Relevant bibliographies by topics / B2B Business

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'B2B Business'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "B2B Business"

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Dotzel, Thomas, and Venkatesh Shankar. "The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis." Journal of Marketing 83, no. 5 (May 9, 2019): 133–52. http://dx.doi.org/10.1177/0022242919847221.

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Many firms introduce both business-to-business service innovations (B2B-SIs) and business-to-consumer service innovations (B2C-SIs) and need to better allocate their resources. However, they are unsure about B2B-SIs’ effects on firm value or risk, especially relative to those of B2C-SIs. The authors address this problem by developing hypotheses that relate the number of B2B-SIs and B2C-SIs to firm value and firm risk together with the moderators (the number of product innovations and customer-focus innovations). To test the hypotheses, the authors develop and estimate a model using unique panel data of 2,263 SIs across 15 industries over eight years assembled from multiple data sources and controlling for firm- and market-specific factors, heterogeneity, and endogeneity. They analyze innovation announcements using natural language processing. The results show that B2B-SIs have a positive effect on firm value and an insignificant influence on firm risk. Importantly, the effect of a B2B-SI on firm value is significantly greater than that of a B2C-SI. Unlike B2C-SIs, the effect of B2B-SIs on firm value is greater when the firm has more product innovations. Surprisingly, unlike B2C-SIs, the effect of B2B-SIs on firm value is less positive when the SIs emphasize customers. These findings offer important insights about the relative value of B2B-SIs.
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Barrientos, Laura Gatica, Emma Rosa Cruz Sosa, and Patricia E. Garcia Castro. "Considerations Of E-Commerce Within A Globalizing Context." International Journal of Management & Information Systems (IJMIS) 16, no. 1 (December 22, 2011): 101. http://dx.doi.org/10.19030/ijmis.v16i1.6726.

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The objective of this work, is to analyze the meaning of electronic commerce in our days taking into account the information technologies; it also will analyze their adjustments, their trends and applications of the same, in the Business to Consumer Relations (B2C), Business to Employee (B2E) and Business to Administration (B2A), Consumer to Consumer (C2C), Citizen to Government (C2G), Business to Government (B2G) and, Business to Business (B2B), as well as how information systems have been very useful to reduce costs, getting technology to change from being an operating support tool to become a strategy one, to increase the sales volume and the profits of the business as a result of this. The trend being taken by businesses and consumers has increased the participation of the companies which apply it in a comprehensive manner, since they reach international markets, while also face another kind of competition that takes place in a global market. We conclude that electronic commerce will remain a tool of great importance to efficiently manage the chains of supply between businesses and consumers through the Internet which allows an integration to reduce costs of ordering, distribution, administration and delivery of input materials.
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Bu, Nailin, and Jean-Paul Roy. "Guanxi Practice and Quality: A Comparative Analysis of Chinese Managers’ Business-to-Business and Business-to-Government Ties." Management and Organization Review 11, no. 2 (June 2015): 263–87. http://dx.doi.org/10.1017/mor.2015.13.

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ABSTRACTThis study provides new insight into guanxi practice and quality differences between business-to-business (B2B) and business-to-government (B2G) ties in China. The results, based on data obtained through structured interviews with 108 Chinese managers across eight cities in China, reveal stark differences between the practices used in developing B2B ties and those used in developing B2G ties. More specifically, these two tie types differ in a variety of guanxi initiation, building, and utilization practices. This study also builds upon the process model of guanxi development by highlighting the dissimilar role of gift giving practices in B2B and B2G ties. Furthermore, this study measures guanxi quality as a separate concept from guanxi process and demonstrates that guanxi quality is a multidimensional concept that is composed of affective attachment and felt obligation, both of which vary across B2B and B2G ties. Implications of these results for theory development and managerial practice in China are also discussed.
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Burduja, Sebastian I., and Rodica Milena Zaharia. "Romanian Business Leaders’ Perceptions of Business-to-Business Corruption: Leading More Responsible Businesses?" Sustainability 11, no. 20 (October 9, 2019): 5548. http://dx.doi.org/10.3390/su11205548.

