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Habibi, Fatemeh, Caroline Anne Hamilton, Michael John Valos, and Michael Callaghan. "E-marketing orientation and social media implementation in B2B marketing." European Business Review 27, no. 6 (October 12, 2015): 638–55. http://dx.doi.org/10.1108/ebr-03-2015-0026.
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Purpose – The purpose of this paper is to consider the potential of an organisational orientation, namely the electronic marketing orientation (EMO) to address implementation issues in business-to-business (B2B) social media implementation. Previous research has demonstrated differences between B2B and business-to-consumer (B2C) marketing. Design/methodology/approach – The paper draws on existing B2B marketing, social media and organisational orientation literature, both academic and practitioner. This facilitates the development of a conceptual model and research proposition as a basis of further research into addressing contemporary barriers to B2B social media implementation. Findings – The paper contends that each of the four components of the EMO addresses different implementation issues faced in implementing social media and, more specifically, the unique issues faced by B2B marketers. Research limitations/implications – The paper is conceptual in nature; however, it provides directions for future empirical research. Practical implications – The differences in promotional and sales channels and messages required in B2B context are addressed in the research propositions. The paper highlights implementation challenges and how a particular organisational orientation can facilitate the decision-making in dealing with them. Originality/value – The paper provides a unique theoretical contribution by introducing the EMO conceptual model in a specific context of B2B social media marketing.
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Djurakulovich, Safarov Bakhtior. "STRATEGIES AND DIFFERENCES IN B2B AND B2C MARKETING." International Journal Of Management And Economics Fundamental 03, no. 05 (May 1, 2023): 49–57. http://dx.doi.org/10.37547/ijmef/volume03issue05-07.
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The article classifies B2B and B2C markets and performs their comparative analysis. The target audience of the B2B and B2C market, the specific characteristics of the sale of goods, transactions, distribution channels, customer behavior and their actions in these markets are classified and their distinctive features are studied.
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Boiko, N. O. "Peculiarities of Application of Internet Promotion Tools in the B2B Market." Business Inform 5, no. 532 (2022): 133–37. http://dx.doi.org/10.32983/2222-4459-2022-5-133-137.
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The aim of the article is to determine the differences between Internet marketing in the B2C and B2B sectors, analysis of the most trendy tools of Internet marketing in the B2B sector in order to determine their effective impact on marketing activities and enterprises operating in the B2B market as a whole. It was reasonable to assume that Internet marketing tools are more adapted to the field of B2C. Many industrial companies have ignored the use of modern Internet promotion tools, thus losing market share and potential buyers, giving way to those who quickly adapt to new trends. However, when implementing methods and tools of Internet marketing, it is important to take into account the peculiarities of the sale of industrial products in the field of B2B. The article proposes methods and tools of Internet marketing, recommended for use taking into account the characteristics of industrial products and the sphere of B2B. The study highlighted the most promising and effective tools of Internet marketing in the B2B segment, and also argued that the effect of using these tools will use knowledge about customer needs and strengthen the company's position in the new competitive field of goods and services. It is concluded that previously it was considered that Internet marketing tools are the most adapted to the field of B2C. Many industry companies have ignored the use of modern online promotion tools. For the most part, the use of Internet marketing in B2B companies was complicated by the lack of relevant theoretical framework and practical recommendations. However, Internet marketing gives the opportunity to conduct successful activities on the Internet not only to companies in the field of B2C, but also to companies in the field of B2B, selling industrial products.
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Shambavi, Rajagopal, and Sitalakshmi Ramanan. "Gulfire: in line of fire." Emerald Emerging Markets Case Studies 1, no. 4 (October 1, 2011): 1–6. http://dx.doi.org/10.1108/20450621111201266.
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Subject area Marketing Communication. Study level/applicability At the undergraduate level, this case can be used in marketing courses such as Marketing Fundamentals, Marketing Management, Marketing Communication and Consumer Behavior. This case may also be used for Master's level students for Quality when focusing on safety/security in offices and factories. Case overview This case is used to introduce the concept of B2B and B2C marketing and explore the possibilities of converting an industry that essentially uses B2B marketing communication to choose B2C options. This case is also important for creating awareness on safety and preventive measures in the face of a fire crisis. Expected learning outcomes Understanding the role of marketing communication. Differentiating between B2B and B2C markets. Exploring the application of B2C marketing communication in the fire suppression systems market in the Middle East. Supplementary materials Teaching notes.
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Silva, Susana Costa e., Paulo Alexandre Oliveira Duarte, and Sara Resende Almeida. "How companies evaluate the ROI of social media marketing programmes: insights from B2B and B2C." Journal of Business & Industrial Marketing 35, no. 12 (May 15, 2020): 2097–110. http://dx.doi.org/10.1108/jbim-06-2019-0291.
