MNM2604 ASSIGNMENT 2 SEMESTER 2 2024
Unique Number: 713888
DUE DATE: 17 September
2024
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Extreme care has been used to create this
document, however the contents are provided “as
is” without any representations or warranties,
express or implied. The author assumes no
liability as a result of reliance and use of the
contents of this document. This document is to
be used for comparison, research and reference
purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or
by any means.
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PREVIEW
1. Introduction
In the highly competitive car rental industry, Europcar operates as a leading player,
consistently striving to maintain its competitive edge through business-to-business (B2B)
marketing strategies. As the marketing manager of Europcar, it is crucial to understand
the distinct types of B2B customers that the company can approach for car-hiring
services, as well as the business-to-business buying processes and decision-making
involved in purchasing a new fleet of vehicles. This report will discuss three categories of
B2B customers relevant to Europcar's operations and highlight how these types can be
effectively targeted. Furthermore, this report will analyze the B2B buying process and
decision-making stages to ensure successful procurement while providing practical
recommendations tailored to Europcar’s case.
2. Types of B2B Customers
The B2B market comprises various customer types, each with unique characteristics.
According to Cole (n.d.), the four basic types of B2B customers include resellers,
producers, government agencies, and institutions (Makhitha & Cant, 2020, p. 12).
Europcar, in its business model, can engage primarily with producers, institutions, and
resellers.
Disclaimer
Extreme care has been used to create this document, however the contents are provided “as is”
without any representations or warranties, express or implied. The author assumes no liability as
a result of reliance and use of the contents of this document. This document is to be used for
comparison, research and reference purposes ONLY. No part of this document may be
reproduced, resold or transmitted in any form or by any means.
