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Ross Brennan - One of the best experts on this subject based on the ideXlab platform.
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At 21—The Journal of Business-to-Business Marketing Book Review Section with an Analysis of Book Reviews Rendered: Looking Toward the Future
Journal of Business-to-Business Marketing, 2015Co-Authors: Daniel Schepis, Sharon Purchase, Ross BrennanAbstract:ABSTRACTPurpose: The aim of this article is to examine the development of the book review section of the Journal of Business-to-Business Marketing relative to changes in the publication industry. Methodology/approach: The analysis compared descriptive categories and content analysis of the book reviews and book review essays across four time periods. The content analysis was conducted using Leximancer, an automatic text analytic tool that codes according to the co-occurrence of main concepts within the text. The time periods relate to the journal volumes: 1–5, 6–10, 11–15, and 16–21. These time periods were tagged within Leximancer indicating the differences and commonalities of the book review content between each time period.Findings: The results indicated that the number of book reviews has fallen over the journal’s life. The following reasons influencing the falling number of book reviews were proposed: changing promotion/tenure criteria for academics over the last 20 years, the different attitudes be...
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Using Social Media in Business-to-Business Marketing
2013Co-Authors: Ross Brennan, Robin CroftAbstract:If business-to-consumer (B2C) Marketing is the waves and the froth on the surface, business-tobusiness (B2B) is the ocean underneath. Considerably larger, substantially hidden, rather mysterious, containing poorly understood but powerful currents, and with un-plumbed depths. While B2C marketers, perhaps obsessed with the excitement and glamour of big budget TV advertising campaigns, came rather late to the realisation that customer retention and relationship building were the key to generating shareholder value through Marketing, B2B marketers have always known that customer relationships matter. Of course, it is the waves and the froth that people mainly see, and so most people think of Marketing as consumer Marketing. In particular, when it comes to the application of information technology to Marketing, it is consumer-related activities that come to mind—such as websites for heavily branded consumer products, online retail, and consumerfocused social media campaigns (great social media campaigns have recently come from the likes of Nike, Cadbury and Heinz). However, B2B marketers have always known that relationships with customers are their most valuable asset, so it is hardly surprising that they have striven to recruit information technology to the cause of identifying, developing, maintaining, managing and enhancing profitable customer relationships. The latest tool, or rather, set of tools to be recruited, is social media.
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Business-to-Business Marketing
Business-to-Business Marketing, 2007Co-Authors: Ross Brennan, Louise Canning, Raymond McdowellAbstract:Organisational markets are very diverse. A business customer may be a single-person enterprise or a global corporation. The products and services sold to business customers may be technologically very simple (a sweeping broom) or hugely complex (a turnkey manufacturing plant, or a strategy for the takeover of a key competitive rival). Consequently, a debate has raged in the literature about whether Business-to-Business Marketing is essentially the same as consumer Marketing, or is a substantially different practice. Where there are many, small customers and the technology is simple, Marketing communications and distribution tends to follow similar patterns to those found in consumer markets. However, where there are few, large customers, and particularly where technology is complex and fast changing, the emphasis shifts from an impersonal Marketing management process to the management of inter-firm relationships. Impersonal Marketing communications and indirect distribution channels are inappropriate under these circumstances; personal relationship management (Key Account Management), direct distribution, and adapting to the needs of individual customer organisations become the dominant strategy. In the practice of Business-to-Business Marketing management, it is not as simple as this, however. Many firms will have a few large customers for whom a relational Marketing strategy is appropriate, and many smaller customers for whom it probably is not. Key strategic decisions surround the treatment of individual customers. Marketing resources must be invested wisely; time spent building a relationship with a customer who turns out to be unprofitable is money wasted, while handling a potentially important customer with insufficient care may lead to the loss of profitable business.
