Although some may perceive B2B brands as lacking the appeal of consumer goods brands, it’s interesting to consider how some have managed to infiltrate the consumer psyche.
Intel is a stand-out example of a brand that is primarily sold to other companies. But, with a catchy mnemonic and a distinctive identity, how many of us could say that we’re not aware of it?
To a lesser extent, Brembo brakes is another example of a successful B2B ingredient brand. Most consumers are not overly concerned with the type of brake system installed in their car. As long as the brakes work, the average Toyota, Chevrolet, or Renault driver is not too fussed. But, what about the owner of a Ferrari or Porche? One only has to look at the Brembo branding boldly printed on a red brake caliper to know that when you own a car capable of reaching 0-100 kmh in less than four seconds, stopping the car in an even shorter period of time is high on the priority list.
The last ten or so years have been particularly interesting for B2B brands within the aviation sector. While consumers can’t afford to buy a plane from Airbus or Boeing, that doesn’t mean it’s not on their minds when considering which airline to fly. Japan’s ANA (All Nipon Airlines) made a big deal of being one of the first airlines to fly so many Boeing Dreamliners, also known as the 787. Likewise, Singapore Airlines bought heavily into the Superjumbo (Airbus A380) when it started flying in 2005. It is not uncommon for passengers to choose a particular route or time based on the type of aircraft that their preferred airline is deploying.
Ingredient branding is not just for cleaning supplies and foodstuffs. By creating a bond with consumers, B2B brands can sell themselves as creating a pull strategy for the corporations who purchase their goods and services. The agile brand doesn’t just make its clients happy; it makes its clients’ clients happy.
Written by Nick Foley at Landor