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Business-to-business (B2B) corruption, also known as private corruption, refers to unethical or illicit activities between private parties, without the direct participation of the state. Existing literature on the topic, while still limited, has taken several avenues, from qualitative studies to perception-based surveys and research experiments. Upon reviewing key studies and their findings, this article concentrates on research questions related to: business people’s perceptions on the determinants that favor B2B corruption in Romania, consequences of the phenomenon, and potential solutions. Findings are based on primary data collected through a 2019 questionnaire administered to 120 business leaders in Romania. Results confirm earlier studies’ findings that general context, malfunction of the institutions, and mentality favor B2B corruption, and that there is a lack of consensus among the business community on how to recognize and deal with various forms of B2B corruption, despite the widely spread belief that B2B corruption negatively affects business activities. Also, both internal and external solutions are considered to work against B2B corruption. The current article also opens new avenues in the literature, showing that: the probability to face B2B corruption increases with business leaders’ professional experience; preferences on how to deal with corruption cases vary based on a firm’s capital structure (domestic vs. foreign), reflecting the importance of organizational culture; and business leaders overwhelmingly want to fight against B2B corruption through both internal and external measures. Substantial progress, however, will require a proper common understanding by the private sector of what constitutes B2B corruption, including its causes, consequences, and remedies.
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Helander, Nina, Jari Jussila, and Hannu Kärkkäinen. "Value Creation in Business-to-Business Crowdsourcing." International Journal of Knowledge Society Research 4, no. 4 (October 2013): 52–63. http://dx.doi.org/10.4018/ijksr.2013100106.

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In knowledge society the utilization of social media as a communication channel between people, groups and even companies is increasing. Current innovation and social media research has already shown the potential of crowdsourcing in the business-to-consumer (B2C) markets. The authors argue in this paper, however, that crowdsourcing has a great and yet partly undiscovered potential also in the context of business-to-business (B2B) markets. In order to get the full potential, a more detailed understanding of the logic of value creation in crowdsourcing activities between multiple stakeholders in B2B context is needed. This paper presents an exploratory study that is carried out as an empirical netnography-based multiple case study. The study opens up potential future research avenues by starting the discussion of value creation logic in B2B crowdsourcing. Practical implications are created through cases revealing what kind of value companies have already been able to gain from crowdsourcing in B2B context.
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Helander, Nina, Hannu Kärkkäinen, and Jari Jussila. "Value Creation in Business-To-Business Crowd Sourcing." International Journal of Knowledge Society Research 5, no. 1 (January 2014): 28–39. http://dx.doi.org/10.4018/ijksr.2014010103.

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In knowledge society the utilization of social media as a communication channel between people, groups and even companies is increasing. Current innovation and social media research has already shown the potential of crowdsourcing in the business-to-consumer (B2C) markets. The authors argue in this paper, however, that crowdsourcing has a great and yet partly undiscovered potential also in the context of business-to-business (B2B) markets. In order to get the full potential, a more detailed understanding of the logic of value creation in crowdsourcing activities between multiple stakeholders in B2B context is needed. This paper presents an exploratory study that is carried out as an empirical netnography-based multiple case study. The study opens up potential future research avenues by starting the discussion of value creation logic in B2B crowdsourcing. Practical implications are created through cases revealing what kind of value companies have already been able to gain from crowdsourcing in B2B context.
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Zhang, Jing, and Mingfei Du. "Utilization and effectiveness of social media message strategy: how B2B brands differ from B2C brands." Journal of Business & Industrial Marketing 35, no. 4 (April 1, 2020): 721–40. http://dx.doi.org/10.1108/jbim-06-2018-0190.

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Purpose This study aims to investigate how business-to-business (B2B) companies use message strategies on social media platform and how these strategies are effective in improving customer perceived value and encouraging customer engagement, as well as how B2B companies differ from business-to-customer (B2C) counterparts in terms of utilization and effectiveness of social media message strategy. Design/methodology/approach Based on content analysis of Sina Weibo brand pages and survey of website visitors, this paper examines the differences of social media message strategies and their impacts upon customer perceived value and customer engagement between B2B and B2C companies. Findings B2B companies use more rational appeals and less emotional appeals, have lower degree of informativeness and perform better in interactivity and variety than B2C companies. These five dimensions of message strategy have different roles in engaging customers via perceived value across B2B and B2C settings. Originality/value The research makes significant contributions to B2B social media marketing literature by answering two interrelated questions, namely, “What companies are doing?” and “What companies should do?” on social media websites. Besides, it provides insightful implications for B2B companies on how to implement appropriate message strategies in their social media marketing efforts by conducting Importance-Performance Analysis.
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Verma, Rajeev, G. K. Murthy Kothapalli, and Ranjani Kumari. "B2B or B2C dilemma in maintenance industry: UrbanKare." Emerald Emerging Markets Case Studies 10, no. 4 (November 23, 2020): 1–25. http://dx.doi.org/10.1108/eemcs-12-2019-0328.

