Real B2B2C case studies: Successes & Failures

Winning strategies & notable failures to learn from

Discover, in this chapter, how industry-leading companies are mastering the art of indirect marketing and sales.

Preliminary note

Welcome to the 5th chapter of the series on B2B2C Marketing and Partnership Management.

Business-to-Business-to-Consumer models have emerged as a powerful strategy for companies seeking to expand their reach and create value across the entire supply chain.

Explore real-world case studies from your specific industry (check the index for your field) and learn from the best practices that drive their success.

If these insights resonate with you, stay tuned as the series continues.

?

Table of contents – Chapter 4: B2B2C Marketing & Sales Strategies

1. Technology

1.1.????? Real case: Intel's partner program

1.2.????? Real case: Apple's retail partnerships

1.3.????? Real case: Microsoft and Best Buy's joint marketing

1.4.????? Real case: SAP and Deutsche Telekom partnership

1.5.????? Real case: Google’s Android partnerships

2.?Healthcare

2.1.????? Real case: Mayo Clinic

2.2.????? Real case: Allianz and the University Hospital of Munich

3.?Civil Engineering

3.1.????? Real case: Caterpillar and Its dealer network

3.2.????? Real case: Siemens and infrastructure projects

4.?Renewable energies

4.1.????? Real case: Siemens Gamesa and EDF Renewables North America partnership

4.2.????? Real case: Tesla and SolarCity

5.?Retail & Consumer Goods

5.1.????? Real case: Walmart's distribution network

5.2.????? Real case: Nike and Foot Locker partnership

5.3.????? Real case: Inditex Group (hybrid model of owned stores and franchises)

5.4.????? Real case: Amazon partnerships with small and medium business (SMB)

6.?Hospitality

6.1.????? Real case: Marriott's consistent global experience

7.?Cross-over industry partnerships: Retail, Entertainment & Media, Technology

7.1.????? Real case: Nike and Apple's long-term collaboration

7.2.????? Real case: Disney (Licensing model)

8.?SaaS in Marketing

8.1.????? Real case: HubSpot's inbound marketing

8.2.????? Real case: Slack's Social Media strategy

9.?Sound failures in B2B2C Strategies

9.1.????? Real case: Toys “R” Us and its struggle with Amazon

9.2.????? Real case: Blockbuster’s missed digital opportunity

10.?Conclusion and key takeaways

11.?Sources and recommended reading

?

Case studies

?

1. Technology

1.1. Real case: Intels partner program

Context: Intel, a leading technology company, manages a comprehensive partner program to support the distribution and sale of Intel-powered products through various intermediaries.

• Partnership overview: Intel (B1) provides resources, training, and support, while partners (B2) market and sell Intel-powered products to end consumers.
• Value proposition for B1 (Intel): Expands market reach and ensures effective promotion and sales of Intel products through trained partners.
• Value proposition for B2 (Computer Manufacturers, that on their turn might have further B2B relationships up-or downwards the supply chain): Access to comprehensive resources, training, and support to effectively sell or include Intel products in their own ones, and grow their businesses.
• Value proposition for end consumers (C): Access to Intel-powered products with knowledgeable support from trained partners.
• Collaboration highlights:

Intel? Partner University for specialized training

Marketing support and ready-made assets

Sales tools and resources

Intel? Partner Alliance for networking and collaboration

Points-based rewards system for partner engagement - As of 2022, Intel has been adding an average of 15 new partners and 45 new partner employees daily to the program

• Turnover & CAGR: Not available.

Intel's Partner Program and stakeholder satisfaction demonstrates how effective intermediary management can strengthen a company's market position and ensure consistent product representation across various sales channels.

?

1.2. Real case: Apple's retail partnerships

Context: Apple, a global leader in consumer electronics and software, partners with various retailers to distribute its products while maintaining strict control over brand experience.

• Partnership overview: Apple (B1) provides products and sets guidelines, while retail partners (B2) sell and support Apple products according to these standards.
• Value proposition for B1 (Apple): Apple expands its distribution network and market reach while maintaining brand consistency and customer experience.
• Value proposition for B2 (Retailers): Retailers gain access to highly sought-after Apple products, driving foot traffic and sales.
• Value proposition for end consumers (C): Customers benefit from wider availability of Apple products while experiencing consistent brand quality and support, regardless of purchase location.
• Collaboration highlights:

Strict guidelines for product display and marketing

Specialized training for retail staff on Apple products

Apple-designed store-within-a-store concepts for select partners

Consistent pricing and promotion policies across retailers

• Turnover: Apple's overall net sales for fiscal year 2022 were $394.33 billion, up 7.79% from the previous year.