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Purpose The purpose of this study is to understand and compare how business-to-business (B2B) and business-to-consumer (B2C) companies evaluate the return on investment (ROI) on their social media marketing (SMM) programmes and how the investment is handled in these type of marketing programmes. Design/methodology/approach A mixed-methods approach involving multiple cases and a survey was used. Data were collected from personal interviews with eight professionals responsible for SMM management, from four B2B and four B2C companies, complemented with responses to a web-based survey by the other 28 companies’ marketing managers. Findings The results show that there are some differences between B2B and B2C companies regarding SMM evaluation and investment but in general marketing managers for both types of firms use simple metrics to evaluate their SMM programmes. The main measures used relate to awareness, engagement and reach and most of the metrics identified are interaction-related. Research limitations/implications Given the complex and sensitive nature of the subject, more research is needed focussed on providing additional evidence from a larger sample of B2B and B2C organizations to allow the extension of the finding to the population as the non-probabilistic nature and size of the current sample impose that the findings should be interpreted carefully. Future research should focus on understanding what the firm’s characteristics predict the importance and level of effort placed in SMM and the barriers to ROI measurement in SMM programmes, especially in B2B firms. Practical implications The current findings confirm that the topic of SMM ROI evaluation is not a priority for B2C or B2B companies. There is a need for an update of their online marketing strategy, namely, on budget definition and allocation. Furthermore, companies should increase the autonomy of SM managers, as they are dependent from marketing managers and hire specialized professionals devoted to SMM in both B2C and B2B companies. Originality/value The findings of this study contribute to improve the understanding of the evaluation of SMM and to extend the literature on the subject. It also provides a relevant advance into the assessment and understanding on the measures used to evaluate the effectiveness of SMM programmes by offering a comparison on how B2B and B2C use metrics and allocate resources to the SMM management.
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Santos, Leandro Lima, Felipe Mendes Borini, Rafael Morais Pereira, and Thelma Valéria Rocha. "A AUTONOMIA DE MARKETING DE SUBSIDIÁRIAS ESTRANGEIRAS PARA ADAPTAÇÃO LOCAL EM ECONOMIAS EMERGENTES/MARKETING AUTONOMY OF FOREIGN SUBSIDIARIES FOR LOCAL ADAPTATION IN EMERGING MARKETS." Revista Eletrônica de Administração e Turismo - ReAT 10, no. 5 (June 30, 2017): 1118. http://dx.doi.org/10.15210/reat.v10i5.10641.
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O objetivo principal do estudo foi identificar se as empresas multinacionais estrangeiras localizadas em mercados emergentes, como o Brasil, utilizam mais o marketing local (autonomia de marketing) como estratégia para expansão da comercialização de seus produtos. Por meio de uma análise comparativa entre subsidiárias classificadas em Business to Business (B2B) e Business to Consumer (B2C), foi possível mensurar o grau de autonomia concedido por suas matrizes para três variáveis estratégicas: lançamento, posicionamento e comunicação de novos produtos. Em seguida, realizou-se um teste de hipótese para averiguar se as multinacionais consideradas predominante ou exclusivamente B2C possuíam mais autonomia de marketing quando comparadas com as B2B para adaptação local destas estratégias no Brasil. Como resultados, foi diagnosticado que as empresas não possuem alto grau de autonomia de marketing para adaptação local. E que a diferença de autonomia entre B2C e B2B não é significativa estatisticamente, cujos resultados não se apresentaram dentro do grau de significância. Com isto percebeu-se que, uma subsidiária B2C não necessariamente tem mais autonomia para adaptação local que uma B2B, ou seja, o tipo de negócio não é o fator diferenciador para a quantidade de autonomia concedida pelas matrizes às subsidiárias.
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Ishii, Ryuta, and Mai Kikumori. "Word-of-mouth in business-to-business marketing: a systematic review and future research directions." Journal of Business & Industrial Marketing 38, no. 13 (January 10, 2023): 45–62. http://dx.doi.org/10.1108/jbim-02-2022-0099.
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Purpose The purpose of this study is to review and analyze the status of word-of-mouth (WOM) research in the business-to-business (B2B) context and discuss and identify new possible future directions. Design/methodology/approach A systematic review was conducted and 36 articles on B2B WOM were collected to evaluate the current state of the literature and clarify possible future research directions. Findings This thematic analysis categorize these articles into three themes: WOM generation, WOM usage and reference marketing. Under each theme, the authors reveal research findings unique to B2B research and different from business-to-consumer (B2C) WOM research. This study identifies several research questions that should be addressed by future research. Originality/value Both academic researchers and business practitioners recognize that WOM plays an essential role in B2B marketing. However, no review paper focuses on WOM in the B2B context. Findings in the B2C WOM literature suggest that WOM substantially influences firms’ performance, but that managers cannot simply attempt to extrapolate B2C findings to the B2B arena. By synthesizing and assessing prior research on WOM in the B2B context, this study contributes to a better understanding of the B2B WOM phenomenon and facilitates future research on this topic.