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Learning outcomes The learning outcomes are as follows: assessing the changing trend in the needs of the customer, leading to evolution of new types of businesses in the urban areas. Deep understanding of household service industry and its future. Assessing the skills and capabilities required to become an entrepreneur and follow entrepreneurship. Understanding the aggregator, two-sided business model prevailing in the market. Understand the concept of business-to-business (B2B), business-to-consumer (B2C) business model in household industry. Case overview/synopsis This case study is about two first-generation entrepreneurs from India who started a new innovative service delivery platform, UrbanKare with a vision to organize the household maintenance services industry. The company was founded in 2016 with a seed capital support of the State Government. The idea behind this initiative was to provide customers a professional, reliable and convenient household repair and maintenance services at their fingertips. The biggest challenge they were facing was that of aggregation of service providers (skilled workforce) and maintaining the service quality in the context of B2B and B2C service provision. Complexity academic level PG level courses – Industrial Marketing Startup and Business Entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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Choe, Jong-min. "The Classification of Types of Business-to-Business Electronic Commerce." Journal of information and organizational sciences 41, no. 1 (June 16, 2017): 1–20. http://dx.doi.org/10.31341/jios.41.1.1.

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Based on the degree of information sharing between buyers and suppliers as well as the level of supplier power, we suggested a framework that can be useful for classifying types of business to business (B2B) electronic commerce (EC) in the manufacturing firms. According to this framework, four kinds of B2B EC were theoretically proposed, classified, and empirically confirmed. These four are: an electronic marketplace, electronic procurement, electronic partnerships, and electronic distribution. Many prior studies have investigated and proposed some kinds of B2B EC. However, these studies focused mostly on one or two types of B2B EC, and did not develop or suggest a framework for the classification of forms of B2B EC. The framework constructed in this research can be utilized variously. Specifically, when a firm wants to initiate B2B EC with its suppliers, this framework can help a firm to decide and select an appropriate kind of B2B EC. This framework can also be applied to evaluate whether the proper form of B2B EC has been adopted or not.
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Asipi, Vedat, and Benjamin Duraković. "Performance Analysis of B2B and B2C companies in Northern Macedonia and Serbia." Heritage and Sustainable Development 2, no. 2 (August 10, 2020): 89–99. http://dx.doi.org/10.37868/hsd.v2i2.29.

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The purpose of this paper is to analyze and compare two different business models called business to business and business to consumer. The first model -business to business or B2B is defined as the transfer of goods and services between businesses or firms without the interference of consumers. The second model, business to consumer or B2C is customer-oriented in which the goods and services are sold immediately to customers in the market. This research focuses on the performance of these two business models in North Macedonia and Serbia. Our analysis tries to provide information regarding the countries’ development in different sectors within B2B and B2C models that are affected by specific indicators such as net salaries, total employment level, investment and exports, and research&innovation. Furthermore, besides the analysis of these indicators separately for each country, the paper will show the results and compare the performance differences among listed developing countries.
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Dissertations / Theses on the topic "B2B Business"

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Engström, Anne Salehi-Sangari Esmail. "Assessment of business-to-business (B2B) e-marketplaces' performance /." Luleå : Industrial marketing & e-commerce research group, Luleå University of Technology, 2007. http://epubl.ltu.se/1402-1544/2007/22/.

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Khetavath, Nitish. "Innovation culture in business to business (B2B) consultancies – key factors." Thesis, Cranfield University, 2017. http://dspace.lib.cranfield.ac.uk/handle/1826/12724.

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Innovation has become a necessity for the survival of organizations. Recent academic and practitioner publications have focused on the importance of the culture of innovation and have identified a number of cultural practices (referred to as ‘factors’ in this thesis) that enable organizations to be innovative. To understand the factors of innovation culture further, a systematic literature review (SLR) was undertaken. The SLR identified 27 factors of innovation culture, but showed that there is conflicting evidence on which of these factors is most important for innovation. Further, the SLR showed there is only sparse evidence on the reasons why the 27 factors are important. From an academic research standpoint, there is thus a lack of clarity around the phenomenon of innovation culture. From a practitioner standpoint, managers do not have clarity on which aspects to focus, when trying to create a culture of innovation. These gaps in the extant literature led to two research questions (RQs): RQ1 – “What are the most important factors of innovation culture as perceived by managers?”; RQ2 – “Why are the factors (from RQ1) of culture considered to be important?” To investigate these questions, the PSF (Professional Services Firm) sector was chosen because: (a) such firms are constantly under pressure to differentiate themselves by offering innovative solutions to clients, (b) PSFs face a unique set of challenges to overcome in order to innovate, and (c) there are practically no studies on innovation culture in the PSF industry, providing an opportunity to make a contribution to knowledge. Three in-depth exploratory case studies were conducted using a complex research design employing multiple data sources (interviews, focus groups, documents, and observations). Although each individual case study identified a set of factors most relevant to its business context, the cross-case analysis identified 12 key factors of innovation culture relevant to all three cases. The findings from both individual cases and the cross-case analysis form the contribution of this thesis. The main contribution of this thesis to theory is that it identified 12 key factors of innovation culture and so clarifies the phenomenon. Compared to the literature, the study added two new key factors and also provided more empirical evidence for others that had previously been considered as less important. The thesis also highlighted that the industry (PSF)/sub-industry (e.g. IT, management, engineering consultancies) and organizational context determine what factors are relevant for innovation culture. From a practitioner standpoint, this thesis examined each of the 12 key factors and generated insights into how they contribute to addressing the challenges that inhibit the PSFs from innovating. These insights will be helpful to managers at a practical level to be able to create a culture of innovation.
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Eck, Johanna, and Johansson Sofie. "Social media acceptance in B2B marketing : A study exploring the reasons behind the difference in social media usage between B2B and B2C markets." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-79891.