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in search of relevance is there an academic practitioner divide in business to business Marketing
Marketing Intelligence & Planning, 2004Co-Authors: Ross Brennan, Paul AnkersAbstract:This article reports on three related empirical studies of the relevance of academic research to management practice in the field of business‐to‐business Marketing. These studies comprise a survey of 58 academic researchers, a qualitative study of ten Marketing practitioners, and a qualitative study of eight academic researchers. Academic researchers in the field of business‐to‐business Marketing believe that their work is of interest, potential value, and relevance to practitioners, and aspire to make a contribution to management practice. Practitioners claim not to be interested in academic research, and are more favourably disposed towards consultants, who they see as more responsive to, and understanding of, business pressures. It seems clear that although academics would like to get closer to practitioners, they are inhibited by institutional factors, such as academic reward systems and the “publish or perish” culture. Mechanisms for improving the degree of cooperation between researchers and practitioners are explored.
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In search of relevance: Is there an academic‐practitioner divide in business‐to‐business Marketing?
Marketing Intelligence & Planning, 2004Co-Authors: Ross Brennan, Paul AnkersAbstract:This article reports on three related empirical studies of the relevance of academic research to management practice in the field of business‐to‐business Marketing. These studies comprise a survey of 58 academic researchers, a qualitative study of ten Marketing practitioners, and a qualitative study of eight academic researchers. Academic researchers in the field of business‐to‐business Marketing believe that their work is of interest, potential value, and relevance to practitioners, and aspire to make a contribution to management practice. Practitioners claim not to be interested in academic research, and are more favourably disposed towards consultants, who they see as more responsive to, and understanding of, business pressures. It seems clear that although academics would like to get closer to practitioners, they are inhibited by institutional factors, such as academic reward systems and the “publish or perish” culture. Mechanisms for improving the degree of cooperation between researchers and practitioners are explored.
Paul Ankers - One of the best experts on this subject based on the ideXlab platform.
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in search of relevance is there an academic practitioner divide in business to business Marketing
Marketing Intelligence & Planning, 2004Co-Authors: Ross Brennan, Paul AnkersAbstract:This article reports on three related empirical studies of the relevance of academic research to management practice in the field of business‐to‐business Marketing. These studies comprise a survey of 58 academic researchers, a qualitative study of ten Marketing practitioners, and a qualitative study of eight academic researchers. Academic researchers in the field of business‐to‐business Marketing believe that their work is of interest, potential value, and relevance to practitioners, and aspire to make a contribution to management practice. Practitioners claim not to be interested in academic research, and are more favourably disposed towards consultants, who they see as more responsive to, and understanding of, business pressures. It seems clear that although academics would like to get closer to practitioners, they are inhibited by institutional factors, such as academic reward systems and the “publish or perish” culture. Mechanisms for improving the degree of cooperation between researchers and practitioners are explored.
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In search of relevance: Is there an academic‐practitioner divide in business‐to‐business Marketing?
Marketing Intelligence & Planning, 2004Co-Authors: Ross Brennan, Paul AnkersAbstract:This article reports on three related empirical studies of the relevance of academic research to management practice in the field of business‐to‐business Marketing. These studies comprise a survey of 58 academic researchers, a qualitative study of ten Marketing practitioners, and a qualitative study of eight academic researchers. Academic researchers in the field of business‐to‐business Marketing believe that their work is of interest, potential value, and relevance to practitioners, and aspire to make a contribution to management practice. Practitioners claim not to be interested in academic research, and are more favourably disposed towards consultants, who they see as more responsive to, and understanding of, business pressures. It seems clear that although academics would like to get closer to practitioners, they are inhibited by institutional factors, such as academic reward systems and the “publish or perish” culture. Mechanisms for improving the degree of cooperation between researchers and practitioners are explored.
Michael Kleinaltenkamp - One of the best experts on this subject based on the ideXlab platform.
