When the customers of a B2B selling firm all have unique needs as it relates to the use of the product or service, the organizational structure of ____ would likely be best for the B2B seller.

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Question restatement: When the customers of a B2B selling firm all have unique needs as it relates to the use of the product or service, the organizational structure of ____ would likely be best for the B2B seller.

Option 1: Willy-nilly
This is a nonstandard, informal phrasing that suggests no formal structure at all. In a B2B context, a lack of defined structure would lead to inefficiencies, inconsistent customer experiences, and poor coordination among sales teams.

Option 2: Product line
Organizing by product line means the firm structures its sales units around different products or product families. This can be effective when customers have similar needs across many accounts for a given product, but it’s less optimal when each customer has highly unique needs, since product-centric teams may not be specialized in catering to diverse customer requirements.

Option 3: Selling function
A selling-function structure groups activities by function (e.g., account management, technical sales, support). While this can improve efficiency in specific sales tasks, it tends to obscure customer heterogeneity because the same function serves many different customers without tailoring to specific needs, potentially reducing responsiveness to individual customer contexts.

Option 4: Geograpahy
Note: this option appears to be a misspelling of 'Geography'. A geographic structure organizes by region or territory. This supports regional market characteristics and travel efficiency, but it may still fall short when customers in the same region have very different requirements, as geographic alignment does not directly address variety in customer needs.

Option 5: Market/customer type
This structure organizes based on market segments or customer types. When each customer has unique needs related to product or service use, tailoring offerings, messages, and support to specific market or customer types is more feasible. It enables the seller to develop specialized value propositions, channels, and capabilities aligned with distinct customer contexts, improving fit and satisfaction.

In summary, the reasoning points toward a customer- or market-type oriented structure as the most suitable for accommodating unique customer needs in a B2B setting, while the other structures tend to prioritize product, function, geography, or a lack of structure, which may not address the variation in customer requirements as effectively.

25S_IBM3062.01-1 Final Part 1

When the customers of a B2B selling firm all have unique needs as it relates to the use of the product or service, the organizational structure of ____ would likely be best for the B2B seller.

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