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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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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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Punin, Yuriy. "CLUSTER ANALYSIS OF MARKETING INTERNET ACTIVITY OF INDUSTRIAL GOODS ENTERPRISES." Economic Analysis, no. 27(4) (2017): 273–79. http://dx.doi.org/10.35774/econa2017.04.273.
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Introduction. Internet marketing, which has traditionally been considered as a marketing B2C tool, has started to gain its position in the markets of industrial goods. Marketing experts consider that the main purpose of online B2B marketing lies in the growth of high quality leads. Purpose. The article aims to assess marketing activity of enterprises of separate segments of flexible packaging market in Internet and to determine their impact on the financial performance of the investigated business entities. Methodology. In order to achieve the goal, there has been made a cluster analysis of the sample of enterprises according to their marketing Internet activity level. The calculation of main financial indicators for each cluster has been done. Results. According to the analysis, it has been determined that Internet marketing has not yet become widespread in the B2B sector. It is considered more as an alternative to promotion in view of restricted or lacking marketing budget. The most optimal, in our opinion, is a model of marketing activity, which includes a combination of online and offline marketing activity. For B2B sector, the most important tool for B2B marketing is search engine optimization of a site, its convenience and content.
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Rizky, Harry. "The Influence of B2B (Business to Business) and B2C (Business to Customer) Marketing Strategies on How to Purchase Lion Group Aircraft Tickets in The Public Environment." Journal of Social Research 2, no. 8 (July 27, 2023): 2688–97. http://dx.doi.org/10.55324/josr.v2i8.1324.
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Airfare is a form of agreement between the buyer of flight services and the airline. Ticket sales are the biggest income for an airline company engaged in civil aviation. Airline companies will certainly carry out various strategies to support the marketing of their products. Including the use of B2B and B2C marketing strategies. Airline ticket sales are spread in various ways, either by buying from airlines directly by ordering through the company's website or the company's ticketing office through airline ticket sales agents or through airline ticket sales applications. This study aims to determine whether there is an influence of B2B and B2C marketing strategies on how to purchase airplane tickets in student circles. This research was conducted at the Ticketing Office of PT. Lion Group. This study uses primary data obtained directly from respondents by distributing 100 questionnaires. Questionnaires that have been collected are then analyzed. The results showed that the null hypothesis was accepted, namely, B2B and B2C marketing strategies simultaneously had no significant effect on the method of purchasing airplane tickets in student, office, and community environments with an F significance value of 0.340 which is above the significance level (?) of 0.05. Testing the coefficient of determination shows that R2 is worth 0.009, which means that the influence of B2B and B2C marketing strategies on how to buy airplane tickets in student environments is only 0.9%. While 99.1% is influenced by other variables not discussed in this study.
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Dugar-Zhabon, Ruslana. "NTERNET MARKETING TOOLS IN THE CONSTRUCTION INDUSTRY." Scientific Papers Collection of the Angarsk State Technical University 2021, no. 1 (July 5, 2021): 263–66. http://dx.doi.org/10.36629/2686-7788-2021-1-1-263-266.
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E. Plank, Richard, and Robert Hooker. "Sales and operations planning." Journal of Research in Interactive Marketing 8, no. 1 (March 4, 2014): 18–36. http://dx.doi.org/10.1108/jrim-08-2013-0059.
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Purpose – The purpose of this paper is to outline the usage of interactive marketing tools in the area of sales and operations planning (S&OP) to further collaboration among supply chain partners. Emergent challenges and research directions are proposed. Design/methodology/approach – Using extant literature from S&OP, supply chain management and interactive marketing, the authors integrate those to show the value of using interactive marketing tools to further integration across the supply chain of important S&OP processes. Findings – S&OP utilizes sophisticated software to integrate various business processes beyond B2C and into B2B relationships. Research limitations/implications – Uncertainty exists as to the measurement of the performance of a supply chain, or the network or system of companies, is not developed enough to deal with that issue. However, this is addressed in the research questions section. Practical implications – The practical implications for the use of integrative marketing tools to link B2C as well as B2B partners through S&OP are numerous and far reaching. Originality/value – This study uniquely examines the use of interactive marketing tools for B2B, as opposed to simply B2C.
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Cawsey, Timothy, and Jennifer Rowley. "Social media brand building strategies in B2B companies." Marketing Intelligence & Planning 34, no. 6 (September 5, 2016): 754–76. http://dx.doi.org/10.1108/mip-04-2015-0079.