The company's retail segment, including both Apple Stores and retail partners, plays a significant role in its overall sales strategy ensuring a consistent, high-quality customer experience across all points of sale.

Apple's retail partnership model demonstrates how a company can maintain strong brand control while leveraging third-party distribution channels.

?

1.3. Real case: Microsoft and Best Buy's joint marketing

Context: Microsoft partners with Best Buy, a major electronics retailer, to promote and sell Surface devices through collaborative marketing efforts.

• Partnership overview: Microsoft (B1) provides products and marketing resources, while Best Buy (B2) offers retail space and customer engagement opportunities.
• Value proposition for B1 (Microsoft): Gains prominent retail presence and leverages Best Buy's customer base for Surface device promotion.
• Value proposition for B2 (Best Buy): Enhances product offerings with premium devices and benefits from Microsoft's brand power and marketing resources.
• Value proposition for end consumers (C): Access to hands-on experience with Surface devices and expert guidance from trained retail staff.
• Collaboration highlights:

Joint marketing campaigns

Dedicated in-store displays for Surface devices

Customer education initiatives

Staff training on Surface product features and benefits

Exclusive product bundles or promotions

• Turnover & CAGR: Surface revenue has shown growth over the years, with Microsoft reporting $1.98 billion in Surface revenue for Q2 2023, a 47% increase year-over-year.

This partnership exemplifies how coherent marketing strategies between a product manufacturer and a major retailer can effectively communicate product value to consumers, driving sales and reinforcing both brands' market positions.

?

1.4. Real case: SAP and Deutsche Telekom partnership

Context: SAP, a global leader in enterprise software, partners with Deutsche Telekom to deliver cloud-based solutions across Europe.

• Partnership overview: SAP (B1) offers software, while Deutsche Telekom (B2) integrates these services for corporate clients and SMEs.
• Value proposition for B1: SAP gains access to Deutsche Telekom's customer base, expanding its reach in the European market.
• Value proposition for B2: Deutsche Telekom enhances its portfolio and strengthens its digital services for businesses.
• Value proposition for end consumers: Businesses (C) receive streamlined cloud services, tailored solutions, and unified support.
• Collaboration highlights: Joint marketing campaigns, industry 4.0 initiatives, and seamless 5G integration make this partnership highly effective.

• Turnover & CAGR: Unknown for this specific project and irrelevant information within the whole of SAP’s annual results, as this is an isolated (though important) project within SAP’s? B2B2C collaboration programs.

?

1.5. Real case: Google’s Android partnerships

Context: Google’s Alphabet Inc. partnerships with smartphone manufacturers, such as Samsung and LG, ensure seamless Android integration across devices.

• Partnership overview: Google (B1) provides the Android operating system, while manufacturers (B2) integrate it into their devices.
• Value proposition for B1: Google maintains control over its OS ecosystem, extending its reach across millions of devices.
• Value proposition for B2: Manufacturers benefit from a customizable and reliable OS, allowing them to focus on hardware.
• Value proposition for end consumers: Consumers (C) enjoy a consistent and optimized Android experience, regardless of the device they choose.
• Collaboration highlights: Google ensures Android’s global adoption while supporting its partners through updates and marketing.
• Turnover evolution 2021-2023 Google (Alphabet Inc.): $257.6 to $307.4 billion
• CAGR: 9.3% (Industry average 7.2% -Smartphone Operating System Market Report) – Above average. Despite the still strong growth, Google's CAGR has slowed down due to the rise of AI, with many new competitors around. Nonetheless, being the predominant search engine, Google's B2B partnerships with Android manufacturers strongly supports Google’s predominancy.

?

2. Healthcare

2.1. Real case: Mayo Clinic

Context: Mayo Clinic serves both directly acquired patients and those referred by healthcare professionals and insurance companies, creating a holistic healthcare ecosystem of over 3400 clinic physicians and health staff and 13000 allied health professionals.