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Introduction to Business-to-Business Marketing
Springer Texts in Business and Economics, 2015Co-Authors: Michael KleinaltenkampAbstract:This chapter describes the main characteristics of Business-to-Business markets, including value chain systems and derived demand and how these affects Marketing management in firms. Four types of Business-to-Business markets are distinguished: production goods; capital goods; system technologies; and business services. The final section describes the main dimensions of Business-to-Business Marketing that are addressed in the subsequent chapters.
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Fundamentals of Business-to-Business Marketing - Fundamentals of Business-to-Business Marketing: Mastering Business Markets
Springer Texts in Business and Economics, 2015Co-Authors: Michael Kleinaltenkamp, Wulff Plinke, Ian Wilkinson, Ingmar GeigerAbstract:The Market Process.- The Core Concept of Marketing Management.- Introduction to Business-to-Business Marketing.- Business Buying Behavior.- Procurement Policy.- Business Market Research.
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Strategisches Business-to-Business-Marketing - Strategisches Business-to-Business-Marketing
Technischer Vertrieb, 2009Co-Authors: Michael Kleinaltenkamp, Samy SaabAbstract:Was heist eigentlich strategisches Business-to-Business-Marketing? Um diese Frage beantworten zu konnen, ist es hilfreich, folgende drei Strategieebenen zu unterscheiden, die in einem Unternehmen typischerweise existieren (vgl. Plinke 2002, S. 12ff.; Backhaus/Schneider 2007, S. 16ff.): die Ebenen der Unternehmens-, der Wettbewerbs- und der Funktionalstrategien (vgl. Abb. 3.1).
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Strategisches Business-to-Business-Marketing - Strategisches Business-to-Business-Marketing
Technischer Vertrieb, 2009Co-Authors: Michael Kleinaltenkamp, Samy SaabAbstract:Was heist eigentlich strategisches Business-to-Business-Marketing? Um diese Frage beantworten zu konnen, ist es hilfreich, folgende drei Strategieebenen zu unterscheiden, die in einem Unternehmen typischerweise existieren (vgl. Plinke 2002, S. 12ff.; Backhaus/Schneider 2007, S. 16ff.): die Ebenen der Unternehmens-, der Wettbewerbs- und der Funktionalstrategien (vgl. Abb. 3.1).
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Grundlagen des Business-to-Business-Marketing
Technischer Vertrieb, 2009Co-Authors: Michael Kleinaltenkamp, Samy SaabAbstract:Grundlage eines marktsdaforientierten Marketing-Managements ist ein Verstandnis daruber, wie sich industrielle Kunden bei der Beschaffung verhalten. Dies bezieht sich sowohl auf das (strategische) Beschaffungsmanagement der Kunden (Abschn. 2.1.1) als auch auf das (operative) Kaufverhalten von Unternehmen (Abschn. 2.1.2).
Arun Sharma - One of the best experts on this subject based on the ideXlab platform.
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Digital mediation in Business-to-Business Marketing: A bibliometric analysis
Industrial Marketing Management, 2020Co-Authors: Bipul Kumar, Arun Sharma, Sanket Vatavwala, Prashant KumarAbstract:Abstract Digital mediation in Business-to-Business Marketing is becoming increasingly important to firms, due to customer needs and evolving technological environments. The extensive research in this area for the past twenty years has created a need to synthesize extant research. This paper examines the literature in the domain, to create a classification scheme for subdomains and to explore future research directions. This study reviews 119 relevant articles published in 29 journals between January 1999 and March 2019, to detail the domain. In addition to providing details on most cited articles and published authors, our analysis classifies the digitally mediated Business-to-Business Marketing literature into four subject clusters—a framework for digitally mediated Business-to-Business Marketing, the digital Business-to-Business marketplace, value creation through digital Marketing, and the use of social media for Business-to-Business Marketing. Four shifts in the literature are described: the emergence of Internet research and Business-to-Business technology; the evolution of e-commerce; the focus on social media; and the broadening of research. Finally, directions for future research are identified and discussed.
