B2B Organisation - Adobe - Case Study Example

B2B Organisation Name Institution B2B Organisation Executive summary The aim of this research is to examine a B2B organisation with the essence of understanding some of the diabolic issues in relation to its operations. In order to achieve this objective, the research work will focus on evaluation of the derived demand determining the production of the organisation as well as implications of such factors towards addressing the needs and preferences of the consumers. In addition, the research work focuses on examination of the bases on which the company continues to develop its market segmentation strategy as well as channel strategy for effectiveness and efficiency in the service delivery to the needs and tastes of the consumers in diverse markets and industries of operation. Table of Contents Executive summary 2 Table of Contents 3 Introduction - Brief overview to the company 4 Drivers of derived demand 4 Segmentation used by the company 6 Marketing channels 8 Conclusion 9 References 11 Introduction - Brief overview to the company One of the essential global B2B business entities is Adobe. In the run-in towards launching and development of the creative cloud as well as creative suite 6 (CS6) products, Adobe had the perfect opportunity to enhance its manifesto termed ‘create now’. From this strategy, the organisation had the perfect chance to exploit the manifesto in acting as the central theme for the branding and marketing activities with the aim of tying together online and offline approaches and techniques. The organisation focuses on the utilisation of the Foursquare, Twitter, Instagram, and other potential social media platforms to share its location tips and product information with the aim of addressing the needs and preferences of the consumers in diverse markets and industries of operation. In this research issue, the focus will be on Adobe as an example of a popular B2B business entity with the aim of understanding its derived demand, segmentation strategies, and marketing channels to aid its interaction with the consumers and other business within the industry. Drivers of derived demand ‘Derived demand’ refers to a critical term vital in the economic analysis with the ability to describe the demand placed on one product or service in relation to changes in the price for some other related product or service. It relates to the demand for some physical as well as intangible product where a market exists for both related goods and services in question. The concept has diverse and significant impact on the derived good’s market price thus vital in the determination of the production of the organisation towards the achievement of the goals and objective. Furthermore, the concept is valuable in the development of diverse strategies towards realisation of the competitive advantage against competitors or rival firms in the industry and market of operation. There are diverse factors contributing to the derived demand of the organisation towards the achievement of the goals and objectives in the competitive market. One of the essential factors in relation to the derived demand for the B2B organisation is the production factor. The three main elements of the production factor include labour, capital, and land. In this context, land is not an essential issue as the company focuses on the exploitation of the internet technology with the aim of addressing the needs and preferences of the consumers in diverse locations. In addition, the organisation also factors in the essence of marketing techniques and segmentation as elements of the derived demand for the products and services by Adobe as a B2B business outlet. This relates to evaluation of the cost of technology and social media platforms in the marketing of the products thus critical influences on the cost of the different products and services to unique consumers in the technological market and industry. Diverse business entities procure Adobe products for diverse issues in production: flash player, macromedia, documentation, production of articles, flash professionals, and other relevant production techniques. These demand for these products contribute to the increase in the derived demand for Adobe. From this perspective, an increase in the demand for the usage of Adobe in furthermore production will lead to an increase in the derived demand in relation to the production process. Other factors i8nclude income, number of buyers, prices of other products such as computer software, quality, and expectations. Derive demand has massive impact on the market price of the product thus the need to exploit these factors towards addressing the needs of the B2B organisations as well as preferences of the target audiences. In addition, derived demand determines the amount or quantity of the products an organisation will produce or manufacture with the aim of addressing the needs or demands of the consumers in diverse markets and industries of operation. This is vital towards the achievement of the competitive advantage while reducing the wastage of the resources in the production and delivery of the products to diverse markets and industries of operation (Brennan, Canning, & McDowell, 2014). Segmentation used by the company In order to address the needs and preferences of different business markets, Adobe has been essential in the adoption and implementation of a critical segmentation system with the aim of enhancing effectiveness and efficiency in the service and products delivery to the business entities. Adobe Systems Inc focuses on the provision of digital marketing and digital solutions in relation to creative professionals, knowledge workers, application developers, and consumers in the creation, management, delivery, measuring, and optimization of compelling content as well as experiences in diverse operating systems. In the achievement of these objectives, the organisation focuses on the application of three critical business segments: digital media, digital marketing, and print and publishing segments (Ellis, 2011). In the first business segment (digital media), the organisation focuses on the provision of tools and solutions with the aim of enabling individuals, small business entities, and enterprises to generate, publish, promote, and monetise their digital content in diverse locations across the globe. Some of the consumers in the business segment include traditional content creators, web application developers, and digital media