• Partnership overview: Mayo Clinic collaborates with various healthcare providers and insurers, offering top-tier medical services. It manages both direct-to-patient services and referral-based care. In terms of B2B2C, Mayo Clinic has an optimizely managed Recognized Referral Facilitator program to connect international patients to Mayo Clinics and Hospitals. These facilitators (B2) help coordinate appointments, travel and other logistics for patients coming from abroad, while benefitting from Mayo Clinic’s reputation, medical and scientific support, training and events and other marketing resources.
• Value proposition for B1: Mayo Clinic (B1) expands its patient base and strengthens its reputation as a leader in healthcare services through these partnerships.
• Value proposition for B2: Healthcare professionals and insurers (B2) benefit from a trusted partner in patient care, enhanced by Mayo’s brand and expertise.
• Value proposition for end consumers: Patients (C) gain access to world-class medical services, simplified billing through insurance or partners, and an integrated care approach.
• Collaboration highlights: Mayo’s partnership model reinforces its global reputation while driving healthcare outcomes across various stakeholders.
• Turnover evolution 2021-2023: $15.7 to $17.1 billion
• CAGR: 4.4% (Industry average 4% -McKinsey) – Slightly above average. Mayo Clinic's growth is stable, with a strong focus on delivering high quality rather than quick or wider expansion.

?

2.2. Real case: Allianz and the University Hospital of Munich

Context: Allianz, a leading international insurer, partners with the University Hospital of Munich to improve healthcare services for insured patients.

• Partnership overview: Allianz (B1) provides insurance coverage, while the University Hospital of Munich (B2) offers medical services to Allianz's clients.
• Value proposition for B1: Allianz enhances its offering by connecting clients to high-quality healthcare providers, boosting customer satisfaction.
• Value proposition for B2: The hospital secures a consistent patient flow, stable revenue streams, and access to Allianz's network.
• Value proposition for end consumers: Patients enjoy premium care, easier billing, and reduced out-of-pocket costs thanks to direct insurance coverage.
• Collaboration highlights: This partnership strengthens Allianz’s reputation and allows the hospital to maintain patient volumes and financial stability.
• Turnover evolution 2021-2023: €148.5 to €161.7 billion
• CAGR: 4.3% (Industry average 3.8%) - Above average. Allianz outperformed the insurance industry, likely due to its diverse product portfolio, extended B2B2C network and global presence.

3. Civil Engineering

3.1. Real case: Caterpillar and its dealer network

Context: Caterpillar, a global leader in heavy machinery, partners with a network of dealers to distribute its products and services worldwide.

• Partnership overview: Caterpillar (B1) produces machinery, while dealers (B2) sell and service the equipment to end customers.
• Value proposition for B1: Caterpillar extends its market reach through its global network of dealerships.
• Value proposition for B2: Dealers gain access to a premium product line and comprehensive support from Caterpillar.
• Value proposition for end consumers: Customers (C) benefit from local expertise, reliable service, and high-quality equipment.
• Collaboration highlights: Caterpillar’s strong dealer relationships ensure customer satisfaction and brand loyalty.
• Turnover evolution 2021-2023: $50.97 to $67.07 billion
• CAGR: 14.7% (Industry average 7.8%) - Above average. Caterpillar's growth significantly outpaced the industry, likely due to increased infrastructure spending globally.

?

3.2. Real case: Siemens and infrastructure projects

Context: Siemens partners with construction firms and governments to deliver large-scale infrastructure projects.

• Partnership overview: Siemens (B1) supplies technology and engineering expertise, while construction companies (B2) execute the projects.
• Value proposition for B1: Siemens expands its role in infrastructure development, boosting brand credibility.
• Value proposition for B2: Construction firms gain access to Siemens’ advanced technologies, improving project outcomes.
• Value proposition for end consumers: End users (C) enjoy improved infrastructure, such as energy-efficient buildings or smart cities.
• Collaboration highlights: Siemens’ technology integration ensures the long-term success of infrastructure projects.
• Turnover evolution 2021-2023: €62.27 to €77.77 billion
• CAGR: 11.7% (Industry average 6.5%) - Above average. Siemens' focus on digitalization and automation contributed to its above-average growth.

4. Renewable energies

4.1. Real case: Siemens Gamesa and EDF Renewables North America partnership

Context: Siemens Gamesa, a global leader in wind turbine manufacturing, partners with EDF Renewables North America to supply wind turbines for large-scale projects in the United States.

