What makes KINTEX be a successful exhibition center? - IAEE

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(2) From Selling Products to Providing Solutions This contains the transformation necessary within organization that desire to move from selling products to providing solutions for customers. How can we move the company’s mind-set from developing “better” products to solving customer problems? How can we obtain company-wide coordination from the different parts of the organization that have traditionally competed against each other? These questions can be solved by the Solution-Selling Matrix. Figure II-4 shows the matrix between level of customer knowledge and width of products/services. If customer’s knowledge level is high and company has many products and services regarding customer’s needs, company should provide solution selling services rather than just providing products. Such customers want to be managed and informed by company after buying products. So it’s very important to gain service and product knowledge for a sustainable customer management. Figure II-4. Solution-Selling Matrix
(3) From Market-Driven to Market-Driving Market-driven approach always does the things such as market research, customer satisfaction, etc. It is usually results in incremental product innovation. However, it can not develop truly break-through business concepts. This market-driving approach need essential questions such as: What processes encourage radical innovation? What marketing strategies do we need for market-driving innovations? How do we manage simultaneous incremental and radical innovation? The dilemma with market driving is to strike the proper balance between satisfying current customer needs better through marketdriven processes and creating new market demand through market-driving processes while not being too far ahead of customers. Below figure II-5 shows the matrix between value proposition and value network. The success of marketdriving firms stands on radical innovation in two dimensions – a discontinuous leap in the value proposition and the rapid configuration of a unique value network. Value proposition, as defined in previous page, refers to the combination of benefits and price offered to customers. Figure II-5. Types of Strategic Innovation Source: Kumar, Nirmalya (2004) Marketing as a Strategy. Boston: HBS Press 2004 (4) From SBU Marketing to Corporate Marketing In many companies marketing is belonged to business unit level so marketers usually try to raise market share and sales through dubious temporary tactics such as more promotions, greater salesperson effort, and pushing inventory onto distributors. But it is a short-term approach for achieving numbers in terms of financial performance in a year. So marketing should be transformed from strategic business unit level to corporate strategy level. Marketers must demonstrate that they can create value from the corporate center and partner with the CEO while balancing the legitimate local interests of SBUs. Some CEOs believe that hiring world-class marketers from other companies will turn their company into a market-driving company. But the success of marketing comes from focusing on customers, not from “great marketers.”
Page 1 and 2: Case Study Marketing as Strategy: W
Page 3 and 4: 3. Value Network - How to deliver?
Page 5 and 6: List of Tables Table III-1. Exhibit
Page 7 and 8: technologies and related exhibitors
Page 9 and 10: 2. Concept and Definition Marketing
Page 11: The four value proposition question
Page 15 and 16: Figure III-2. Average exhibition sp
Page 17 and 18: Below chart shows the big 7 shows i
Page 19 and 20: (2) Value Proposition - What to off
Page 21 and 22: Cutting-edge facilities KINTEX is t
Page 23 and 24: 1 hall but 30% discount would be pr
Page 25 and 26: • Create new value propositions t
Page 27: References Charles W.L. Hill. (2007

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