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Social media is a fast growing platform when it comes to marketing. It is, however, used to a greater extent by business-to-consumer (B2C) companies than by business-to-business (B2B) companies. Because of this there has been considerably less research done concerning marketing on social media for B2B, compared to B2C.  This study explores why social media marketing is less common in B2B than B2C. This was done by conducting eleven one-on-one interviews with people who work at different B2B companies, and who have influence over their respective company’s marketing process. To analyse and evaluate the findings of this study the Technology Acceptance Model (TAM) was used. By identifying the external variables that deter B2B companies from using social media the perceived usefulness and ease of use were analysed in order to explore what affects the difference in social media acceptance for marketing between B2B and B2C companies.  The findings of this study show that the perceived ease of use is the dominant factor that deters B2B companies from using social media for marketing purposes. This is however not the reason for the difference between B2B and B2C. The difference can instead be explained by a more negative perception of the usefulness of marketing on social media. This negative perception is a result of the characteristics of social media, the industry the company is operating within, as well as the company’s products and customers.
Sociala medier är en snabbt växande plattform när det kommer till marknadsföring. Det används dock i större utsträckning av business-to-consumer (B2C) företag än av business-to-business (B2B) företag. På grund av detta har det gjorts betydligt mindre forskning gällande marknadsföring på sociala medier för B2B än vad som har gjorts för B2C. Denna studie utforskar varför marknadsföring på sociala medier är mindre vanligt i B2B än B2C. Detta har gjorts genom att genomföra 11 intervjuer, öga-mot-öga, med personer som arbetar på olika B2B-företag och som har inflytande över sitt respektive företags marknadsföringsprocess. För att analysera och utvärdera resultaten från denna studie användes Technology Acceptance Model (TAM), en modell som mäter acceptansen av olika tekniska plattformar. Genom att identifiera de externa variabler som hindrar B2B-företag från att använda sociala medier analyserades användbarheten och användarvänligheten, som den uppfattas av dem intervjuade, för att undersöka vad som påverkar skillnaden i sociala media acceptans i marknadsföringssyfte mellan B2C- och B2B-företag.  Resultaten av denna studie visar att den upplevda användarvänligheten är den dominerande faktorn som hindrar B2B-företag från att använda sociala medier för marknadsföringssyften. Detta är dock inte orsaken till skillnaden mellan B2B och B2C. Skillnaden kan istället förklaras av en negativare uppfattning av användbarheten av marknadsföring på sociala medier. Denna negativa uppfattning är ett resultat av egenskaperna hos sociala medier, den bransch som företaget är verksam inom, samt företagets produkter och kunder.
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Johansson, Sofie, and Johanna Eck. "Social media acceptance in B2B marketing : A study exploring the reasons behind the difference in social media usage between B2B and B2C markets." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-79893.