• Partnership overview: Siemens Gamesa (B1) provides wind turbines and maintenance services, while EDF Renewables North America (B2) develops and operates renewable energy projects.
• Value proposition for B1: Siemens Gamesa secures a significant order in the U.S. market, strengthening its position in North America.
• Value proposition for B2: EDF Renewables gains access to advanced wind turbine technology and comprehensive maintenance services for its projects.
• Value proposition for end consumers: Energy consumers (C) benefit from increased renewable energy capacity and potentially lower energy costs.
• Collaboration highlights: Supply of 487 MW of wind turbines across two projects (Coyote and Oso Grande), featuring the SG 4.5-145 model and additional SWT-2.3-108 turbines. The deal includes a service and maintenance agreement.
• Turnover & CAGR: Specific financial details for this project are not provided. However, the total capacity of 487 MW represents a significant contribution to both companies' portfolios in the U.S. market.

?

4.2. Real case: Tesla and SolarCity

Context: Tesla acquired SolarCity in 2016 to provide solar power solutions to residential and commercial customers.

• Partnership overview: Tesla Energy (B1) supplies energy storage, while SolarCity (B2) installs solar panels with Tesla’s energy storage and EV (electrical vehicle) products.
• Value proposition for B1: Tesla expands its clean energy ecosystem, increasing market penetration through a vertically integrated sustainable energy company.
• Value proposition for B2: SolarCity enhances its offerings with Tesla’s innovative energy storage solutions, while gaining financial stability and access to Tesla’s brand, technology and customer base.
• Value proposition for end consumers: Consumers (C) benefit from a complete solar power solution that reduces reliance on the grid and lowers energy costs.
• Collaboration highlights: The partnership drives the adoption of solar energy and energy storage technologies, bundling Powerfall battery with sollar installations and offering a shift towards an online sales model.
• Turnover evolution and CAGR: Specific CAGR figures for the solar business are not provided, and the solar business represents a small portion of Tesla’s overall revenues. While it is know that Solar City’s market share declined after the acquisition, in general terms the joint B2B2C project seems to be profitable for Tesla, especially in terms of market share.

5.nbsp;nbsp;nbsp; Retail amp; Consumer Goods

5.1. Real case: Walmarts distribution network

Context: Walmart, the world's largest retailer, operates an extensive distribution network that serves as a critical intermediary between manufacturers and consumers.

• Partnership overview: Manufacturers (B1) supply products to Walmart (B2), which then distributes and sells these products to consumers through its vast retail network.
• Value proposition for B1 (Manufacturers): Access to Walmart's extensive retail network and vast consumer base, potentially leading to significant sales volumes.
• Value proposition for B2 (Walmart): Ability to offer a wide range of products, control pricing, and influence market trends, strengthening its position as a leading retailer.
• Value proposition for end consumers (C): Access to a diverse range of products at competitive prices, with the convenience of one-stop shopping.
• Collaboration highlights:

-??In this case the Marketing and Sales strategies rely on B2, not on B1, as Walmart’s brand and positioning in the mass-retail field is portentous, operating over 150 distribution centres in the U.S., each serving 90-100 stores within a 150-mile radius.

-??The company uses advanced logistics systems, including automated storage and retrieval systems (ASRS) in some facilities.

-??Walmart's distribution network includes specialized centers for different types of products, such as grocery, general merchandise, and e-commerce fulfilment (registering a growth of 200% in e-commerce in the last reported quarter).

• Turnover evolution and CAGR: Walmart's total revenue for fiscal year 2023 (ended January 31, 2023) was $611.3 billion, up 6.7% from the previous year.

The company's e-commerce sales grew 22% in the last reported quarter, indicating the increasing importance of its distribution network in supporting online sales.

Walmart's role as an intermediary in the B2B2C model is crucial, as it significantly influences product success through its control over pricing, marketing, and the overall consumer experience. The company's extensive distribution network and advanced logistics capabilities enable it to efficiently move products from manufacturers to consumers, making it a pivotal player in the retail industry.

?

5.2. Real case: Nike and Foot Locker partnership

Context: Nike, a global leader in athletic footwear and apparel, partners with Foot Locker, a major athletic retailer, to distribute products and create unique consumer experiences.

• Partnership overview: Nike (B1) supplies exclusive products and collaborates on marketing, while Foot Locker (B2) provides retail space and customer engagement.
• Value proposition for B1 (Nike): Nike gains access to Foot Locker's extensive retail network and customer base, enhancing its distribution channels and brand visibility.
• Value proposition for B2 (Foot Locker): Foot Locker secures exclusive Nike products, strengthening its position as a premier destination for sneaker enthusiasts.
• Value proposition for end consumers: Customers (C) benefit from access to exclusive Nike products, enhanced in-store experiences, and specialized customer service.
• Collaboration highlights:

?- Launch of Nike Rise concept stores within Foot Locker

?- Exclusive product lines and colorways for Foot Locker

?- Joint marketing campaigns and product launches

?- Integration of digital experiences in physical stores

• Specific turnover and CAGR figures for this partnership are not provided, but it is publicly announced that Nike accounted for 75% of Foot Locker's merchandise in 2020, and has since reduced wholesale partnerships to focus on direct-to-consumer sales. Despite changes, Foot Locker remains a key partner for Nike in reaching specific consumer segments.

