Today, with 5 keys for a CEO to improve his orientation to the B2B market, we seek to focus on those priority aspects that we believe CEOs should concentrate on since they are clear that working on the orientation to the B2B market is the number 1 need of their company in the medium term.
Historically, the focus on the B2B or Industrial market has always been quite intuitive in an environment with few changes and highly predictable. Given this, the skills and areas in which a CEO could best influence the result revolved around good Financial Management, production optimization and cost reduction. All of this led to very conservative decisions regarding the market.
B2B Marketing Strategy or Sales norway phone number library Process were purely tactical processes that worked in a loop and did not require much leadership.
Today things are different. The challenges of a CEO are no longer internal, but rather in adapting the organization and its people to changes in the environment. Putting the customer at the center, digitalization and, above all, the alignment and agile response of teams to change, make the B2B Marketing Strategy a Strategic concept that needs to be led by the CEO and not just by the Marketing Director.
In this article we will delve into 5 very specific keys on how a CEO can manage the orientation of his company towards a B2B or Industrial market from his leadership and the industrial or B2B Marketing strategy.
These 5 keys are born from observing various Industrial CEOs with whom we work at BtrueB from our B2B Mentoring service adapted to the needs of a CEO who often feels very alone in changing the direction of his organization.
Here you have them:
The modern meaning of B2B Marketing today is closer to Corporate Strategy than to Sales. Through the continuous generation and maintenance of omnichannel “one-on-one” relationships with customers, the aim is to permanently understand and adjust the organization, in a process that has no end.
The key is to begin to understand B2B Marketing as a way of relating that is even more valuable than the product for a client. This can only be supported by a CEO who is willing to lead a (long) strategic process of change in his organization.
How? A CEO must continually adapt to the market, deciding whether he wants to simply react or instead also build his own path. He must therefore understand that the relationship with the market must be very fluid, agile and above all retroactive, originating from the outside-in and not the other way around: from the products (inside) to the channel (outside), as it has always been.
As we said, the old idea of a static and tactical Industrial or B2B Marketing that was concerned with generating notoriety through trade fairs and sector magazines can no longer be called strategic but rather Operational Marketing, which is often subcontractable.
