Business-to-business marketing : an African perspective : how to understand and succeed in business marketing in an emerging Africa

<B><P></B><B>INTRODUCTION TO THE BOOK </B><I><P></I><B><I>Introduction and Learning Objectives</B> </I></P><I><P></I><B><I>What is Marketing?</B> </I></P><I><P></I><B><I>How is marketing done?</B> </I></P><I><P></I><B><I>Conclusion</B> </I></P><I><P></I><B><I>References</B> </I></P><B><P></B><B>Part 1: Characteristics of the business-to-business market </B></P><B><P></B><B>Chapter 1: The business-to-business market </B></P><I><P></I><B><I>1.1.</B></I> <B><I>What is business-to-business marketing?</B> </I></P><I><P></I><B><I>1.1.1.</B></I> <B><I>What are the key components of business-to-business marketing?</B> </I></P><I><P></I><B><I>1.1.2.</B></I> <B><I>Marketing mix factors in business-to-business marketing</B> </I>*</P><I><P></I><B><I>1.1.3.</B></I> <B><I>The marketing philosophies/concepts in the business-to-business marketing context</B> </I></P><I><P></I><B><I>1.2.</B></I> <B><I>Parties in the business-to-business market</B> </I></P><I><P></I><B><I>1.3.</B></I> <B><I>Functions or Types of business-to-business Producers</B> </I></P><I><P></I><B><I>1.4.</B></I> <B><I>Similarities and differences between business marketing and consumer marketing</B> </I></P><I><P></I><B><I>1.5 Conclusion</B> </I></P><I><P></I><B><I>References</B> </I>*</P><I><P></I><B><I>1.7. Case Study: Crispy Kreme of South Africa: A b-to-b or b-to-c company?</B> </I></P><I><P></I><B><I>1.8. Insights into some African business markets: Kenya, South Africa, Tanzania, and Ghana.</B> </I></P><I><P></I><B><I>1.8.1. Kenya's b-to-b market -- Examining the tourism sector</B> </I></P><I><P></I><B><I>References</B> </I></P><I><P></I><B><I>1.8.2. The Motor Industry Development Programme in South Africa.</B> </I></P><I><P></I><B><I>References</B> </I></P><I><P></I><B><I>1.8.3. Evolution of the Tanzanian innovation ecosystem</B> </I></P><I><P></I><B><I>Conclusion</B> </I></P><I><P></I><B><I>References</B> </I></P><I><P></I><B><I>1.8.4. Business Relationships in an Enterprise Cluster of Informal Artisans in Ghana</B> </I></P><I><P></I><B><I>References</B> </I></P><B><P></B><B>Chapter 2: Strategy in the business-to-business market </B></P><I><P></I><B><I>2.1. Strategy for the business-to-business market</B> </I></P><I><P></I><B><I>2.2. Formulating Strategy in B-to-B</B> </I></P><I><P></I><B><I>2.3. Strategy in Micro, Small and Medium-sized Enterprises; and Entrepreneurial Companies</B> </I></P><I><P></I><B><I>2.4. Contents of Business-to-business Strategy</B> </I></P><I><P></I><B><I>2.5. Segmentation, Targeting and Positioning (STP) in B-to-B</B> </I></P><I><P></I><B><I>2.6. Modes of Collaboration and Competition in Business-to-Business Markets</B> </I></P><I><P></I><B><I>2.7. Conclusion</B> </I></P><I><P></I><B><I>References</B> </I></P><I><P></I><B><I>2.8. Case and Exercise: Unitrans -- getting your food to the dining table</B> </I></P><B><P></B><B>Part 2: Marketing and Purchasing in the Business-to-business Market </B></P><B><P></B><B>CHAPTER 3:THE MARKETING MIX IN THE BUSINESS-TO-BUSINESS MARKET </B></P><B><P></B><B>Murphy, D. (2007, April 6). B-TO-B vs B2C Marketing -- Similar but Different. Retrieved from https://masterful-marketing.com/marketing-B-to-B-vs-b2c/ </B></P><B><P></B><B>CHAPTER 4: SELLING TO BUSINESS BUYERS </B></P><I><P></I><B><I>4.1.