?

5.3. Real case: Inditex Group (hybrid model of owned stores and franchises)

Context: Inditex, through its subsidiary branded stores ZARA, PULL&BEAR, MASSIMO DUTTI, BERSHKA, STRADIVARIUS and OYSHO, among other, operates a global network of company-owned shops and franchises that benefit from the company’s strong marketing and brand reputation, holding tight control over its brand image, store operations and customer experience.

• Partnership overview: Inditex (B1) provides the owned stores and franchisees ZARA, Bershka and other (B2) with access to its brand, marketing and sales strategies while nuturing the end consumers' audience directly whith strong international marketing campaigns.
• Value proposition for B1: Inditex expands its market presence through both, international brand recognition and direct operations in every market through the stores. Upwards the supply chain, Inditex’s suppliers manufacture and deliver products following the strict Inditex protocols including product development technical specifications, quality and safety standards, compliance with Corporate Social Responsibility frameworks, packaging, logistics, selected testing and certification labs, and more.
• Value proposition for B2: Both the Inditex operated brand stores and franchisees benefit from Inditex’s global brand presence and marketing efforts, ensuring a strong consumer base in every location.
• Value proposition for end consumers: Consumers (C) enjoy the consistency of Inditex brands in every franchise, regardless of location.
• Collaboration highlights: The hybrid (company-owned + franchise stores) model allows for rapid global expansion while maintaining strict brand guidelines, even for stakeholders upwards the supply chain.
• Turnover evolution 2021-2023: €27.72 to €32.57 billion
• CAGR: 8.4% (Industry average 6.2%) - Above average. Inditex outperformed the industry, likely due to its strong online presence, its highly efficient B2B supply chain and a well implemented set of B2B2C Marketing and Sales strategies.

?

5.4. Real case: Amazon partnerships with small and medium business (SMB)

Context: Amazon's platform serves as a crucial intermediary for small and medium-sized businesses (SMBs) worldwide, enabling them to reach a vast global customer base through a B2B2C model.

• Partnership overview: Amazon (B1) provides logistics, customer base access, and marketing tools, while SMBs (B2) supply diverse product offerings to Amazon's marketplace.
• Value proposition for B1 (Amazon): Amazon expands its product range and strengthens its position as a one-stop shop for consumers.
• Value proposition for B2 (SMBs): Small businesses gain access to Amazon's extensive infrastructure, global customer base, and advanced logistics capabilities.
• Value proposition for end consumers (C): Customers benefit from a wider variety of products and the convenience of Amazon's trusted platform.
• Collaboration highlights:

-??Fulfillment by Amazon (FBA) program

-??Access to Amazon's warehousing and shipping network

-??Customer service and returns processing handled by Amazon

-??Marketing tools and support for SMBs

• Turnover & CAGR: In 2022, U.S. sellers on Amazon sold more than 4.1 billion products, averaging 7,800 products per minute

More than 60% of Amazon's retail sales come from independent sellers, mostly small and medium-sized businesses.

This partnership model demonstrates how a large platform like Amazon can create a symbiotic relationship with smaller businesses, enabling growth and scalability for SMBs while enhancing Amazon's product offerings and market position. The arrangement allows small businesses to focus on their core operations while leveraging Amazon's extensive logistics and customer service capabilities, creating a win-win situation for all parties involved.

?

6. Hospitality

6.1. Real case: Marriotts consistent global experience

Context: Marriott International, a global hospitality leader, maintains a consistent customer experience across diverse markets and intermediaries worldwide. As of 2022, Marriott operates over 8,000 properties across 139 countries and territories.

