Walk the talk! B2B Positioning Strategies in the Management Consultant Industry

Abstract

Abstract
Title: Walk the Talk! B2B Positioning Strategies in the Management Consultant Industry

Seminar date: 26th of May 2016

Course: FEKN90

Authors: Louise Alenius, Angelika Johansson and Cecilia Lidén

Supervisor: Merle Jacob

Keywords: Positioning, Differentiation, B2B, Services, Management Consulting

Purpose: The aim of this paper is to identify the underlying factors that make up brand positioning strategies for B2B service companies. We also wish to provide a structured overview of how well suited current B2C strategies are to the more complex buying situation that characterizes the B2B field.

Method: In this study, an abductive research approach was chosen in addition to choosing a qualitative method. We conducted semi-structured interviews with CEO’s and other people with strategic responsibility in the management consultant industry. Four companies and a total of seven interviews were held in the respondents’ offices in Stockholm, Gothenburg and Malmö. For the analysis, pattern making and a cross-case synthesis were used. Trustworthiness and authenticity were chosen as methods of quality assurance.

Theoretical perspective: For the literature review undertaken in this study, both traditional and more contemporary theories were used to ensure a wide perspective. Authors such as Ries and Trout (1981) with their thoughts about positioning in the mind of the prospect as well as Porter’s (1980) generic strategies account for the historical context, while Urde and Koch’s five schools of positioning including brand and market orientations and Attia and Hooley as well as Mülbacher et al.’s approaches to positioning with a focus on internal resources represent the contemporary aspect.

Empirical foundation: Solely primary data was used in this study. Data was recorded through the interviews with the respondents and later transcribed, coded and analysed.

Conclusion: There is an inconsistency in how companies and the academia interpret the term ‘positioning’, and a framework that is entirely suitable for B2B companies is lacking. It is therefore difficult for the studied companies to design positioning strategies. Porter’s (1980) differentiating strategy is present among our studied companies, in addition to the brand orientation and the holistic perspective as described by among others Urde and Koch (2014) and Mülbacher et al. (1994). The reason these theories are represented is due to the contextual dependence, which is high in our case with a knowledge intensive industry, customized services, a service offering and a B2B field. However the factors used to differentiate the company, differ significantly and all these factors are presented in a new framework for B2B positioning factors.

Popular Abstract

Abstract
Title: Walk the Talk! B2B Positioning Strategies in the Management Consultant Industry

Seminar date: 26th of May 2016

Course: FEKN90

Authors: Louise Alenius, Angelika Johansson and Cecilia Lidén

Supervisor: Merle Jacob

Keywords: Positioning, Differentiation, B2B, Services, Management Consulting

Purpose: The aim of this paper is to identify the underlying factors that make up brand positioning strategies for B2B service companies. We also wish to provide a structured overview of how well suited current B2C strategies are to the more complex buying situation that characterizes the B2B field.

Method: In this study, an abductive research approach was chosen in addition to choosing a qualitative method. We conducted semi-structured interviews with CEO’s and other people with strategic responsibility in the management consultant industry. Four companies and a total of seven interviews were held in the respondents’ offices in Stockholm, Gothenburg and Malmö. For the analysis, pattern making and a cross-case synthesis were used. Trustworthiness and authenticity were chosen as methods of quality assurance.

Theoretical perspective: For the literature review undertaken in this study, both traditional and more contemporary theories were used to ensure a wide perspective. Authors such as Ries and Trout (1981) with their thoughts about positioning in the mind of the prospect as well as Porter’s (1980) generic strategies account for the historical context, while Urde and Koch’s five schools of positioning including brand and market orientations and Attia and Hooley as well as Mülbacher et al.’s approaches to positioning with a focus on internal resources represent the contemporary aspect.

Empirical foundation: Solely primary data was used in this study. Data was recorded through the interviews with the respondents and later transcribed, coded and analysed.

Conclusion: There is an inconsistency in how companies and the academia interpret the term ‘positioning’, and a framework that is entirely suitable for B2B companies is lacking. It is therefore difficult for the studied companies to design positioning strategies. Porter’s (1980) differentiating strategy is present among our studied companies, in addition to the brand orientation and the holistic perspective as described by among others Urde and Koch (2014) and Mülbacher et al. (1994). The reason these theories are represented is due to the contextual dependence, which is high in our case with a knowledge intensive industry, customized services, a service offering and a B2B field. However the factors used to differentiate the company, differ significantly and all these factors are presented in a new framework for B2B positioning factors.

• author: Alenius, Louise ; Lidén, Cecilia and Johansson, Angelika
• supervisor: Merle Jacob
• organization: Department of Business Administration
• course: FEKN90 20161
• year: 2016
• type: H1 - Master's Degree (One Year)
• subject: Business and Economics
• keywords: Positioning, Differentiation, B2B, Services, Management Consulting
• language: English
• id: 8887473
• date added to LUP: 2016-09-09 13:52:15
• date last changed: 2016-09-09 13:52:15