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Social media is a fast growing platform when it comes to marketing. It is, however, used to a greater extent by business-to-consumer (B2C) companies than by business-to-business (B2B) companies. Because of this there has been considerably less research done concerning marketing on social media for B2B, compared to B2C.  This study explores why social media marketing is less common in B2B than B2C. This was done by conducting eleven one-on-one interviews with people who work at different B2B companies, and who have influence over their respective company’s marketing process. To analyse and evaluate the findings of this study the Technology Acceptance Model (TAM) was used. By identifying the external variables that deter B2B companies from using social media the perceived usefulness and ease of use were analysed in order to explore what affects the difference in social media acceptance for marketing between B2B and B2C companies.  The findings of this study show that the perceived ease of use is the dominant factor that deters B2B companies from using social media for marketing purposes. This is however not the reason for the difference between B2B and B2C. The difference can instead be explained by a more negative perception of the usefulness of marketing on social media. This negative perception is a result of the characteristics of social media, the industry the company is operating within, as well as the company’s products and customers.
Sociala medier är en snabbt växande plattform när det kommer till marknadsföring. Det används dock i större utsträckning av business-to-consumer (B2C) företag än av business-to-business (B2B) företag. På grund av detta har det gjorts betydligt mindre forskning gällande marknadsföring på sociala medier för B2B än vad som har gjorts för B2C. Denna studie utforskar varför marknadsföring på sociala medier är mindre vanligt i B2B än B2C. Detta har gjorts genom att genomföra 11 intervjuer, öga-mot-öga, med personer som arbetar på olika B2B-företag och som har inflytande över sitt respektive företags marknadsföringsprocess. För att analysera och utvärdera resultaten från denna studie användes Technology Acceptance Model (TAM), en modell som mäter acceptansen av olika tekniska plattformar. Genom att identifiera de externa variabler som hindrar B2B-företag från att använda sociala medier analyserades användbarheten och användarvänligheten, som den uppfattas av dem intervjuade, för att undersöka vad som påverkar skillnaden i sociala media acceptans i marknadsföringssyfte mellan B2C- och B2B-företag.  Resultaten av denna studie visar att den upplevda användarvänligheten är den dominerande faktorn som hindrar B2B-företag från att använda sociala medier för marknadsföringssyften. Detta är dock inte orsaken till skillnaden mellan B2B och B2C. Skillnaden kan istället förklaras av en negativare uppfattning av användbarheten av marknadsföring på sociala medier. Denna negativa uppfattning är ett resultat av egenskaperna hos sociala medier, den bransch som företaget är verksam inom, samt företagets produkter och kunder.
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Chen, Chun-I. Philip. "Factors Affecting Business-to-Business Electronic Commerce Success: An Empirical Investigation." NSUWorks, 2010. http://nsuworks.nova.edu/gscis_etd/118.

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It is generally believed that Business to Business (B2B) e-commerce has a great impact on business performance improvement. Considerable research also shows that another dependent variable, B2B e-commerce success, can be a good overall measure of B2B systems. This paper investigated and examined the impact of several factors, which are either internal or external to the firm on B2B performance improvement and B2B e-commerce success. It is suggested that the various factors affect B2B success through business performance improvement. A research model was developed to test and evaluate these factors. A survey instrument was developed to examine the relationships between these factors and business performance. Survey data was collected online from 143 companies in the U.S.A. and Taiwan where their B2B e-commerce systems were operational for more than 1 year. Structural Equation Modeling (SEM) technique was used to assess the measurement and the structural model. Analyses and results of the pooled survey data suggest that the following factors are significant in the B2B e-commerce environments: (a) alignment of business and e-commerce strategy has a positive impact on business performance, (b) strong relationships between the trading partners have a positive influence on business performance, and (c) B2B e-commerce success is significantly influenced by business performance improvements. Thus, firms that seek to implement successful B2B systems should focus on business performance improvements.
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Opanasenko, Mariia. "Customer journey in B2B SaaS business models." Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-210625.

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In this paper customer journey for B2B SaaS business models was analyzed to study customer experience, customer success and its key performance indicators. The research method is the case study of Supplier Relationship Management SaaS solution provider. In recent years, the research in customer journey management identified the tendency of acknowledge customer journey as a differentiator and a competitive advantage. Customer journey is a complex process that entails structured customer experience/success measurement system. There is no standard approach or method that provides standardized set of metrics to be applied for every journey. For SaaS solutions term “customer success” is relevant to customer experience with the solution and an indicator of customer loyalty. The purpose of the research is investigation of B2B SaaS business model and definition of key performance indicators of customer success. The case study aims to open a framework for discussion what is customer success in B2B SaaS solutions, when does it appear, and how a company influences and ensures customer success.
I den här rapporten analyserades kundresan för B2B SaaS affärsmodeller för att studerakundupplevelsen, "customer success" och dess viktigaste resultatindikatorer. Forskningsmetoden ärfallstudien för Supplier Relationship Management SaaS lösning.Under de senaste åren har forskningen inom kundresa identifierat tendensen att erkänna kundresansom en differentiering och en konkurrensfördel. Kundresan är en komplex process som innebär ettstrukturerat kundupplevelse- och framgångsmätningssystem. Det finns ingen standardmetod ellermetod som ger standardiserade uppsättningar av mätvärden som ska tillämpas för varje resa. För SaaSlösningen är termen "customer success" relevant för kundupplevelsen med lösningen som en indikator på kundlojalitet.Syftet med forskningen är att utreda B2B SaaS affärsmodell och definition av viktiga resultatindikatorer för "customer success". Fallstudien syftar till att öppna en ram för diskussion vad är "customer success" i B2B SaaS-lösningar, när det verkar och hur ett företag påverkar och säkerställer "customer success".
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Zhao, Fan, Yu Deng, and Xuan Qin. "Relationship and Network in Online B2B Business." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-54209.