• Partnership overview: Marriott (B1) provides brand standards, training, and support, while franchisees and property managers (B2) operate hotels adhering to these standards.
• Value proposition for B1 (Marriott): Marriott maintains brand integrity and customer loyalty across global markets, enhancing its reputation and market share.
• Value proposition for B2 (Franchisees/Property Managers): Operators benefit from Marriott's strong brand recognition, global marketing, and proven operational standards.
• Value proposition for end consumers (C): Guests experience consistent high-quality service, cleanliness, and amenities regardless of location, reducing travel uncertainty.
• Collaboration highlights:

-??Rigorous staff training programs

-??Regular property audits and quality checks

-??Strong brand culture emphasizing consistency

-??Global standards for service, cleanliness, and amenities

-??Unified reservation and loyalty program systems

• Turnover & CAGR: Specific CAGR figures for Marriott's global consistency initiative are not available, but Marriott's total revenue for fiscal year 2022 was $20.77 billion, up 49.6% from the previous year.

Marriott's approach to maintaining a consistent global experience demonstrates the importance of strong brand management in a B2B2C model.

By setting clear standards and providing comprehensive support to its partners, Marriott ensures that its brand promise is delivered consistently to end consumers, regardless of the specific property operator or location. This strategy has helped Marriott build a strong global brand and maintain customer loyalty across diverse markets.

?

7. Cross-over industry partnerships: Retail, Entertainment amp; Media, Technology

7.1. Real case: Nike and Apples long-term collaboration

Context: Nike, a leading sportswear company, and Apple, a technology giant, have maintained a long-standing partnership focused on integrating fitness and technology.

This long-term collaboration demonstrates the power of combining complementary brand strengths in the B2B2C model. By integrating Nike's sports expertise with Apple's technological innovation, both companies have created a unique ecosystem of products and services that cater to fitness enthusiasts, maintaining relevance and popularity over nearly two decades.

• Partnership overview: Nike (B1) provides sports expertise and branding, while Apple (B2) contributes technology and device integration for fitness-oriented products.
• Value proposition for B1 (Nike): Enhances its products with cutting-edge technology, appealing to tech-savvy fitness enthusiasts.
• Value proposition for B2 (Apple): Strengthens its position in the fitness and health market, leveraging Nike's sports industry expertise.
• Value proposition for end consumers (C): Access to seamlessly integrated fitness products combining Nike's sports knowledge with Apple's technological innovation.
• Collaboration highlights:

-??Collaboration sarted with Nike+iPod Sports Kit, (2006), then Nike+ Running App for iOS (2010), Apple Watch Nike+ edition (2016), Nike Run Club app integration with Apple Watch.

-??The collaboration is still active as of 2024, with ongoing product releases and updates.

• Turnover evolution and CAGR: Specific financial figures for this particular partnership are not available.

7.2. Real case: Disney (Licensing model)

Context: Disney licenses its brand to manufacturers, allowing them to produce and distribute Disney-themed products.

• Partnership overview: Disney (B1) licenses its intellectual property to manufacturers (B1.2) who create Disney-branded products. The agreement outlines the terms, including royalty rates, quality standards, and approved product categories. Manufacturers sell to distributors or retailers (B2) that further commercialize the Disney brand products.
• Value proposition for B1.2: Manufacturers benefit from Disney’s globally recognized brand, driving sales of licensed products.
• Value proposition for B2: Retailers, buying Disney-licensed products from authorized manufacturers or distributors, can use Disney's brand and characters in their marketing efforts, within the guidelines provided by Disney. They benefit from Disney's global brand recognition to drive sales.
• Value proposition for B1: Disney generates additional revenue streams through licensing agreements.
• Value proposition for end consumers: Consumers (C) access high-quality products featuring beloved Disney characters and themes.
• Collaboration highlights: The licensing model allows Disney to expand its product offerings without direct production involvement.
• Turnover evolution 2021-2023: $67.42 to $88.90 billion
• CAGR: 14.8% (Industry average -Media & Entertainment: 9.5%) → Above average. Disney's strong brand through streaming success and theme parks engages thousands of producers around the world to produce under licence, establishing robust relationships and a strong overall performance.

8. SaaS in Marketing

8.1. Real case: HubSpots inbound marketing

Context: HubSpot, a leading marketing software company, implements its own inbound content-driven marketing strategy to attract businesses and end consumers in the B2B2C space. By providing valuable, educational content, HubSpot attracts both businesses looking for marketing solutions and end consumers interested in learning about marketing, effectively positioning itself as a leader in the marketing software industry.

