Margie S.

Alpas
Vettalea Subd., Phase I. Bulatok Pagadian City
Email Address: Margds_cuttie@yahoo.com
Contact No: 09503429544

OBJECTIVES: To manage a small business company and develop professional skills for the
mutual benefit of the organization.

PERSONAL INFORMATION
Date of Birth :
While there are many similarities between B2C and B2B marketing in general,
there are some key differences, especially on social media.

1. Marketers can use industry jargon to excellent effect on B2B

platforms, but on B2C, the voice must be at least relatable to the majority of
consumers — meaning fewer buzzwords and (usually) simpler language.

2. Drivers matter. The B2B audience is seeking efficiency and expertise,

while the consumer audience is more likely to be seeking deals and
entertainment. Accordingly, the B2B purchase process tends to be rationally
and logically driven, while consumer choices are typically emotionally
triggered (whether by hunger, desire, status or cost).

3. B2B clientele want to be educated and provided with expertise. They

often want to look like the workplace rock stars or heroes thanks to their
excellent decisions. B2C customers just want to enjoy themselves, be happy
with their purchase and have it adequately fulfill the needs mentioned in No. 2.

4. Highly detailed content is required for B2B marketing. It’s an audience

that expects to be catered to by a sales and marketing team. On the other
hand, B2C social media activities simply need to meet the basic needs of
being useful, humorous and shareable, which admittedly, can be just as
complicated.

5. Lengthy content tends to work for B2B since a brand or business has to
prove its expertise and give its target audience a reason to buy in. Consumers
tend to prefer something short and snappy, especially for lower-priced B2C
products.

6. A B2C consumer following your brand isn’t necessarily looking to

build a close relationship with it. Inversely, the B2B crowd wants
information and the ability to build a close relationship with brands.

7. B2B marketers have a much longer chain of command to deal

with since procurement, accounting and their superiors often need to approve
purchases. On the other hand, an individual typically makes their own speedy
B2C purchase choices — possibly with the slight influence of others via
recommendations or suggestions.

8. The B2B buying cycle is often much longer than the B2C decision
process. Therefore, it requires much more nurturing and close attention. B2C
buys tend to satisfy immediate needs, while B2B decisions are meant to
complete long-term goals.

9. A contract for a B2B purchase tends to last months or even years,

making it a much more significant decision. On the contrary, the total B2C
cycle can be as short as a few minutes depending on the product.
10. The two types of marketers have distinctive problems. Often, the
largest problem that B2B marketers have is a lack of content and time to
create it. This differs from B2C marketers who would rather have a bigger
advertising budget and other ways to spread the word about their products.
Naturally, this has a significant effect on tactical executions.

There is plenty of common ground between B2B and B2C marketing, but
these key disparities are essential for professionals who work on either (or
both) sides to understand to be as successful as possible. However, at the
end of the day, no matter which side of the B2B or B2C divide a marketer
works on, all marketing is P2P — person to person — despite the external
differences

A different way to look at reliability, quality, and service issues is locally.

When you buy an appliance, there is some nonzero chance that it will need to be
repaired before you sell your house. National figures (e.g., from CR) give an estimate
about that likelihood, but if your appliance needs service (by someone other than you),
then there's a 100% chance you'll be dealing with a local repair service.

In that case, who offers repair service for X and Y brands, and what is the reputation of
those companies in your area?

These are important questions to ask locally before buying, even though its entirely
possible that whoever does repair your selected brand now may have retired before you
need their services.

The 'Cluetrain' theses[edit]

A single paragraph summarizes the essential position taken by the writers:

A powerful global conversation has begun. Through the Internet, people are discovering
and inventing new ways to share relevant knowledge with blinding speed. As a direct
result, markets are getting smarter—and getting smarter faster than most companies.

A reading of the '95 theses' can lead to a number of divisions or aggregations, it is

possible to make a somewhat arbitrary split of the listed theses as a basis for
understanding the content of the printed publication and a simplified structural view of
the main suppositions of the authors.

Theses 1–6: Markets are Conversations[edit]

Historically, the authors state, the marketplace was a location where people gathered
and talked to each other (thesis 1): they would discuss available products, price,
reputation and in doing so connect with others (theses 2–5.) The authors then assert
that the internet is providing a means for anyone connected to the internet to re-enter
such a virtual marketplace and once again achieve such a level of communication
between people. This, prior to the internet, had not been available in the age of mass
media (thesis 6.)