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Sustainability and Business-to-Business Marketing: A framework and implications
Industrial Marketing Management, 2010Co-Authors: Arun Sharma, Gopalkrishnan R. Iyer, Anuj Mehrotra, Ramayya KrishnanAbstract:Abstract Researchers in several business disciplines have convincingly argued that environmentally responsible strategies can contribute to competitive advantage and superior financial performance. While debates on ecological conservation and environmental practices within Marketing have raged for over three decades, much of the focus has been on identifying and targeting the environmentally-conscious consumer. Less attention has been given to Marketing's role in a green supply chain and its interface with environmentally-friendly manufacturing and operations. We integrate disparate streams of research and develop a broader framework to understand the appropriate role and focus of Business-to-Business Marketing in the supply chain for achieving environmental sustainability objectives. We identify three major strategies – the reduction of surplus supply of products, reduction of reverse supply, and internal Marketing – where Marketing's role in environmental sustainability is crucial for achieving superior competitive advantage and financial performance.
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the surpluses and shortages in business to business Marketing theory and research
Journal of Business & Industrial Marketing, 2006Co-Authors: Jagdish N Sheth, Arun SharmaAbstract:Purpose – Business‐to‐business Marketing has come of age in the last three decades and research in this area has been extensive and impressive. This paper examines the extant body of business‐to‐business Marketing research and identifies surpluses and shortages with the goal of stimulating future research.Design/methodology/approach – This paper focuses on two questions regarding future business‐to business Marketing. First, what has been the focus of understanding in business‐to‐business Marketing theory and what should be its future focus? Second, what has been the purpose or objective to study business‐to‐business Marketing and what should be the future objective for research?Findings – It is found that research in business‐to‐business Marketing is fundamentally changing and will continue to change. The paper identifies areas of business‐to‐business Marketing research that have received surplus attention and areas that require additional attention.Practical implications – The paper provides guidelines ...
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The surpluses and shortages in business‐to‐business Marketing theory and research
Journal of Business & Industrial Marketing, 2006Co-Authors: Jagdish N Sheth, Arun SharmaAbstract:Purpose – Business‐to‐business Marketing has come of age in the last three decades and research in this area has been extensive and impressive. This paper examines the extant body of business‐to‐business Marketing research and identifies surpluses and shortages with the goal of stimulating future research.Design/methodology/approach – This paper focuses on two questions regarding future business‐to business Marketing. First, what has been the focus of understanding in business‐to‐business Marketing theory and what should be its future focus? Second, what has been the purpose or objective to study business‐to‐business Marketing and what should be the future objective for research?Findings – It is found that research in business‐to‐business Marketing is fundamentally changing and will continue to change. The paper identifies areas of business‐to‐business Marketing research that have received surplus attention and areas that require additional attention.Practical implications – The paper provides guidelines ...
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trends in Internet-based Business-to-Business Marketing
Industrial Marketing Management, 2002Co-Authors: Arun SharmaAbstract:Abstract The Internet is changing the transactional paradigms under which businesses-to-business marketers operate. Business-to-Business marketers that take advantage of the operational efficiencies and effectiveness that emerge from utilizing the Internet in transactions are outperforming firms that utilize traditional transactional processes. As an example, Dell computers, by utilizing Business-to-Business processes that take advantage of the Internet, has gained the largest market share in the PC business when compared to traditional manufacturers such as Compaq. This paper first examines the genesis of the Internet movement in Business-to-Business markets. The long-term impact of the increase of Business-to-Business utilization of the Internet on the Marketing theory and Marketing process is then discussed. Finally, managerial implications and directions for future research are highlighted.
Adam Lindgreen - One of the best experts on this subject based on the ideXlab platform.
