Do Product-Led Growth (PLG) strategies deliver substantially different outcomes compared to traditional Go-To-Market (GTM) strategies for B2B tech brands? LinkedIn B2B Institute conducted research with The Ehrenberg-Bass Institute, to help you understand the fundamental marketing laws that govern growth to learn how B2B tech brands really grow over time.
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Bringing Ehrenberg-Bass Institute's ideas and scientifically proven insights to the B2B marketing world in a comprehensive way, with specific B2B data. An introduction to the How B2B Brands Grow report from the LinkedIn B2B Institute Team: Afiya Addison, Jann Schwarz, Jennifer Shaw-Sweet, Jon Lombardo, Peter Weinberg, Rachel Abbe and Ty Heath.
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In B2B, as B2C, the evidence suggests the path to company growth requires building mental and physical availability . Mental Availability is about being easily thought of in buying situations, while Physical Availability is about being easy to buy. Category Entry Points (CEPs) are the cues that category buyers use to access their memories when faced with a buying situation and can include any internal cues (e.g., motives, emotions) and external cues (e.g., location, time of day) that affect any buying situation. While each category buyer and each buying situation is unique, there are common recurring themes which we call CEPs.
This paper explains why CEPs are important, as well as how to identify, prioritise and build CEPs. This paper also shows how to turn CEPs into Mental Availability Metrics to measure effectiveness over time.
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It might surprise you to learn that up to 95% of business clients are not in the market for many goods and services at any one time. This is a deceptively simple fact, but it has a profound implication for advertising. It means that advertising mostly hits B2B buyers who aren’t going to buy anytime soon. And in turn, that tells us about how advertising works: it mainly works by building and refreshing memory links to the brand. These memory links activate when buyers do come into the market. So, if your advertising is better at building brand-relevant memories, your brand becomes more competitive. The question to ask is - does our advertising do that?
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The Laws of Growth, such as Double Jeopardy, show us acquisition of new customers is essential to growing a B2B business. The next question is how does a B2B company acquire new customers? This paper investigates the extent to which the negative attitudes to buying a B2B brand (referred to as brand rejection) hamper B2B customer acquisition.
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In this Ehrenberg-Bass Institute report we provide evidence of Double Jeopardy in a wide range of B2B categories across different countries, category types, and loyalty metrics. We give you simple methods to test for Double Jeopardy in your own category. Then we highlight what this means for B2B marketers - what to do more of, and what to stop worrying about/wasting time on.
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This report looks at how customers buy across brands in B2B categories, and what this means for company growth. It shows how competition in B2B categories is largely defined by competitor share, which is known as the Duplication of Purchase (DoP) Law.
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Customer choice behaviour modelling over the last five decades provides a deep foundation of knowledge about how markets operate, particularly in a fast moving consumer goods (FMCG) context. Such modelling led to generalisable patterns of consumer behaviour that have been shown to hold across many periods, countries and FMCG categories. These are now widely known as three empirical laws: Double Jeopardy, Pareto Share and Duplication of Purchase. However, whether these laws apply to an industrial market context is less well documented. We now extend our analysis to an industrial, capital goods context. We analyse the buying patterns of 51 of the world’s largest commercial airlines from June 2005 to June 2015. The data includes over 9,000 purchase records representing about 80% of all large commercial aircraft sold during that time.
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