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Purpose The purpose of this paper is to provide a unique overview of business-to-business (B2B) companies engagement with and strategic approach to use of social media in brand building. This research complements the much more extensive knowledge base regarding social media use in business-to-consumer (B2C) contexts. Design/methodology/approach Since social media marketing is a relatively new activity for B2B companies an interpretivist stance that is inductive in nature is adopted. Semi-structured interviews were conducted with marketing professionals involved in managing social media programmes in France, Ireland, the UK and the USA. Findings The study found that the level of enagement with social media marketing varied, as summarised in the B2B Social Media Engagement Taxonomy. Enhancing brand image, extending brand awareness and facilitating customer engagement were the most common social media objectives. There was no evidence to suggest that companies saw social media as heralding a paradigm shift in brand management and control of the kind discussed and experienced in B2C social media contexts. The B2B social media strategy framework is proposed; this identifies the following six components of a social media strategy: monitoring and listening, empowering and enagaging employees, creating compelling content, stimulating electronic word of mouth, evaluating and selecting channels, and enhacning brand presence through integrating social media. Originality/value The research contributes to the knowledge base associated with social media marketing by offering insights into and a framework summarising B2B social media strategy.
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Zolkiewski, Judy, Victoria Story, Jamie Burton, Paul Chan, Andre Gomes, Philippa Hunter-Jones, Lisa O’Malley, Linda D. Peters, Chris Raddats, and William Robinson. "Strategic B2B customer experience management: the importance of outcomes-based measures." Journal of Services Marketing 31, no. 2 (April 10, 2017): 172–84. http://dx.doi.org/10.1108/jsm-10-2016-0350.
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Purpose The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement. Design/methodology/approach This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level. Findings The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda. Research limitations/implications This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation. Practical implications Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures. Social implications Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors. Originality/value This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified.
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Rogers, Beth, and Lillian Clark. "CABS: a conceptual model for context-aware B2B sales applications." Journal of Research in Interactive Marketing 10, no. 1 (March 14, 2016): 50–66. http://dx.doi.org/10.1108/jrim-03-2015-0023.
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Purpose – This paper aims to propose a conceptual model that will guide development of mobile applications to support value-added business-to-business (B2B) sales activities. Design/methodology/approach – The paper reviews the concepts of context-aware applications and context-marketing, then examines B2B selling and the creation of value, utilizing Terho’s model of value-based selling, and presenting the potential role of context-aware B2B selling in creating value. Terho’s model is then combined with a taxonomy of context modeling to produce step-by-step a conceptual model for developing context-aware B2B sales applications (CABS). Findings – By mapping the context-aware application development taxonomy against each stage of Terho’s “value-based selling” model, the CABS model is proposed. This model provides a platform for the B2B salesforce, their customers and information technology (IT) staff to work together in developing requirements and prototypes for mobile B2B context-aware applications. Research limitations/implications – The CABS model would require empirical testing to assess its viability and suitability. This would initially be done via focus groups in targeted sales organizations. Practical implications – The CABS model could utilized by sales staff and their customers to develop requirements for mobile context-aware applications to support B2B activity. In addition, the CABS model could be utilized in joint application design processes to enable sales and IT staff to work together in developing prototype mobile applications. Originality/value – While context-aware applications are beginning to transform business-to-sale (B2C) sales activities, it is clear that B2B sales could also benefit from these types of applications, but little progress has been made in understanding or developing their potential. The CABS model enables B2B sales staff and their customers to recognize these benefits and facilitate working with IT staff in defining requirements and developing prototypes.
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Hutchins, Jennifer, and Darlene Xiomara Rodriguez. "The soft side of branding: leveraging emotional intelligence." Journal of Business & Industrial Marketing 33, no. 1 (February 5, 2018): 117–25. http://dx.doi.org/10.1108/jbim-02-2017-0053.
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Purpose The purpose of this paper is to support the need for further research and theory building on emotions in business-to-business (B2B) industries. Specifically, this research conceptualizes emotional intelligence (EI) as an alternative to building brand equity for B2B companies beyond name recognition, product quality and catchy slogans. Additionally, the authors closely analyze social media content marketing by B2Bs as a channel through which to exercise EI with the goal of enhancing brand image and growing brand equity. Design/methodology/approach This study takes a conceptual approach, building on current literature to develop a model of functional and emotional paths to B2B brand equity. The study uses content analysis methodology to examine 11 “best in class” B2B companies recognized for their social media content marketing. The analysis reveals the level to which each company demonstrates the collective EI of the firm through content marketing. Findings EI is a learned skill that can be an essential behavioral asset. In addition to hard skills such as product development and process refinement, leveraging a firm’s soft skills and collective EI is also a viable route to increasing brand equity. Additionally, B2B companies that are considered the best at content marketing demonstrate EI through their online communication strategies. Research limitations/implications This research reveals another avenue through which B2B firms to increase brand equity, but there is a need to empirically validate the model and connections made in this paper. Practical implications Leveraging EI in B2B firms through content marketing is a source of or key driver of competitive advantage and increased brand equity. Originality/value By providing the history and importance of EI, and by connecting existing knowledge of B2B communications to concepts of improving brand equity, this study offers a unique, extended framework that urges further research to expand this field.
