We’re all aware (at least most of us) of the crucial role that B2B brands with a clear correlation to core company values play in business growth and expansion. But what happens when we achieve what we want and start expanding internationally?
As part of our focus on B2B branding as the core of what makes your company beat – a reflection of who you are, what you do, how you do it, and why you do it — we’d like to zoom in on one of the most important factors in pulling it all together and actually making it work: your employees.
Note: This is Part 3 of a 5-part series highlighting the speakers from our annual international B2B marketing conference this past November. Read Part 2 here.
At the Global Marketing Challenges for B2B Companies conference we had the distinct pleasure to hear from Mr. Eyal Tryber, CEO of Maytronics, about the lessons he and his company learned from building a global brand. As the former VP of Sales and Marketing at Maytronics for over seven years before his appointment as the CEO in May of this year, these lessons are from his own first-hand experience.
If General Electric and IBM were sold tomorrow, their brand value alone would be approximately $45 and $75 million respectively. These brand valuations sit right next to well-known consumer brands such as McDonalds and Coca-Cola, illustrating that B2B brands, similar to their consumer brand cousins, also drive billions of dollars in value and market capitalization in intangible assets of "goodwill."
When you walk into most office spaces, the visual displays are pretty predictable. A few pictures on the wall. Matching furniture. Basically uninspiring.