8. iSeeit!: B2B Buyer-Seller Relationship

Business-to-business (B2B) marketers face many of the same challenges that business-to-consumer (B2C) marketers do. Both work to connect or build relationships with their customers. This activity is important because unlike in B2C marketing, where marketing is targeted at individual consumers, in B2B marketing, marketing is targeted atprofessional purchasers or buyersemployees of companies who make purchase decisions in the best interest of their organizations.

The goal of this activity is to demonstrate how Wanderlust Tours can effectively transition from B2C to B2B marketing.

B2B - Buyer-Seller Relationships Wanderlust Tours has enjoyed success as a Business-to-Consumer (B2C) company, selling sustainable adventure packages to individual travelers Now they are looking at selling to other businesses (B2B). Green Ocean Cruises looks like a promising B2B partner. They're an upstart, eco-friendly, cruise line. The two companies talk about partnering and Wanderlust receives a Request for Proposal (RFP) from Green Ocean to provide "Dry-Land Adventure Packages" to Green Ocean's hundreds of employees. This is a major opportunity for Wanderlust-and a major challenge. Wanderlust must master the complexities of B2B marketing. While there are certainly similarities between B2C and B2B marketing, there are significant differences in the areas of: Professional Purchasing The Importance of the Buyer-Seller Relationship Derived Demand Professional Purchasers in B2B transactions are not like1:06average consumers who can walk into a store and buy whatever they desire. Professional Purchasers have been trained in the policies and procedures required to make big deals that service long-term interests of their company. They use RFPs and engage in contract negotiations that can be complex and time consuming. But Wanderlust is excited about its new partnership with Green Ocean. Wanderlust and Green Ocean enter into a Buyer-Seller Relationship, which is intended to result in mutually beneficial outcomes. Green Ocean benefits Wanderlust by providing a big percentage of its annual profit. Wanderlust benefits Green Ocean by offering exceptional service and value This important relationship brings high rewards for Wanderlust, and high risks. A misstep with an individual consumer might cost Wanderlust a few thousand dollars. But a mistake with Green Ocean could wipe out their annual profits or worse. Derived Demand fuels B2B partnerships but originates first with a consumer demand. If consumers demand more and more green cruises around the world-a derived demand for more cruise ships may arise. Or a derived demand for cruise-wear fashions. Or a derived demand for happy and well-compensated cruise-ship workers. Green Ocean's success depends on its expert staff. By providing Wanderlust tours as a perk, Green Ocean keeps its employees loyal. This keeps Green Ocean's customers loyal. This in turn keeps Wanderlust's new B2B business booming.

8d. All of the following are results of derived demand from a B2B partnership between Green Ocean Cruises and Wanderlust Tours except

• a derived demand for more entertainment options at different ports.
• a derived demand for more cruise-wear fashions.
• a derived demand for more meal options on board.
• a derived demand for fewer in-land adventure packages.
• a derived demand for fewer ports-of-call.