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Rudawska, Edyta. "Sustainable marketing strategy in food and drink industry: a comparative analysis of B2B and B2C SMEs operating in Europe." Journal of Business & Industrial Marketing 34, no. 4 (June 7, 2019): 875–90. http://dx.doi.org/10.1108/jbim-05-2018-0171.
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Purpose The paper aims to make a contribution by providing a comprehensive understanding of the scope of the implementation of sustainable marketing tools in SMEs operating in the food and drink industry in Europe. The focus will be put on the identification of differences between companies operating in business-to-business (B2B) and business-to-customer (B2C) context. Design/methodology/approach The empirical basis is a survey of 770 European SMEs, of which 369 operate in Western European countries (including UK, Germany and Spain) and 401 in Central and Eastern Europe (including Poland, Croatia and Russia). The respondents in the particular countries were stratified according to company size, measured by the number of employees. The research covered 316 micro companies, 5 small companies and 209 medium ones. The questionnaire was completed by the managing directors of the enterprises (CEOs) or heads of the marketing departments (CMOs). The research was conducted between April 2016 and January 2017. An in-depth analysis of the findings helped to identify differences between the two groups of SMEs, i.e. operating in the B2B and B2C context, in terms of the extent of sustainable marketing implementation. The non-parametric U Mann–Whitney test was used to examine the significance of the differences between the two groups of companies. Findings The research results suggest that both groups of B2B and B2C companies implement sustainable marketing tools to some extent. However, in most cases, B2B organizations do it to a significantly greater extent. Nevertheless, these activities relate mainly to those tools, which are directly visible to customers, both institutional and individual, such as packaging, product ingredients or certificates. To a lesser extent, they involve marketing activities of an internal nature, such as production process and the level of energy, water or resources used. Originality/value To the best knowledge of the author, this is the first empirical research study on the implementation of the sustainable marketing concept in SMEs operating in European countries. The study is a comparative analysis of the phenomenon between B2B and B2C companies, which has not been previously researched.
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Akbari, Monireh, and Hossein Hakimpour. "Branding in B2B Marketing." International Journal of Industrial Marketing 3, no. 1 (June 26, 2018): 1. http://dx.doi.org/10.5296/ijim.v3i1.13321.
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As far as marketing is concerned, brands have received much attention and become a key player in modern society. In fact, they are everywhere and they have penetrated all spheres of our life including economic, social, cultural, sporting, even religious aspects of our life.In spite of their pervasiveness and widespread use, brands have been also the subject of growing criticism (Klein, 1999). Brands are intangible assets that produce added benefits for the business. This issue pertains to the domain of strategic brand management whose focal concern is how to create value with proper brand management. Branding is crucial in B2B marketing and has attracted much attention. Business sectors have to differentiate themselves from the competitors, not only on the basis of their product but also on the basis of aspects such as management competencies, technologies, services and infrastructure.Industrial product marketers, whether large or small, should formulate their branding strategies effectively so that they can compete with the global competitors. The purpose of the current paper is to briefly discuss branding process. Moreover, it also examines the issues involved in the branding of B2B organizations. Finally, the paper concludes by introducing the strategies for business branding in the contemporary global environment. Paper is based on secondary information sources, ranging from print to electronic media.
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Eid, R., M. Trueman, and A. M. Ahmed. "B2B international internet marketing." Benchmarking: An International Journal 13, no. 1/2 (January 2006): 200–213. http://dx.doi.org/10.1108/14635770610644682.
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LaPlaca, Peter J. "Improving B2B marketing processes." Industrial Marketing Management 38, no. 3 (April 2009): 237–38. http://dx.doi.org/10.1016/j.indmarman.2009.02.001.
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Sales-Vivó, Vicente, Irene Gil-Saura, and Martina Gallarza. "Modelling value co-creation in triadic B2B industrial relationships." Marketing Intelligence & Planning 38, no. 7 (June 16, 2020): 941–55. http://dx.doi.org/10.1108/mip-11-2019-0574.
