ECOLE INDUSTRIELLE ET COMMERCIALE DE WAVRE (EICW

ECOLE INDUSTRIELLE ET COMMERCIALE DE WAVRE (EICW)
Enseignement supérieur économique / Graduat en Marketing – Niveau 2
(Année académique 2004-2005)
Notes du cours : Marketing industriel
Professeur : Monsieur Pierre ROSSEELS
Ce document consacre la prise de notes personnelles durant le cours de marketing industriel, complétées
par le syllabus du professeur. Elles sont complètes et synthétisées.

1
TABLE DES MATIERES
CHAPITRE 1 : Comprendre le marché industriel .....................................................................4
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-   ,
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!#   -
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#! 2"  1
##  +++ 1
# ++ 1
#&  1
#, "+ 1
#-  "  1
CHAPITRE 2 : Le comportement des acteurs industriels .....................................................10
 2" 
 2 
! " 
# )2 
! ++ 
! ++  
!! "2 
!# % !
!# 3%% !
!#! +4+% !
CHAPITRE 3 : Etude des marchés en milieu industriel ......................................................... 14
 *"""+ 
 + 5 
! )" 
# 326  
 7+ &
& )  &
! "+ &
! 8+ &
!! 8+ ,
# "+"++ ,
 "+"$ ,
 "+ ,
! "+ ,
# "++ ,
& "+  -
& "+  -
&! "+ -
&! "+ -
&!! "9 -
&# " 1
&# "  1
&#! "  1
& "+ !
&& ) !

2
CHAPITRE 4 : Les cadres stratégiques globaux....................................................................21
 ":;<*:;< !
 +" !
! " !
# "2 !!
 :;< !!
& :;<"+" !#
, =9:;< !#
- +" !
0 )  !
1 :;<"  !&
! "> !,
! +> !,
!! 52 !,
!! )" !,
!!! ++ !,
!!# 2 !-
!! ?+ !-
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!!, ?5"  !-
!!- "2 !-
!!0  !-
!# =2  !-
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# +++5 #
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#! ++ #
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# )2 #
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#, @+2  #!
CHAPITRE 5 : Le marketing mix industriel ............................................................................. 33
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& >A  #
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4
Chapitre 1 : Comprendre le marché industriel
1. L A TYPOLOGIE DES BIENS ET SERVICES INDUSTRIELS
Les marchés industriels sont les marchés de libre échange de biens et services. Il est important de percevoir
cette typologie de biens et services car ils permettent de comprendre le marché et le comportement des
différents acteurs qui composent ce marché (qu’il s’agisse d’entreprises ou d’autres organisations).
1.1. Les matières premières
)2A$"$$D>9"$$92+2
+2
Les matières premières sont achetées à des entreprises d’extraction essentiellement par des entreprises qui
transforment.
Généralement, on aura sur le marché un petit nombre de firmes extractives, cela signifiera une certaine
stabilité des prix. Ces firmes procèdent à de la vente directe (sans concessionnaire ou représentant
intermédiaire) habituellement par des contrats portant sur des quantités importantes et basés sur du long
terme afin d’assurer une certaine stabilité à l’entreprise transformatrice. On essaye donc de faire des contrats
solides avec les mêmes producteurs.
Il n’y a rien de plus délicat, que de changer de matières premières. On va avoir tendance à acheter chez le
même fournisseur, même dans le cas d’une modification de prix. Changer la matière première peut
influencer toute la chaîne de production et la qualité du produit final, un pari risqué pour l’entreprise
transformatrice. Une matière première de mauvaise qualité peut influencer négativement la qualité du produit
fini, et donc, du client (choisir un produit de 1 ou 2% moins cher peut provoquer de sévère conséquences,…
attention donc !).
Les prix des matières premières seront souvent définis par des normes (on devra par exemple avoir un certain
pourcentage de métal, ou une certaine qualité de céréales). Les matières premières peuvent aussi être
négociées en bourse intervient alors la notion de courtiers en marchandises qui s’occupent des négociations
(il peut évidemment y avoir des effets spéculatifs…).
Notons encore que dans la négociation entre l’entreprise productrice et transformatrice, interviendra la notion
très importante de sécurité d’approvisionnement, sans doute avant même la négociation du prix. Qualité,
délais de livraison seront donc deux détails qui joueront sur le choix d’une entreprise plutôt qu’une autre.
1.2. Les biens d’équipement lourds
)2A$$$D
Ce type de bien a pour particularité d’avoir un prix élevé et sa vente est généralement extraordinaire (on ne
vend pas autant de réacteurs nucléaires que de kilos de sable sur une année dans le monde…).
L’entreprise décide par décision du conseil de direction (en collège et non par décision d’une seule personne,
vu le montant de l’investissement) de cet achat au préalable duquel tout un travail aura été réalisé en amont
(études, appel d’offre, négociation avec les fournisseurs potentiels,…) par des représentants et ingénieurs
désignés par l’entreprise désireuse d’acheter.
Il arrive qu’avant l’appel d’offre l’entreprise aie déjà une idée du fournisseur qu’elle va choisir (celle
correspondant le mieux au cahier de charge, bien souvent établit avant l’appel d’offre avec l’ingénieur).
Ce type de bien est bien souvent commandé sur-mesure (customise), ces caractéristiques sont spécifiques.
On règle au préalable les détails généraux tels que les conditions de paiement ou de formation.
La vente des biens d’équipements lourds sera directe, une fois encore, on imagine mal des concessionnaires
ou représentants de réacteurs nucléaires ! Cependant, rien n’exclu qu’à côté de cette vente il existe un
indicateur qui perçoive un certain pourcentage, une commission.
1.3. Les biens d’équipement légers
)2A$$$D
La vente des biens d’équipement légers peut être confiée à des intermédiaires, des négociants. On pourrait
prévoir un réseau de concessionnaires car la clientèle est plus nombreuse.
E*F=