• Partnership overview: HubSpot (B1) provides valuable content and marketing tools, while businesses and marketers (B2) consume and implement these resources.
• Value proposition for B1 (HubSpot): Establishes thought leadership, attracts potential customers, and demonstrates the effectiveness of its own marketing solutions.
• Value proposition for B2 (Businesses/Marketers): Gain access to free, high-quality educational content to improve their marketing, sales, and customer service operations.
• Value proposition for end consumers (C): Access to valuable marketing insights and potential improved experiences with businesses using HubSpot's strategies.
• Collaboration highlights:

-??Comprehensive blog covering various marketing topics

-??Webinars and e-books offering in-depth knowledge

-??Free tools and resources for marketers

-??HubSpot Academy for marketing certification

• Turnover & CAGR: HubSpot's total revenue for Q2 2023 was $529.0 million, up 25% year-over-year. As of 2023, HubSpot serves over 177,000 customers in more than 120 countries.

8.2. Real case: Slacks Social Media strategy

Context: Slack, a popular collaboration tool, actively publishes valuable content on social media to engage both businesses and end consumers in the B2B2C space.

• Partnership overview: Slack (B1) provides collaboration software and engaging social media content, while businesses and IT decision-makers (B2) implement the tool and engage with the content.
• Value proposition for B1 (Slack): Builds brand awareness, fosters community engagement, and demonstrates the platform's value through real-world examples.
• Value proposition for B2 (Businesses/IT Decision-makers): Access to product updates, tips, and success stories that help maximize the value of Slack within their organizations.
• Value proposition for end consumers (C): Improved workplace communication and access to helpful tips for using Slack effectively.
• Collaboration highlights:

-??Active Twitter account sharing tips and updates

-??Customer success stories showcasing diverse use cases

-??Engaging content that appeals to both decision-makers and end-users

-??Community building through social media interactions

• Turnover & CAGR: Specific financials for Slack's social media strategy are not provided. Slack was acquired by Salesforce in July 2021 for $27.7 billion but continues operating as an independent brand within the Salesforce ecosystem. As of 2023, Slack has over 20 million daily active users.

9. Sound failures in B2B2C Strategies

9.1. Real case: Toys “R” Us and its struggle with Amazon

Context: Toys “R” Us entered a partnership with Amazon in 2000 to manage its online sales, but the strategy ultimately failed.

• Partnership overview: Toys “R” Us (B1) outsourced its e-commerce operations to Amazon (B2) to focus on physical retail stores.
• Failure point for B2: Amazon dominated the e-commerce space, sidelining Toys “R” Us and absorbing its customer base.
• Failure point for B1: Toys “R” Us lost control over its online business, ultimately leading to its inability to compete in the digital market.
• Failure point for consumers: Customers (C) shifted to Amazon for convenience, causing Toys “R” Us to lose significant market share.
• Key takeaways: The failure to integrate e-commerce effectively with in-store operations led to Toys “R” Us’ decline.

9.2. Real case: Blockbuster’s missed digital opportunity

Context: Blockbuster, founded in 1985, was once the dominant player in the video rental industry. The company's primary product was renting physical VHS tapes and later DVDs from brick-and-mortar stores. Blockbuster experienced tremendous success for nearly two decades. At its peak in 2004, Blockbuster had over 9,000 stores worldwide and employed approximately 84,000 people. In 2000, Netflix approached Blockbuster with an offer to sell itself for $50 million and proposed to manage Blockbuster's online brand. Blockbuster declined. In 2007, Netflix introduced video streaming, which Blockbuster failed to match. By 2010, Blockbuster filed for bankruptcy.

• Partnership overview: Blockbuster (B1) had an opportunity to partner with Netflix but failed to act on it.
• Failure point for B2: Blockbuster failed to innovate its business model, allowing Netflix (B2) to capture the streaming market.
• Failure point for B1: Blockbuster’s reliance on physical rentals caused it to lose relevance in the digital age.
• Failure point for consumers: Consumers (C) migrated to Netflix for convenience and accessibility.
• Lesson learnt: Blockbuster’s failure to adapt to digital technology led to its eventual closure, proving the importance of innovation in B2B2C models.

This case illustrates the importance of innovation, adaptability in rapidly changing markets and the relevance of partnerships, none of which were observed.

?

10. Conclusion and key takeaways

Through the analysis of successful and failed B2B2C case studies across multiple industries, it is clear that strategic partnerships, consumer-centricity, and innovative technology adaptation are the keys to thriving in the B2B2C business model.

?

