Marketing Strategy: Ege Case Study
Ege’s Business- to- business market
Ege differentiates its customers to “residential” and “contract”. (Strategy 2009).
Residential customers are the retailers who buy carpets and resale them to the end customers (actual persons). Ege’s clients consist of the big chains such as Garant, Tæppeland. They have shops in more than 50 cities in Denmark, which covers the biggest part the country (garant.nu, taeppeland.dk). This is why ege’s carpets reach a lot of customers. The resellers have a close feedback to the end consumer so they should give information back up the chain so that Ege could know what the expectations for their products are. Buyer-seller relationships should be strong. However, ege does not find this market highly potential.
Contract customers are ‘’hotels, restaurants, stores, offices, schools, institutions, hospitals, ship builders, train manufacturers, etc’’ (Strategy 2009). This market is extremely profitable and successful as this is where Ege can sell tremendous quantity of their products.
Ege is selling on a B2B related market. This means that the customers are not buying products or services for their own personal use but an owner or an employee of an organization buys a product or service for the use of the organization. (Kotler) Also it is called an organizational buying where the decision - making process by which formal organizations establish the need for purchased products and services and identify, evaluate and choose among alternatives, brands and suppliers (Webster and Wind). This is relevant to ege because they should have strong-relations that are based on trust and loyalty. As long as in B2B market customers are fewer but buy larger quantity than in B2C market, the trust is said to be one of the most important aspects on which the company needs to focus. Especially in a state of crisis Ege should strive as much as it can, for strengthening exactly these relations. Also the buying center is a part of B2B market that takes a
Ege differentiates its customers to “residential” and “contract”. (Strategy 2009).
Residential customers are the retailers who buy carpets and resale them to the end customers (actual persons). Ege’s clients consist of the big chains such as Garant, Tæppeland. They have shops in more than 50 cities in Denmark, which covers the biggest part the country (garant.nu, taeppeland.dk). This is why ege’s carpets reach a lot of customers. The resellers have a close feedback to the end consumer so they should give information back up the chain so that Ege could know what the expectations for their products are. Buyer-seller relationships should be strong. However, ege does not find this market highly potential.
Contract customers are ‘’hotels, restaurants, stores, offices, schools, institutions, hospitals, ship builders, train manufacturers, etc’’ (Strategy 2009). This market is extremely profitable and successful as this is where Ege can sell tremendous quantity of their products.
Ege is selling on a B2B related market. This means that the customers are not buying products or services for their own personal use but an owner or an employee of an organization buys a product or service for the use of the organization. (Kotler) Also it is called an organizational buying where the decision - making process by which formal organizations establish the need for purchased products and services and identify, evaluate and choose among alternatives, brands and suppliers (Webster and Wind). This is relevant to ege because they should have strong-relations that are based on trust and loyalty. As long as in B2B market customers are fewer but buy larger quantity than in B2C market, the trust is said to be one of the most important aspects on which the company needs to focus. Especially in a state of crisis Ege should strive as much as it can, for strengthening exactly these relations. Also the buying center is a part of B2B market that takes a