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Nowadays a new businesses form, online business occurred, which helps companies to improve their working efficiency in managing risks and allocating resources. Relationship and network are essential for understanding online business, which can help firms to reduce costs by outsourcing, and to increase efficiency by sharing information with cooperators. That leads to the purpose of this study, is to investigate how do the relationship and network between firms influence the cooperation of product developing and server operating companies within online business. In order to study this topic, the concepts from IMP group of characteristics of relationship, relationship development stages and the model of managing in networks are applied. Furthermore qualitative research method was employed for interviewing five companies in two types: 1) product developing companies 2) server operating companies.     The relationship and network are perceived by interviewed companies are dynamic, fast changing and high technology focused. To cope with this phenomenon, most of companies choose to put their efforts on developing products and advancing technology rather than communicating with partners. In conclusion, the cooperation between firms in online business is influenced by fast changing and short-term relationships, high competition and the risk of plagiarism, which leads to competition focus in their business.
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Pipová, Jana. "Marketingový výskum v B2B." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-5101.

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The Diploma Thesis consists of four chapters. The first one describes B-2-B market and compare its approach to the customers with its approach to the consumers' market. Further this chapter describes the latest trends and specifics of the pharmaceutical field. The second chapter describes the marketing research and its various ways of realization. The following chapter depicts this marketing research in connection with the B-2-B market. The last chapter is the practice part of the thesis. Firstly there are the reasons that led me to realize this research. Then the main goal and the hypothesis are mentioned. The description of the researches course, its main summaries and the methodical edifications are not absent as well.
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Bryngemark, Adam, and Sebastian Baard. "”En vecka fick jag fler ölleveranser än virkesleveranser.” : Hur B2B-kunder hanterar och navigerar i B2B-relationer." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-66055.

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Bakgrund: Vikten av mer bundna business-to-business-relationer från leverantörsidan är vida erkänd. Det är dock inte självklart att kunden i en B2B-relation strävar efter samma mål som leverantören i detta anseende. Kunden påverkas av faktorer i mer bundna och mer obundna relationer och måste förhålla sig till dessa samtidigt som de navigerar i sina leverantörsrelationer för att försöka åtnjuta fördelarna med både lång- och kortsiktighet. Syfte: Att förstå hur B2B-kunder hanterar och navigerar i B2B-relationer för att åtnjuta fördelar med både mer bundna och mer obundna B2B-relationer. Metod: Studien har använt en kvalitativ ansats och en deduktiv metod där en teoribas lagts fram. Sedan har tre ostrukturerade intervjuer genomförts med personer som på företag ansvarar för, hanterar eller beslutar om företagets leverantörsrelationer. Slutsats: Studien visar bland annat att: (1) Kunder kan erhålla mer frihet genom att vara mer bundna med sina leverantörer. (2) Kunder har flera relationer med samma leverantör där det inte är möjligt att uppnå bundna och obundna fördelar med enbart en relation till leverantören. (3) Kunder inte eftersträvar fullständig organisatorisk bundenhet eller obundenhet utan att istället åtnjuta fördelarna med att positionera sig däremellan. Kunder önskar ramarna av en mer bunden relation och samtidigt vara i stånd att inom dessa ramar röra sig mer fritt, likt en mer obunden relation; en slags gyllene medelväg.
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Morina, Albana, and Luna Zeweldi. "B2B Sales : Kriterier för leverantörsval." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-13474.

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Business-to-Business (B2B) beskriver relationen mellan två företag där ett företag säljerprodukter eller tjänster till ett annat företag. I dagens konkurrenshårda marknad gäller det för ett företag att ständigt sträva efter att ligga ett steg före för att öka chansen att överleva. Dessutom kan dagens kunder söka och jämföra det de vill ha med bara ett klick på internet vilket leder till att företag förväntas att ständigt förbättra och utveckla sina produkter för att tillfredsställa sina kunder. Syftet med detta arbete är att ta reda på vad kunderna anser är viktigt vid val av leverantör och om miljöaspekten är avgörande för kunden vid val avleverantörer. En litteraturundersökning som kompletterades med en enkätundersökning genomfördes för att få svar på vilka av de fyra aspekter (kvalité, miljö, service, pris) är avgörande vid val av leverantör. Gruppen har använt sig av ett företag inom textil- och konfektionsbranschen som utgångspunkt för vilka företag enkäterna skulle skickas till. Undersökningen baseras främst på företag inom hotellbranschen i områdena Göteborg, Borås, Varberg och Falkenberg. Gruppen har använt sig av enkäter där deltagarna tillfrågades hur avgörande aspekterna kvalité, miljö, pris och service är vid val av leverantör av arbetskläder. Resultatet av litteraturstudien visar att kvalité och service är avgörande vid val av leverantör i ett B2B sammanhang och att pris inte är lika avgörande. Resultatet av enkätundersökning visar att samtliga hotell som deltog i undersökningen anser att det mest avgörande vid val avleverantör är kvalité och näst viktigast är miljö. Service och pris hamnade på en tredjerespektive fjärde plats i rangordning.
Business-to-Business (B2B) describes the relationship between two companies where one company sells products or services to another company. In today's highly competitive market, businesses are forced to continually improve and develop their products in order to satisfy their customers. In addition, today's customers can search and compare what they want just with just one click on the internet, which means that companies are expected to constantly improve and develop their products to survive in the highly competitive market. The purpose of this work is to find out what customers consider important in choosing a supplier and whether the environmental aspect is crucial for the customer in choosing suppliers. A literature study supplemented with a survey was conducted to find answer on which of the four aspects (quality, environment, service, price) is crucial in selecting a supplier. The group has used a company in the textile and clothing industry as the starting point for which companies the questionnaires were to be sent to. The survey is primarily based on companies in the hotel industry in the areas of Gothenburg, Borås, Varberg and Falkenberg. The group has used questionnaires where participants were asked how crucial aspects of quality, environment, price and service are when choosing a supplier of work clothes. The outcome of the literature study shows that quality and service are crucial in choosing a supplier in a B2Bcontext and that price is not as crucial. The results from the survey indicate that all hotels participated in the survey find that the most crucial in choosing a supplier is quality and the second most important is the environment. Service and award ended in a third and fourth place in ranking.
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Books on the topic "B2B Business"