Key Takeaways:

• Partnership management: Strong partnerships between B1 and B2 enhance market reach, brand reputation, and operational efficiency.
• Dual value proposition: A clear, mutually beneficial value proposition for businesses and consumers ensures long-term success.
• Consumer focus: Consistency and innovation in the end-user experience drive brand loyalty and sales.
• Adaptability: Companies that fail to innovate in the digital age (like Blockbuster and Toys "R" Us) risk losing market share.
• Industry tailoring: Every industry has distinct needs for B2B2C success, where seamless stakeholder collaboration is vital. In some cases, cross-industry partnerships, like the iconic Apple and Nike collaboration, can unlock unexpected synergies, driving innovation and growth across different sectors.

?

In the next chapter, we’ll explore how to build and sustain effective B2B2C partnerships, focusing on the selection of the right partners, crafting effective agreements, and strategies for long-term success.

Stay tuned!

#B2BB2C #DigitalTransformation #DataDrivenSales #PartnershipSuccess #Innovation #CustomerFocus

?? Did you miss the previous chapters of the B2B2C Series? ??

Find herewith the links:

0????Introduction -Historic context https://lnkd.in/dHp6etPP

1????Chapter 1: From B2B to B2B2C https://lnkd.in/dz84-4MG

2????Chapter 2: B2B, B2C & B2B2C - Common denominators and differences https:// lnkd.in/dM5RUF6r

3????Chapter 3: B2B2C Core components https://lnkd.in/dPbzXnYR

4????Chapter 4: B2B2C Strategies https://lnkd.in/dz-QpNq9

?? Other recommended, recent articles by the author:

• Business agility https:// lnkd.in/dcsnpw2Z
• Cookies – How to protect your digital privacy https:// lnkd.in/dxGH9TUV
• Fundamental data analytics for non-techs https:// lnkd.in/d5xP7MZ3

11. Sources and recommended reading

These sources provide additional depth and context to the real cases explained in this article.

Sources:

• Mayo Clinic and Healthcare Partnerships, Mayo Clinic's partnership strategies, Mayo Clinic Official Website: https://www.mayoclinic.org
• Allianz and University Hospital of Munich Partnership, Healthcare partnerships and patient-centered care in insurance models, Allianz Corporate Website: https://www.allianz.com
• SAP and Deutsche Telekom Partnership, B2B2C case study on cloud services and enterprise solutions, SAP Official Blog: https://www.sap.com
• Google Android Partnerships, Mobile OS strategy and manufacturing partnerships, Google Blog: https://blog.google
• Walmart and Distribution, Supply chain strategy in consumer goods, Walmart Corporate Website: https://corporate.walmart.com
• Inditex Hybrid Model, Global franchise strategy, Inditex Group Annual Report: https://www.inditex.com
• Disney Licensing Model, Global licensing agreements, Disney Corporate Licensing Report: https://www.thewaltdisneycompany.com
• Nike and Foot Locker Partnership, Distribution model, Nike Business Blog: https://news.nike.com
• Toys "R" Us and Amazon Failure Case, Digital downfall insights, Harvard Business Review: https://hbr.org
• Blockbuster’s Failure to Adapt to Digital, Strategic missteps case study, MIT Sloan Management Review: https://sloanreview.mit.edu
• Marriott’s Global Consistency, Brand consistency in global markets, Marriott International Reports: https://www.marriott.com
• Spotify and Uber Partnership, Joint promotion strategies in the digital age, Spotify Newsroom: https://newsroom.spotify.com | Uber Blog: https://www.uber.com/newsroom
• Statista. (2024). "Global B2B E-Commerce Market Size." https://www.statista.com/study/44442/in-depth-report-b2b-e-commerce/

?

Recommended Reading

• "The Future of B2B2C Marketing: Building Connected Ecosystems," Charles Doyle, 2021, Marketing Week, Focuses on data integration and customer journey mapping.
• "Creating Value in B2B2C: The Role of Technology," Julia Lopez, 2022, McKinsey Insights, How B2B2C companies use technology to streamline operations and improve customer experiences.
• "How Strategic Partnerships are Redefining B2B2C in Retail," David Stone, 2023, Harvard Business Review, Discusses the role of strategic partnerships in retail B2B2C models.
• "From Products to Platforms: B2B2C Marketing for the Next Decade," Anya Patel, 2022, Accenture Strategy, Examines the transition from product-centric to platform-centric B2B2C marketing.
• McKinsey & Company. (2023). "The Next Normal: The Recovery Will Be Digital."
• International Journal of Market Research. (2023). "B2B2C Models: A New Frontier in Customer Engagement."
• Gartner. (2024). "Top Strategic Technology Trends for 2025."