California Miramar University

Many business people miss out on the opportunity to sell other business. Here’s a short video clip on “Selling Business-to-Business” from MKT 6120: Marketing Management. Find out how to avoid this pitfall. This course provides a strategic framework for organizational marketing decisions. From this managerial perspective, the student will explore the marketing process, concepts and customer-focused processes. The course also analyzes marketing tools to understand their importance to managers. These tools include the incorporation of market research, competitor analysis and consumer analysis.

It’s taught by Dr. Tim Becker. Dr. Becker holds a B.A. in German from Luther College, an M.B.A. from University of North Texas and a D.B.A. from United States International University. His research interests and teaching specialization include marketing and global management.

Stay tuned for next week’s MBA Mondays video lecture: “Corporate Social Responsibility” from MGT 6190: Strategic Marketing Capstone.

Transcript of the Video Lecture from MGT 6120: Marketing Management

Let’s take a look at businesses. Business-to-business. You know what, this is a great opportunity. Most people think about selling and producing products to consumers. Well that’s a good market and, you know, the consumers actually in the United States drive about 70% of the economic value of the economy. But ultimately, if you really want to look for opportunities in the future, let us try to figure out how you can get into and service what’s called the B-to-B, the B number 2 B, world. Business-to-business, there’s tremendous opportunities there. And what you want to take a look at is, whose businesses?

Businesses are companies that you are involved in yourself or it could be big companies, small companies. It could be the government that’s considered a business, or falls into this category. Same thing with institutions. Maybe you are dealing with schools, hospitals and so on. So what are they buying or selling? So what does a hospital sell to another business or what products or services do you maybe want to sell to a hospital? Obviously if you are 3M, you are selling tapes, and bandages and the like to hospital chains. That’s a business-to-business purchase. If you are into computers, or projectors for example, you may be selling that from a company over to another company.

Big difference, and a few of the things you want to take a look at here are businesses that are buying products from another business; they are looking for several things. They are looking for high quality and also good service. Price isn’t the number one thing; they are looking to see out of this product or service, are they getting the results that they’re looking for?

This is a video clip of the “Crafting a Mission Statement” lesson, which is taught in MGT 6190 Strategic Management Capstone.

This course is designed to examine problem analysis and the decision making involved in corporate strategy. Students will learn how to develop mission statements and assess both the external and internal environments in order to determine organizational strengths and weaknesses.

The course is taught by Sherri Petro, M.B.A. Ms. Petro is the President of VPI Strategies, a San Diego based marketing consulting firm, where she focuses on research, strategy and communications. Her mission is to assist organizations in becoming more sustainable by breaking down barriers, creating understanding and making connections. Ms. Petro is a nationally renowned expert on generational motivation and its impacts in the workplace. Ms. Petro is an Adjunct Professor at California Miramar University and a 2010 Outstanding Professor of the Year award recipient.

Stay tuned for more video lessons every week as part of our new MBA Mondays blog section! Next week: “Selling B2B” from MKT 6120: Marketing Management.

Transcript of the Video Lecture from MGT 6190: Strategic Management Capstone

So why do we actually need an explicit mission? In the text, you’re going to find six or seven questions that we ask, and I will tell you that if you are involved in either refurbishing an existing mission or coming up if you are working with an entrepreneur on a new mission, there are a number of questions that you really need to ask.

One of them is why are you in business? What’s your driving force? Why do you actually exist? Because that’s what people really want to understand. Who is it that you are serving? How do you provide your product or service? So that’s the philosophical, ‘we do it with quality’;‘we do it in a certain way that the organization can then be identified out in the marketplace as doing something unique’.

So when you’re formulating a mission, the typical business begins with the beliefs and values of an entrepreneur. They are usually the basis for what the organization is doing. But as the business starts to grow and alter its products, its services, perhaps gets more focused, redefining the company mission may be necessary.

So what are the parts of the mission statement?
• Customer and market
• Product or service
• The geographic domain – where is it that you are actually conducting your business?
• The technology that you are using
• Your concern for survival, like what is it that is the economic engine, or the Hedgehog concept that Jim Collins would say in Good to Great?
• What’s the philosophy for how you do what you do?
• And how do you identify yourself out in the market in terms of public image?