professionals. Furthermore, digital marketing (second business segment) focuses on the provision of solutions as well as services for the creation, management, execution, measurement, and optimization of the digital advertisement and marketing. Some of the consumers in this business segment include digital marketers, publishers, advertisers, web analysts, chief revenue officers, and merchandisers. Finally, the third business segment (print and publishing) focuses on addressing different publishing needs of the technical as well as business publishing and OEM printing firms. The main objective of these market segments is to enhance effectiveness and efficiency in the service delivery to the business entities for further production in addressing the needs of the consumers in different markets and industries of operation. There are five critical elements in the evaluation of the market segmentations: measurable, substantial, accessible, actionable, and differentiable. It is essential to note that the purchasing powers as well as characteristics of the market segments are measurable making them effective and efficient in addressing the needs and preferences of the business entities and individual consumers (Bingham, Gomes, & Knowles, 2008). Secondly, the market segments are homogenous with similar characteristics in relation factors such as brand or product perception and usage thus making the segments to be substantial in enhancing effectiveness and efficiency in the service delivery. The market segments are easily accessible in relation to the usage of advertising and promotion techniques. In addition, the segments are differentiable with the ability to exploit different campaigns and marketing techniques for the increase in the market share. Furthermore, the market segments are designed in such as that they contribute to a collective action with practical values for the achievement of the goals and targets in the competitive market and industry of operation (Egan, 2011). One of the potential market segmentations for the organisation in the modern context would be cloud and creative cloud marketing. This segmentation will focus on the inclusion of cloud and creative cloud experts and business entities such as banking systems and agencies aiming to enhance their ability to share information across the relevant stakeholders and shareholders. In the modern society, information is an essential component of success in relation to understanding the values and needs of the consumers as well as other business entities in the industry. This makes the segment valuable for maximization of the available opportunities in the evolving market and industry. Marketing channels Adobe business entity focuses on the adoption and implementation of diverse marketing channels with the aim of addressing the needs and preferences of the consumers in diverse markets and industries of operation. The main objective of the marketing channels is to enhance the reach of the products and services to the business entities and other individual consumers. One of the essential marketing channels in the case of the organisation is the application of internet or social media marketing. This is through the usage of the social media platforms such as Instagram, Twitter, YouTube, and Facebook with the aim of enhancing its market coverage (Woodside, 2010). In addition, the organisation focuses on the usage of direct mailing to the individual business entities aiming to improve its image and reputation in the market and industry of operation. Another channel of marketing is the exploitation of the traditional marketing techniques in relation to TV, magazines, newspapers, billboards, and radio advertisements and promotions to aid the awareness of the consumers on the availability of the products in the market and industries of operation. Diagram 1: Marketing Channels The outcomes of the marketing channels are measurable and substantial in relation to the achievement of the goals and objectives with reference to competitive advantage. In addition, the approaches are effective towards increasing the market coverage of the Adobe products as well as awareness of the businesses and consumers on the availability of the products and services at their disposal (Dwyer & Tanner, 2008). This makes it ideal for the organisation to increase its revenues and profit levels at the end of the fiscal year. In relation to the cloud and creative cloud marketing segment, I would adopt and implement the social media platforms as effective marketing techniques with the aim of exploiting the influence of technology in the digital era. In addition, it is essential to exploit the elements of search engines as potential marketing channels for the probable market segmentation with the aim of enhancing effectiveness and efficiency in the delivery of products and services to the business entities and consumers (Bingham, Gomes, & Knowles, 2008). E-mail marketing would also be appropriate for the maximization of the revenues and profits at the end of the financial year. Diagram 2: Marketing Channels Conclusion Adobe Systems Inc is one of the B2B companies across the globe aiming to exploit diverse opportunities and operating systems in relation to addressing the needs and preferences of business entities in accordance with the derived demand. Adobe focuses on the usage of three critical business segments: print and publish, digital marketing, and digital media. These segmentations depend on the ability of the company to optimize diverse marketing channels such as social media platforms, direct e-mailing, search engines, and traditional marketing techniques. References Bingham, F., Gomes, R. & Knowles, P. (2008). Business marketing (4th ed.). New York: McGraw-Hill Irwin. Biermans, W.G. (2010). Business to business marketing: A value-driven approach. New York: McGraw-Hill Irwin. Brennan, R., Canning, L. & McDowell, R. (2014). Business-to business marketing (3rd ed.). London: Sage. Dwyer, F., & Tanner, J. (2008). Business marketing: Connecting strategy, relationships, and learning. (4th ed.). Boston: McGraw-Hill Irwin. Egan, J. (2011). Relationship Marketing: Exploring relational strategies in marketing. (4th ed.). Harlow: Pearson Education. Ellis, N. (2011). Business-to-business marketing: Relationships, networks & strategies. Oxford: Oxford University Press Woodside, A. (2010). Organizational culture, business-to-business relationships, and interfirm networks. edited by A.G. Woodside,. Bingley, UK: Eme Read More