Accenture Acquires Yesler, Bolstering its B2B Marketing Services

Last Updated: August 5, 2020By

Accenture (NYSE:ACN) has acquired Yesler, a business-to-business (B2B) marketing services agency that helps many of the world’s leading brands run their global marketing programs and operations at speed and scale. Terms of the transaction were not disclosed.

The acquisition continues to strengthen and scale Accenture’s B2B marketing services, adding depth in offerings such as account-based marketing, customer advocacy, sales enablement, and marketing automation. With more than 400 people globally, Yesler is headquartered in Seattle and has additional offices in Portland, Philadelphia, London, Toronto and Singapore.

“Yesler’s expertise in B2B has given them a unique understanding of how businesses make purchase decisions — insights that empower marketers to influence purchasing decisions at critical stages, enabling them to achieve growth and adapt their operating models for continued success,” said Manish Sharma, group chief executive for Accenture Operations. “We’re excited to have them join the Accenture team.”

“B2B marketing has become extraordinarily complex and, at the same time, buyers expect the same ‘Amazon-like’ interactions they experience as consumers,” said Brian Whipple, group chief executive for Accenture Interactive. “B2B marketers are seeking to leverage best practices from B2C while also addressing the specialized needs of B2B. The addition of Yesler allows us to enhance the complete set of B2B services we provide our clients — from strategy and creative to implementation and ongoing management.”

Founded in 2004, Yesler has earned a reputation for its exclusive focus on the B2B market. Yesler is comprised of two business segments: Yesler B2B, which provides full-service digital marketing and managed services and Projectline services, which provides strategic resourcing solutions.

Mike Kichline, chief executive officer of Yesler, added, “Accenture provides Yesler with global scale along with strengths and values that complement our own. Together, our capabilities provide a differentiated, data-driven approach that companies can use to position themselves strategically and deliver on the ambition of sustainable growth.”

editor's pick

latest video

news via inbox

Nulla turp dis cursus. Integer liberos  euismod pretium faucibua

To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase  or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

you might also like

    lets see

    lets see

    lets see