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PurposeThis study examines the triadic approach of value co-creation (VcC) in B2B relationships between the industrial manufacturer, its main supplier and its main client, by validating VcC as antecedent of Trust and Commitment, which, in turn, affect Satisfaction.Design/methodology/approachA model studies the association of VcC to Trust, Commitment and Satisfaction, the latter in its economic and social dimensions. The relationships in the model are empirically contrasted twice (with suppliers and clients) for a sample of 77 firms participating in an industrial panel, the Spanish Furniture Market Observatory.FindingsUsing PLS-SEM, results suggest that, in industrial B2B relationships, VcC acts as antecedent of Trust and, to a minor extent, of Commitment. It also has a positive effect on Social Satisfaction, the latter having a positive effect in turn on Economic Satisfaction.Research limitations/implicationsResults are limited to the Spanish furniture industry with a cross-sectional approach. The linkages between VcC and Commitment, as well as the differences found between Social Satisfaction and Economic Satisfaction, need replications.Practical implicationsThe study suggests that VcC is the core of B2B industrial relationships. VcC may also boost Economic Satisfaction.Originality/valueLiterature on VcC has been extensive in B2C and B2B mostly for service contexts; this paper contributes by bringing evidence from a B2B manufacturing context. At the same time, it depicts a triadic approach of VcC in B2B, by measuring the relationships with both the manufacturer's main supplier and main client. The study also contributes with evidence to the role played by Trust and Commitment in the relationship between VcC and two Satisfactions.
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Nath, Atanu, Parmita Saha, and Esmail Salehi-Sangari. "Blurring the borders between B2B and B2C: a model of antecedents behind usage of social media for travel planning." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1468–81. http://dx.doi.org/10.1108/jbim-11-2018-0329.
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Purpose The purpose of this paper is to call for a scrutiny of the dualist approach to business-to-business (B2B) and business-to-customer (B2C) marketing in industries driven by consumer-generated content. It posits that individual consumer-centric factors are influential for B2B marketing as well in sectors such as the travel industry and investigates the determinants of tourists’ intention to use social media websites for travel planning. Design/methodology/approach Integrating constructs from IS and marketing literature, the paper proposes information quality and perceived enjoyment as antecedents of perceived usefulness, attitude and intention to use. The research model is tested using data from social media users with experience in travel planning. Findings Results show that perceived usefulness and information quality are stronger predictors of attitude and behavioral intention than perceived enjoyment. Enjoyment was not found to be strongly influential. Relevancy and reliability of information and its usefulness concerning travel-planning needs were found more influential. Research limitations/implications Data were collected from social media users, raising possible issues of representativeness. Practical implications The paper offers clarity regarding antecedents of downstream user behavior which can be of significant value. Demarcations in B2B and B2C perspectives blur in the context of social media, enabling more effective integration. Originality/value The paper brings in and validates the roles of information quality and enjoyment as influencers of behavior. Identifying the travel industry as a sector having greater likelihood of B2BC convergence, the paper extends IS adoption research to user-interactive sites in the travel-planning context, which can benefit the consumer as well as the supply side.
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Mora Cortez, Roberto. "B2B marketing renaissance in business schools." Journal of Business & Industrial Marketing 34, no. 8 (October 7, 2019): 1839–49. http://dx.doi.org/10.1108/jbim-06-2019-0308.
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Purpose The purpose of this paper is to contribute to the elevation of the business-to-business (B2B) marketing field at the business school level. Design/methodology/approach The study follows a Delphi method. The authors conducted two rounds of discovery to answer: why do you think universities do not highly appreciate publications in Industrial Marketing Management, Journal of Business and Industrial Marketing or Journal of Business-to-Business Marketing? What would you suggest for improving the impact of such journals not only in the USA but around the world? Findings Through the analysis of the coding transcript, four categories were found to elevate the B2B marketing field at the business school level: B2B as uncommon ground, B2B researcher practices, marketing science underpinnings and B2B marketing journals management. Originality/value The value of current research is based on its explorative nature and application of grounded theory to provide a framework to analyze how to elevate the B2B marketing field at the business school level.
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Huotari, Lauri, Pauliina Ulkuniemi, Saila Saraniemi, and Minna Mäläskä. "Analysis of content creation in social media by B2B companies." Journal of Business & Industrial Marketing 30, no. 6 (July 6, 2015): 761–70. http://dx.doi.org/10.1108/jbim-05-2013-0118.
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Purpose – The present study aims to examine how business-to-business (B2B) marketers can influence content creation in social media. Social media tools are becoming an interesting component of B2B marketing because of the roles of personal relationships and interactions in these markets. However, research has not approached social media content creation from a B2B marketing perspective. Design/methodology/approach – Social media tools are becoming an interesting component of B2B marketing because of the roles of personal relationships and interactions in these markets. However, research has not approached social media content creation from a B2B marketing perspective. The present study examines how B2B marketers can influence content creation in social media. Findings – The paper proposes that B2B firms engaging in social media as part of their marketing efforts should carefully consider the roles and activities of various users, which are directed to and by different internal and external users. B2B companies can influence content creation in social media directly by adding new content, participating in discussions and removing content through corporate user accounts and controlling employee social media behavior or indirectly by training employees to create desired content and performing marketing activities that influence other users to create content that is favorable for the company. Originality/value – The study contributes to the theoretical discussion over B2B marketing communication and the role of social media in it.
