer Operation Process is used to explain customer satisfaction by in
several ways modelling all customer interaction from knowledge to purchase and disposal.
That is an constant market process as consumers buy-back for the next purchase (Gagnon,
2014).
A organization should deliver value for its goods and services at all times with a
comprehensive analysis of the Consumer Operation Process to help the product repurchase

BUSINESS TO BUSINESS MARKETING 8
and the whole interaction converts the user into a brand loyalist and brand promoter for each
step.
You are involved in improving company operations and interactions. You will want to
learn where better touch points are available for consumers to achieve an optimum consumer
service through all networks. It is simple for companies to get (more) efficient with our
consumer behavior process model (Hadjikhani, & LaPlaca, 2013).
The Consumer Operation Period reflects the whole experience of the client, both prior
to, after and after sales. When engaging with your business and brand, you get the maximum
experience that customises expect. The story of the consumer records the entire experience of
becoming a consumer instead of focusing at only one aspect of a purchase or event.
They track the consumer before, after and after the transaction face to face and in home
testing. The findings are shared with the consumer and we analyse the potential
improvements through discussions. Quantitative analysis quantifies the conclusions of
qualitative study and reveals how happy and obedient the planned improvements are (Ryan,
& Silvanto, 2013).

BUSINESS TO BUSINESS MARKETING 9
REFERENCES
Backhaus, K., Lügger, K., & Koch, M. (2011). The structure and evolution of business-to-
business marketing: A citation and co-citation analysis. Industrial Marketing
Management, 40(6), 940-951.
Brennan, R., & Croft, R. (2012). The use of social media in B2B marketing and branding: An
exploratory study. Journal of Customer Behaviour, 11(2), 101-115.
Cortez, R. M., & Johnston, W. J. (2017). The future of B2B marketing theory: A historical
and prospective analysis. Industrial Marketing Management, 66, 90-102.
Gagnon, E. (2014). Goodbye, B2B brand marketing: developing content-based marketing
programs for the post-marketing era. International Management Review, 10(2), 68-71.
Hadjikhani, A., & LaPlaca, P. (2013). Development of B2B marketing theory. Industrial
Marketing Management, 42(3), 294-305.
Lacka, E., & Chong, A. (2016). Usability perspective on social media sites' adoption in the
B2B context. Industrial Marketing Management, 54, 80-91.
LaPlaca, P. J. (2013). Research priorities for B2B marketing researchers. Revista Española de
Investigación de Marketing ESIC, 17(2), 135-150.
Merrilees, B., Rundle-Thiele, S., & Lye, A. (2011). Marketing capabilities: Antecedents and
implications for B2B SME performance. Industrial Marketing Management, 40(3), 368-375.
Ryan, J., & Silvanto, S. (2013). The critical role of corporate brand equity in B2B marketing:
An example and analysis. The marketing review, 13(1), 38-49.

BUSINESS TO BUSINESS MARKETING 10
Sima, V. (2013). B2B Green Marketing in Romania. Economic Insights-Trends &
Challenges, 65(1).