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W, Speh Thomas, ed. Business marketing management: B2B. Mason, OH: South-Western Cengage Learning, 2010.

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Demaio, Harry B. B2B and Beyond. New York: John Wiley & Sons, Ltd., 2001.

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Bek, Nadezhda. B2B Marketing. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1816711.

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B2B marketing is a rapidly developing direction, the basis of which is the interaction of business organizations with organizations that purchase goods and services for use in their own production of goods and services that are in demand from other organizations, in the markets of end consumers or from society as a whole. Globalization, the increasing influence of digital technologies on competition, the growing awareness of consumers and the tightening of their requirements for purchased goods and services strengthen the strategic role of B2B marketing. Competitiveness in the B2B markets is increasingly determined by their participation and position in competitive and viable value creation networks. For students, postgraduates of universities, researchers and teachers.
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B2B means back to basics. Tampa, FL: INTI Pub., 2001.

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B2B integration: Concepts and architecture. Berlin: Springer, 2003.

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Linthicum, David S. B2B application integration: E-business--enable your enterprise. Boston, MA: Addison-Wesley, 2001.

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Argoneto, Pierluigi, and Paolo Renna. Innovative Tools for Business Coalitions in B2B Applications. London: Springer London, 2011. http://dx.doi.org/10.1007/978-0-85729-707-5.

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Minett, Steve. B2B marketing: A radically different approach for business-to-business marketers. London: Financial Times/Prentice Hall, 2002.

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A, Woods W. William, ed. B2B exchanges: The killer application in the business-to-business internet revolution. [Humble, TX]: ISI publications, 1999.

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A, Woods W. William, ed. B2B exchanges: The killer application in the business-to-business internet revolution. New York: HarperBusiness, 2001.

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Book chapters on the topic "B2B Business"

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Bussler, Christoph. "Introduction to Business-to-Business Integration Technology." In B2B Integration, 29–68. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-662-05169-6_2.

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Chesher, Michael, Rukesh Kaura, and Peter Linton. "Business to Business (B2B)." In Electronic Business & Commerce, 111–31. London: Springer London, 2003. http://dx.doi.org/10.1007/978-1-4471-0077-5_5.

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Bussler, Christoph. "Monitoring and Business Intelligence." In B2B Integration, 323–26. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-662-05169-6_18.

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Homburg, Christian, and Dirk Totzek. "Preismanagement auf B2B-Märkten." In Preismanagement auf Business-to-Business-Märkten, 13–69. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6491-5_1.

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Chesher, Michael, Rukesh Kaura, and Peter Linton. "B2B Electronic Marketplaces." In Electronic Business & Commerce, 187–205. London: Springer London, 2003. http://dx.doi.org/10.1007/978-1-4471-0077-5_8.

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Wirtz, Bernd W. "B2B Digital Business Models." In Digital Business Models, 161–73. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-13005-3_9.

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Wirtz, Bernd W. "Digital B2B Business Models." In Springer Texts in Business and Economics, 379–96. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-63482-7_11.

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Wirtz, Bernd W. "B2B-Geschäftsmodelle im E-Business." In Electronic Business, 426–46. Wiesbaden: Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-19532-8_14.

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Wirtz, Bernd W. "B2B‐Geschäftsmodelle im E‐Business." In Electronic Business, 592–612. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-30712-7_19.