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Järvinen, Joel, and Heini Taiminen. "Harnessing marketing automation for B2B content marketing." Industrial Marketing Management 54 (April 2016): 164–75. http://dx.doi.org/10.1016/j.indmarman.2015.07.002.
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RAJA, Dr M. "Services Marketing – A Study With Reference To Private Hospitals In Dharmapuri District." Restaurant Business 118, no. 9 (September 18, 2019): 390–407. http://dx.doi.org/10.26643/rb.v118i9.8509.
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Services marketing are a sub field of marketing which covers the marketing of both goods and services. Goods include the marketing of fast moving consumer goods (FMCG) and durables. Services marketing typically refer to the marketing of both business to consumer (B2C) and business to business (B2B) services. Common examples of service marketing are found in telecommunications, air travel, health care, financial services, all types of hospitality services, car rental services, and professional services.
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Rėklaitis, Kęstutis, and Lina Pilelienė. "Principle Differences between B2B and B2C Marketing Communication Processes." Management of Organizations: Systematic Research 81, no. 1 (June 1, 2019): 73–86. http://dx.doi.org/10.1515/mosr-2019-0005.
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AbstractThe scientific problem analysed in the article focuses on identifying the differences in the marketing communication process in a framework of business-to-consumer and business-to-business markets. The results show that although it may seem that the process itself is the same in both situations, however, it has many differences as well as many aspects in common.
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Zhou, Zhimin, Yi Ding, Wenting Feng, and Nianman Ke. "Extending B2B brands into the B2C market: Whether, when, and how brands should emphasize B2B industry background." Journal of Business Research 130 (June 2021): 364–75. http://dx.doi.org/10.1016/j.jbusres.2021.03.034.
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Skare, Marinko, Beata Gavurova, and Martin Rigelsky. "Innovation activity and the outcomes of B2C, B2B, and B2G E-Commerce in EU countries." Journal of Business Research 163 (August 2023): 113874. http://dx.doi.org/10.1016/j.jbusres.2023.113874.
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Fernández Bedoya, Victor Hugo. "Marketing industrial: un tópico poco explorado." Espíritu Emprendedor TES 4, no. 2 (April 23, 2020): 41–48. http://dx.doi.org/10.33970/eetes.v4.n2.2020.193.
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El propósito de este artículo fue el de proporcionar una fuente actualizada en relación a los tópicos de marketing industrial. Se analizaron los fundamentos del marketing en empresas industriales (de ahora en adelante B2B) de diversas fuentes, comparándolo con el marketing de empresas de consumo (de ahora en adelante B2C). Para finalizar, el investigador presentó las conclusiones del análisis y una serie de recomendaciones para su correcto aprovechamiento en la industria.
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Hofacker, Charles, Ismail Golgeci, Kishore Gopalakrishna Pillai, and David Marius Gligor. "Digital marketing and business-to-business relationships: a close look at the interface and a roadmap for the future." European Journal of Marketing 54, no. 6 (May 21, 2020): 1161–79. http://dx.doi.org/10.1108/ejm-04-2020-0247.
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Purpose This study aims to introduce the special issue on digital marketing and business-to-business (B2B) relationships. In general, only modest attention has been devoted to the study of digitalization in the B2B sector and even less on the importance of the perils and promises of digitalization for B2B relationships. This study’s goal is to help focus scholarly attention on the implications of digitalization on B2B relationships. Design/methodology/approach In this conceptual paper, the authors’ approach is to carefully review relevant literature, and to lay out the field of digital marketing and B2B relationships, conceptualizing it for future research. Findings The authors find that the following areas are critically important to understanding future trends in digital marketing and B2B relationships: coopetition, value co-creation, B2B branding, servitization, innovation networks, relationship dynamics and power and trust. Originality/value The intersection of digitalization and B2B relationships is an under-researched topic. With this paper and the accompanying special issues papers, the authors hope to begin to fill this critical gap.
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Keränen, Joona, and Daniel D. Prior. "Opportunities for ethnographic methodologies in B2B service research." Journal of Services Marketing 34, no. 1 (December 19, 2019): 78–86. http://dx.doi.org/10.1108/jsm-04-2019-0159.