</B></I> <B><I>B-TO-B Buyers</B> </I></P><I><P></I><B><I>4.2.</B></I> <B><I>Participants in the B-TO-B buying decision-making</B> </I></P><I><P></I><B><I>4.3.</B></I> <B><I>B-TO-B buying situations</B> </I></P><I><P></I><B><I>4.4.</B></I> <B><I>Modes of B-TO-B Buying</B> </I></P><I><P></I><B><I>4.5.</B></I> <B><I>B-TO-B buying decision-making process</B> </I></P><I><P></I><B><I>4.6.</B></I> <B><I>Determinants of B-TO-B buying behaviour</B> </I></P><I><P></I><B><I>4.7.</B></I> <B><I>B-TO-B Buying Techniques</B> </I></P><I><P></I><B><I>4.8.</B></I> <B><I>B-TO-B selling strategies</B> </I></P><P><I>Customer-oriented selling strategy</I> </P><I><P></I><B><I>4.9.</B></I> <B><I>Conclusion</B> </I></P><I><P></I><B><I>References</B> </I></P><I><P></I><B><I>4.10.</B></I> <B><I>CASE AND EXERCISE</B> </I></P><B><P></B><B>CHAPTER 5: BUYING FROM BUSINESS SELLERS </B></P><I><P></I><B><I>5.1.</B></I> <B><I>Nature of business-to-business (B-TO-B) selling</B> </I></P><I><P></I><B><I>5.2.</B></I> <B><I>B-TO-B Sellers</B> </I></P><I><P></I><B><I>5.3.</B></I> <B><I>Principles of B-TO-B selling</B> </I></P><I><P></I><B><I>5.4.</B></I> <B><I>B-TO-B selling process</B> </I></P><I><P></I><B><I>5.5.</B></I> <B><I>B-TO-B Selling Techniques</B> </I></P><I><P></I><B><I>5.6.</B></I> <B><I>Conclusion</B> </I></P><I><P></I><B><I>5.7.</B></I> <B><I>CASE STUDY: THE GREAT GHANA BANK (GGB)</B> </I></P><B><P></B><B>Part 3: Competitive Aspects of the Business-to-business Market </B></P><B><P></B><B>CHAPTER 6: BUSINESS-TO-BUSINESS SERVICE DELIVERY </B></P><I><P></I><B><I>6.1. B-TO-B Service concept</B> </I></P><I><P></I><B><I>6.2. B-TO-B service industry</B> </I></P><I><P></I><B><I>6.3. Characteristics of B-TO-B services</B> </I></P><I><P></I><B><I>6.4. B-TO-B service quality models</B> </I></P><I><P></I><B><I>6.5. The relevance of B-TO-B service quality improvement</B> </I></P><I><P></I><B><I>6.6. Case Study: Delighting the b-to-b service recipient -- the value of the basics</B>. </I></P><B><P></B><B>CHAPTER 7: BUSINESS-TO-BUSINESS SOURCING AND OUTSOURCING </B></P><I><P></I><B><I>7.1. Why source and outsource?</B> </I></P><I><P></I><B><I>7.2. The Scope of Sourcing</B> </I></P><I><P></I><B><I>7.3. The future of global outsourcing</B> </I></P><I><P></I><B><I>7.4. Why do businesses outsource?</B> </I></P><I><P></I><B><I>7.5. Why has Africa not succeeded in becoming an outsourcing hub?</B> </I></P><I><P></I><B><I>7.5. Conclusion</B> </I></P><I><P></I><B><I>7.6. Case Study</B> </I></P><B><P></B><B>Chapter 8: Systems and Project Business </B></