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Wirtz, Bernd W. "B2B-Geschäftsmodelle im Electronic Business." In Electronic Business, 375–95. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-10347-7_13.

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Conference papers on the topic "B2B Business"

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Klimecka-Tatar, Dorota. "CONTEMPORARY QUALITY MANAGEMENT MODEL OF PROFESSIONAL SERVICES IN B2C AND B2B SYSTEMS COOPERATION." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.41.

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In the paper the method for assessing the quality of professional services in the B2C (business to cus-tomer) and B2B (business to business) systems has been presented. The quality evaluation is ana-lyzed according to relationships in the implementation of professional medical services (medical and prosthetic service). A dependence of information flow, knowledge management has been performed as a factor that builds mutual trust between the client (patient), service provider (dentist) and subcon-tractor (dental technician). The quality management model in the context of B2C and B2B coopera-tion has been emphasized.
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Bîrjoveanu, Cătălin, and Mirela Bîrjoveanu. "Multi-party E-Commerce Protocol for B2C/B2B Applications." In 16th International Conference on e-Business. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0007956801640171.

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Burinskiene, Aurelija, and Vida Pipiriene. "B2B Behaviour Efficiency." In Contemporary Issues in Business, Management and Education ‘2012. Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/cibme.2012.28.

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Das, Swarup, Shradha Deshpande, Sumedh Salvi, Saket Goyal, and Nivedita S. Bhirud. "RATAN: A Smart Business to Business (B2B) Communicator." In 2018 Fourth International Conference on Computing Communication Control and Automation (ICCUBEA). IEEE, 2018. http://dx.doi.org/10.1109/iccubea.2018.8697704.

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Petteri Repo. "Traveling from B2B to B2C: Piloting a Moblog Service for Tourists." In 2006 International Conference on Mobile Business. IEEE, 2006. http://dx.doi.org/10.1109/icmb.2006.46.

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Krah, Bernhard Alexander. "THE DIFFERENT APPROACHES FOR THE MARKET SEGMENT B2G (B2A) COMPARED TO B2B AND B2C, BASED ON A CASE STUDY FOR INFRASTRUCTURE IN THE PHILIPPINES." In 6th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eraz.s.p.2020.95.

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In today´s highly competitive marketing methods, the market segments B2B (Business-to-Business) and B2C (Business-to-Consumer) are very well established and applied. The worldwide largest market segment, the B2A/B2G (Business-to-Administration/Business-to-Government) however, has until now received little or no attention in the literature. In the theoretical part of this paper, a focus has been placed on the measurements, how a company is able to find the right approach to operate its business successfully in this very specific business segment, where the players have completely different motivations. The aim of this paper is to gain insight into the basic concepts what rules must be followed to avoid delays, errors and losses, especially considering suppliers, who want to work internationally. This paper is complemented by a case study of an infrastructure product (sewage pipe system), that was manufactured and successfully launched and installed in the Philippines. This research shows the strategy for an infrastructure product market penetration for a new player in the market, with a „non-existent “product.
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V. Bîrjoveanu, Cătălin, and Mirela Bîrjoveanu. "Preserving Anonymity in Fair Exchange Complex Transactions E-Commerce Protocol for B2C/B2B Applications." In International Conference on e-Business. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0006850800990110.

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V. Bîrjoveanu, Cătălin, and Mirela Bîrjoveanu. "Preserving Anonymity in Fair Exchange Complex Transactions E-Commerce Protocol for B2C/B2B Applications." In International Conference on e-Business. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0006850802650276.

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Povolná, Lucie. "BUSINESS CYCLE SURVEY AND B2B BUYING DECISION." In 42nd International Academic Conference, Rome. International Institute of Social and Economic Sciences, 2018. http://dx.doi.org/10.20472/iac.2018.042.040.

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Angelov, Samuil, and Paul Grefen. "The business case for B2B e-contracting." In the 6th international conference. New York, New York, USA: ACM Press, 2004. http://dx.doi.org/10.1145/1052220.1052225.

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Reports on the topic "B2B Business"

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Kim, Hyejeong, Sang-Eun Byun, Siyuan Han, and Carol Centrallo. Exploring small businesses' perceived importance, benefits and challenges of B2B networking. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-47.

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Kang, Jong Woo, Tengfei Wang, and Dorothea Ramizo. The Role of Technology in Business-to-Consumer E-Commerce:Evidence from Asia. Asian Development Bank, February 2021. http://dx.doi.org/10.22617/wps210044-2.

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Using proprietary panel data, this paper investigates the possible drivers of business-to-consumer (B2C) online commerce growth. It provides empirical evidence that internet access and speed, online security, and financial inclusiveness facilitate internet retail sales. Governments can consider these findings as important issues in building an enabling environment for the development of B2C online commerce.
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