Product profile analysis: A tool for industrial selling

Coppett, John I.; Staples, William A.

doi:10.1016/0019-8501(80)90004-8

Cited by 9 publications

(3 citation statements)

References 2 publications

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“…Precedence for employing decision support tools in a communications role exists in the sales management literature. For example, Coppett and Staples (1980) describe how multi-attribute decision models can be used to channel the customer decision-making process. Their model, referred to as product profile analysis (PPA), simply turns purchasing's weightedpoint vendor evaluation model into a consultative selling tool.…”

Section: Communication Toolmentioning

confidence: 99%

Gaining sustainable competitive advantage through strategic pricing: selecting a perceived value price

Thompson

Coe

1997

Pricing Strategy and Practice

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Sustainable competitive advantage is recognized as a critical factor for survival in the turbulent environments of the 1990s. The limited use of pricing as a strategic tool to gain and hold competitive advantage has created an opportunity for companies willing to redesign their competitive portfolios and go with unorthodox strategy mixes. Proposes an approach to value pricing that can be used to seize and drive competitive advantage, and which yields a price that minimizes the risk that buyers will not perceive value at least equivalent to that provided by a reference product. At the same time, the risk to sellers of not achieving minimum margins is controlled. Suggests that this approach enhances the ability of management to develop dynamic and proactive strategies for pricing.

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Section: Communication Toolmentioning

confidence: 99%

Gaining sustainable competitive advantage through strategic pricing: selecting a perceived value price

Thompson

Coe

1997

Pricing Strategy and Practice

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“…Most often, marketing scholars and managers focus on consumer (Akehurst et al, 2012;Cambra-Fierro and Melero-Polo, 2017;Gauzente, 2010;Lim, 2017;Wang, 2014;Zarantonello and Schmitt, 2010), employee (Darmon, 1982;Khosla et al, 2009;Lee et al, 2007;Nonis and Sager, 2003) and product (Chang, 2008;Coppett and Staples, 1980;Dröge and Calantone, 1996;Kushwaha and Shankar, 2013;Mallapragada et al, 2016) profiling activities but rarely on customer organizations (Howard and Doyle, 2006 focus on buying centers; Noori and Hossein Salimi ( 2005)focus on decision support systems). This paper contends that conceptualizing a new customer profiling matrix for challenger marketing is required because: existing customer organization profiling is inadequate to guide B2B marketers on how to specifically target new customer organizations in the contemporary B2B marketplace (e.g.…”

Section: Customer Organization Profiling Matrix For Challenger Marketingmentioning

confidence: 99%

How can challenger marketers target the right customer organization? The A-C-O-W customer organization profiling matrix for challenger marketing

Lim

2019

JBIM

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Purpose This paper aims to help challenger marketers identify and target the right customer organization. Design/methodology/approach This paper adopts a customer organization profiling route to targeting for challenger marketing that is predicated on a thematic analysis of key findings of customer organization profiles from an international case study. Findings This paper introduces and explains the concepts of aggressiveness to succeed, compatibility of offerings, openness to new ideas and willingness to take action (or A-C-O-W) as components of a newly developed customer organization profiling matrix for challenger marketing. Research limitations/implications The A-C-O-W customer organization profiling matrix offers a fresh conceptual outlook for targeting customer organizations using a challenger marketing approach in the contemporary business-to-business (B2B) marketplace. Practical implications The A-C-O-W customer organization profiling matrix illuminates how challenger marketers can target the right customer organizations in the contemporary B2B marketplace. Originality/value The A-C-O-W customer organization profiling matrix is a pioneering concept for challenger marketing in B2B theory and practice.

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“…Each depends on the other to ensure economic survival. Purchasing's trend toward Value Analysis (Dowst, 1986) and suppliers' attempts at consultative selling (Coppett and Staples, 1980) illustrate the co-operative and interactive environment that is emerging.…”

Section: Estimating Suppliers' Costsmentioning

confidence: 99%