Thesis 7: Hyperlinks Subvert Hierarchy[edit]

The ability of the internet to link to additional information – information which might
exist beyond the formal hierarchy of organizational structure or published material from
such an organization – acts as a means of subverting, or bypassing, formal hierarchies.

Theses 8–13: Connection between the new markets and companies[edit]

The same technology connecting people into markets outside of organizations, is also
connecting employees within organizations (thesis 8.) The authors suggest that these
networks create a more informed marketplace/consumer (thesis 9) through the
conversations being held. The information available in the marketplace is superior to
that available from the organizations themselves (thesis 10–12.)

The authors, through the remaining theses, then examine the impact that these changes
will have on organizations and how, in turn, organizations will need to respond to the
changing marketplace to remain viable.

Theses 14 – 25: Organizations entering the marketplace[edit]

With the emergence of the virtual marketplace, the authors indicate that the onus will
be on organizations to enter the marketplace conversation (thesis 25) and do so in a
way that connects with the ‘voice’ of the new marketplace (thesis 14–16) or risk
becoming irrelevant (thesis 16).

Theses 26–40: Marketing & Organizational Response[edit]

The authors then list a number of theses that deal with the approach that they believe
organizations will need to adapt if they are to successfully enter the new marketplace
(thesis 26) as it is claimed that those within the new marketplace will no longer respond
to the previously issued mass-media communications as such communication is not
‘authentic’ (thesis 33.)

Theses 41–52: Intranets and the impact to organization control and structure[edit]
More fully exploring the impact of the intranet within organizations, theses forty-one
through fifty-two elaborate on the subversion of hierarchy initially listed as thesis seven.
When implemented correctly (theses 44–46), it is suggested that such intranets re-
establish real communication amongst employees in parallel with the impact of the
internet to the marketplace (thesis 48) and this will lead to a 'hyperlinked'
organizational structure within the organization which will take the place of (or be
utilized in place of) the formally documented organization chart (thesis 50).

Theses 53–71: Connecting the Internet marketplace with corporate Intranets[edit]

The ideal, according to the work, is for the networked marketplace to be connected to
the networked intranet so that full communication can exist between those within the
marketplace and those within the company itself (thesis 53.) Achieving this level of
communication is hindered by the imposition of ‘command and control’ structures
(thesis 54–58) but, ultimately, organizations will need to allow this level of
communication to exist as the new marketplace will no longer respond to the mass-
media ‘voice’ of the organization (theses 59–71)

Theses 72–95: New Market Expectations[edit]

Theses seventy-two through ninety-five aim to identify the expectations (theses 76, 77,
78, 95) and changes (thesis 72) that exist within the new marketplace and how those
expectations and changes will require a corresponding change from organizations
(theses 79, 84, 91, 92, 94).

Reception[edit]
The nintety-five theses as initially posted to the web received positive reviews in
mainstream publications such as the San Jose Mercury News[4] and the Wall Street
Journal.[7] They were also widely discussed online, provoking almost religious argument
in some cases. Vocal adherents included technically oriented people, who were adept in
building websites, writing blogs and making themselves heard on the Internet.

The book quickly became a business bestseller[8] and entered the top ten of Business
Week's "Best-Sellers of 2000" list.[9]

The Cluetrain Manifesto has been credited with setting out "the guiding principles of
social media years before Facebook and Twitter existed."[10] It is also considered a
foundational text in the field of conversational marketing;[11][12] Advertising Age
proclaimed in 2006: "the grand vision outlined in 1999's 'Cluetrain Manifesto' is now
coming true. Consumers have control, markets are conversations and marketing is
evolving into a two-way discipline."[13]

The book has been criticized for casting its central term of human "voice" in expressivist
rather than rhetorical terms.[14]

Some critics consider the work's public reception to be cult-like. John C. Dvorak, for
example, dismisses the work as a product of "lunatic fringe dingbat thinking that
characterized the Internet boom" and rebukes its adherents for their "apparent faith in
this odd vision of an idealistic human-oriented internetworked new world/new
economy."[15]
Other critics point to the fact that the Internet cannot be conceptualized simply as "a
conversation" or that human activity online cannot be reduced to the notion of a
"conversation".

It has also been pointed out that the work's predictions have largely failed to
materialize.[16]