Today’s customers in the B2B market are increasingly savvy and have high expectations. They will not tolerate negative experiences or inconsistencies across channels. Successful B2B marketers need to understand that it's no longer about simply pushing the products they produce, but also outwardly addressing their customer’s needs at the center of the buying experience.

So how do you “pull” instead of “push”?  You need to understand and capture the customer’s needs and preferences – valid research and utilizing a hyper-integrated method of marketing throughout the buying cycle is a must. The customer’s experience must be optimized for the specific need at that specific moment, on their progression toward purchase. B2B marketers need to listen, gather feedback, and adjust to each changing phase.
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Every company has brand stories that are unique. Like “the moral to the story” after a tale we heard as children, your brand story works to get to the heart of your company. It breathes life into who you are and what you stand for.

These stories have the power to unite companies in a common purpose and direction. And they can help you build a deeper connection with customers. Brand stories are cumulative and strategic; they build on each other and help define what differentiates your company and why someone should consider buying from you. Brand stories are far more than cute or clever anecdotes, they can be key business drivers. The more coherent and compelling your brand story, the more it will power the success of your company.

B-to-B marketers in this new broadband world have an opportunity to tell bigger and better stories than ever. This is new territory but the potential for enhancing your brand is enormous.
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I’ve never been a “GE glorifier”, but I have been paying a little more attention to GE lately, as a student of business. Specifically, the strategic leadership of CEO Jeffrey Immelt. In my opinion, he's finally stepped out of the giant shadow of his predecessor and mentor, Jack Welch. Since December 2002, Immelt has sold off more than $75 billion in GE businesses such as its plastics and insurance units, and most recently, appliances (a business once synonymous with its brand name) while spending more than $50 billion on acquisitions in faster-growing sectors including wind power and aviation. Strategy in action.

Mr. Immelt has a very good sense of what he wants the GE brand to stand for going forward - innovation in emerging businesses in the 21st century (for now, that means big investments in health-care and energy.) Much of the growth in GE’s strategy will come
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New technologies. Media fragmentation. The changing marketing landscape. B-to-B marketing professionals are dealing with them – in many cases struggling with them – as day-to-day realities of the way we “do” marketing today.

One of the consequences of the new marketing landscape is that, as you necessarily devote ourselves to learning new technologies and media channels, you can lose focus on the big picture. It takes time and attention to learn how to properly execute a search engine optimization program, and keep it going continuously. It takes time and attention to implement and constantly tweak a search engine marketing program for continuous improvement. And to know, understand and leverage the continuing stream of new media opportunities and techniques available to B-to-B marketers.

There are endless details and procedures involved in optimizing press materials
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Many b-to-b marketers are slow to add social media elements to their marketing techniques.

Maybe you aren’t sure how to integrate it. Or you’re afraid that your company might not buy into the idea. Perhaps you don’t yet understand why social media is important. Not only is it important, it’s an essential communication method that all b-to-b marketers need to be involved in. Those marketers who participate as early adopters in this new landscape will have the ability to lead—and succeed.

Social media isn’t about technology. Or some new buzzword, popular web site, or new blogging tool. It’s about sociology—how people interact, gather, and share information. The tools and distribution methods will continue to evolve. The most popular social networks, bookmarking sites, news aggregators, and media communities will change, and the ways to distribute content
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Integrating your marketing 2.0 efforts cannot be overlooked nowadays. Search, social media components, email and direct mail all need to work together to help the customer along the buying process. Each element in itself does some pretty heavy lifting, but combining them to work in conjunction, you develop an assembly line of integration.

For example, some B2B companies are not only sending targeted emails to potential customers, but including blog elements into their campaigns. A simple combining of technologies not only allows them to reach and listen to their audience, but helps build a community – a community who likes to talk to each other.  They have been able to reach an audience they did not directly target and find out more than they originally expected. When you add a search element into the mix, you drive even more traffic to the community.

Following up your efforts with the correct analysis and constant realignment will have your
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I’m back in the creative seat again. I volunteered to step in and head our creative staff after we agreed Jim Everhart, my predecessor, should spearhead our hyperintegration efforts.

I’m looking at things from a slightly different perspective now – a perspective of someone with a lead “creative” title and responsibilities. As I remove my account manager hat, something strikes me. We creative folks have more tools at our disposal – blogs, podcasts, email marketing, and the list goes on. Our primary function has always been to think of new and unique ways to tell our client’s story, demonstrate a benefit and craft compelling ways to reach out to a marketer’s various constituents – engineers, channel partners, integrators, other influencers and ultimately, end-users.

Sure, we still need to apply our traditional creative skills, but we now have these new, exciting tools at our disposal.
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It's pretty easy to look at how competitive forces impact your business in a simplistic way. A SWOT analysis that many companies engage in while going through a planning process is helpful, but it lacks the dimension for real strategic value. A comprehensive competitive analysis needs to extend beyond merely looking at a company's direct rivals, although this is the best place to start. Other factors must be included to gain valuable insights for a sound competitive strategy.
 

• The exploration of new and emerging companies that could have an impact on your market or industry. If the barriers-to-entry are relatively low, it could have major implications on how you go to market, your product offering, product lifecycles and many other BIG decisions you need to make. 
  

• The strength of bargaining power that your customers have in the marketplace along with companies with whom you deal with that are essential to providing
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Once you get customers to your site, make sure it’s a site you’re proud of. Keep it clean and uncluttered. First impressions are important and provide opportunities to immediately engage visitors with information that meets their needs.

Begin by providing a brief description of who you are, including the products and services that you offer, along with language that relates to the visitors need or problem. Don’t give people a reason to leave your site too early. Addressing their “pain issues” up front rather then burying them deeper in your site will encourage visitors to stay longer. Avoid industry speak, and keep your history and mission statement off the home page, reserving this valuable real estate to tell visitors how you can help them. Make the site easy to navigate and the source of relevant content that is short, simple and to the point.
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In the Internet age, consumers like to comparison shop. Help them make better decisions with a robust Web site.

Today, when most people want information, they go to the Web – to educate themselves, to look for solutions or to compare companies and products. Often they may be ready to buy, based on the information they find. That’s why it’s so important to design a Web site that includes all the information customers need at any stage in the buying process. 

Your Web site is your electronic storefront and as such, it should accomplish three things. First, it should be easy to locate. You can invest thousands of dollars on the best Web site in the world, but if you don’t drive traffic to it, the site won’t do you much good.

Second, your Web site should position your
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