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How to develop great conceptual frameworks for Business-to-Business Marketing
Industrial Marketing Management, 2021Co-Authors: Adam Lindgreen, C. Anthony Di Benedetto, Roderick J. Brodie, Elina JaakkolaAbstract:Abstract Robust conceptual frameworks are essential to building academic knowledge. Theory development involves high-quality conceptualization that integrates and builds on existing knowledge, possibly using a multi-disciplinary approach. Further, especially in an applied research area such as Business-to-Business Marketing, the emerging theory will have meaningful implications for managerial decision-makers. Insightful conceptual framework development advances theory substantially, not incrementally. Theoretical development can be either purely conceptual or based on empirical data. Nevertheless, there are comparatively few guidelines for the process of conceptual framework development. This editorial discusses pathways to developing conceptual frameworks to support academic research, with emphasis on Business-to-Business Marketing research. As guidelines and conventions are available for data-driven approaches such as grounded theory, we focus on theorizing processes in which existing theory plays a pivotal role.
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How to Become a Top Business-to-Business Marketing Scholar
Industrial Marketing Management, 2020Co-Authors: Adam Lindgreen, C. Anthony Di BenedettoAbstract:Abstract Leading academics in Business-to-Business Marketing were asked to reflect on their careers and to provide advice for doctoral students and early-career academics. Contributors responded to four broad, open-ended questions on this subject: what worked for them in their careers, what did not work, what were the dilemmas they encountered, and what overall advice would they give to junior researchers starting their academic career. This editorial distills the comments and reflections of the contributors into a collective wisdom, organized around the four interview questions, which combine to form a rich set of guidelines for early-career academics.
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Past, present, and future Business-to-Business Marketing research
Industrial Marketing Management, 2018Co-Authors: Adam Lindgreen, C. Anthony Di Benedetto, Jens Geersbro, Thomas RitterAbstract:Abstract This editorial summarizes both the development and impact of Peter LaPlaca, in terms of his work with and for the industrial and Marketing purchasing research community, using several different perspectives. It also offers an overview of what (former) editors of other Business-to-Business Marketing management journals think of Peter LaPlaca. Following that, this editorial briefly reviews dominant topics in Industrial Marketing Management.
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The emergence of Industrial Marketing Management as the leading academic journal in Business-to-Business Marketing
Industrial Marketing Management, 2018Co-Authors: C. Anthony Di Benedetto, Adam LindgreenAbstract:Abstract During 1994–2016, Peter LaPlaca served as editor-in-chief of Industrial Marketing Management, an era in which the research discipline surrounding Business-to-Business Marketing showed remarkable growth and attracted the attention of scholars worldwide. This article traces the evolving maturity of the discipline during these years by analyzing not just statistics but also the content of the premier journal in this area, Industrial Marketing Management. The number of papers submitted and articles published per year, the growth in the journal's impact factor, the increased presence of international authors and editorial board members, and the arrival of meta-analyses and special issues on emerging research topics all indicate the level of maturity and scope of the Business-to-Business Marketing research discipline attained during this period— thanks to the expert guidance and tireless efforts of Professor LaPlaca as editor-in-chief.
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Citation classics from Industrial Marketing Management : celebrating forty-seven years of publications on Business-to-Business Marketing management
Industrial Marketing Management, 2018Co-Authors: Adam Lindgreen, C. Anthony Di BenedettoAbstract:Abstract This article proposes a categorization of what constitutes a citation classic. General observations reveal, with regard to the top 30 citation classics from Industrial Marketing Management , the number of authors per article, country of origin of the lead author, and type of article (literature review, qualitative methodology, or quantitative methodology). In addition, these citation classics can be classified by topic (firm performance, goods-dominant and service-dominant logics, Internet and high-technology markets, product innovation, relationships and business networks, supply chains, system sellers and systems integrator, third-party logistics providers, and value). Finally, each of the 30 citation classics is introduced, and the classics' theoretical implications to Business-to-Business Marketing management and fields related to (e.g., supply chain management, strategic management, and innovation) or even outside mainstream Marketing are discussed.