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Purpose This paper highlights the suitability, application and fruitful opportunities for ethnographic methodologies in contemporary B2B service research. Design/methodology/approach This paper is based on a literature review and conceptual analysis of ethnographic research methodology and B2B service literatures. Findings This paper discusses the central features of ethnographic research methodologies, their key differences to other qualitative methodologies, key trends in contemporary B2B service research and opportunities for ethnographic research methodologies in selected priority areas. Research limitations/implications This paper highlights the opportunities, unique strengths and specific advantages of ethnographic research methodologies to advance B2B service research and theory development. Practical implications This paper encourages B2B firms to undertake ethnographic field projects to better understand customers’ roles, experiences and usage processes that relate to B2B services. Originality/value Ethnographic research approaches have been largely overlooked or neglected in B2B service research. This paper highlights their potential, suggests areas for application and encourages B2B service researchers to adopt ethnographic approaches to delve deeper into the social and cultural aspects of B2B services
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Mahapatra, Sabita, ATP Ramani, and Avinash D. Kulkarni. "Must have or nice to have." Journal of Business & Industrial Marketing 34, no. 1 (February 13, 2019): 39–48. http://dx.doi.org/10.1108/jbim-09-2017-0209.
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PurposeThis paper aims to provide an opportunity to study organization buying behavior, specifically buying and selling in the B2B context. The case demonstrates the need to understand the expectations of the buyer’s decision-making unit and the challenges involved in acquiring and retaining customers based on the articulated value proposition of the product. The case also provides an opportunity to explore the critical issues related to an organization’s buying process, while emphasizing on the importance of customer relationship management and the challenges involved in sales conversion.Design/methodology/approachThe case is a filed-based study that aims to provide insight on differences between buying and selling in B2B & B2C and an understanding on customer value proposition in B2B buying context.FindingsThe case provides a comprehensive overview on the key role of decision-making units and decision-making process in B2B context.Originality/valueThis is an India-specific field-based case study on B2B selling situation. The case provides a framework on salesperson B2B selling approach, techniques and skills in view of the changing business selling environment in the age of technologically advanced digital world.
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Klico, Almir. "How using virtual reality can improve B2B marketing." BH Ekonomski forum 17, no. 2 (2022): 27–40. http://dx.doi.org/10.5937/bhekofor2202027k.
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The possibilities of virtual reality in B2B marketing are increasingly recognized in scientific discussions as well as articles on interesting examples of early adopters such as IKEA and Airbus. However, while there is a growing recognition of its potential, the specific impact of virtual reality on B2B marketing remains part of the unexplored research area. From a business point of view, virtual reality technologies are already largely attracting investments that encourage research in the field hoping to discover the full potential of this technological innovation in optimizing business operations and processes. The great interest in virtual reality in marketing is not limited to the needs of the market but also comes from the gap in academic research and literature. Therefore, this research aims to bridge the gap between managerial and academic understanding and to improve knowledge of the influence of immersive reality technologies, namely virtual reality, on B2B sales and marketing. The basic method of work in this article is desk research. This paper draws upon reliable sources such as academic journals, published books, and case studies. Following an exploratory approach, the theoretical background provides a starting point for future empirical studies. This paper gives a realistic theoretical consideration of the topic by developing a framework and providing suggestions describing the impact of virtual reality on the perception of B2B customers, also providing B2B marketers and experts with several directions for future research and provides recommendations for B2B marketers who are interested in using the vast array of opportunities offered by virtual reality.
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Hadjikhani, Amjad, and Peter LaPlaca. "Development of B2B marketing theory." Industrial Marketing Management 42, no. 3 (April 2013): 294–305. http://dx.doi.org/10.1016/j.indmarman.2013.03.011.
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Deogaonkar, Bhagyashre. "Digital Transformation in B2B Marketing." International Journal for Research in Applied Science and Engineering Technology 11, no. 2 (February 28, 2023): 211–16. http://dx.doi.org/10.22214/ijraset.2023.48996.
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Abstract: In traditional business marketing it was always done using conventional methods to do product or service marketing like newspaper and billboards etc. This has limitation i.e. it was limited to only particular geographic or any particular area The business was not able to explore the vast area or was not able to connect to its audience but this changed completely with the invention of internet. In this paper we will discuss how changing and evolving technology has changed the face of marketing and made it user friendly at the same time gave business the global exposure .With the advancement of technology one can see tremendous growth in business, healthcare, defence, banking sector and many other departments. The internet played an important role from connecting business globally to providing efficient solutions to the process and methods of business management. The use of internet lead to vast generation of data in various form like structured data and unstructured data, which in turn helped business to use data driven technology to grow business globally This aspect can be termed as Digital Transformation. The definition: Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements. This reimagining of business in the digital age is digital transformation.
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Holliman, Geraint, and Jennifer Rowley. "Business to business digital content marketing: marketers’ perceptions of best practice." Journal of Research in Interactive Marketing 8, no. 4 (October 7, 2014): 269–93. http://dx.doi.org/10.1108/jrim-02-2014-0013.
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Purpose – This paper aims to draw attention to the emerging phenomenon of business to business (B2B) digital content marketing, offers a range of insights and reflections on good practice and contributes to theoretical understanding of the role of digital content in marketing. B2B digital content marketing is an inbound marketing technique and hence offers a solution to the declining effectiveness of traditional interruptive marketing techniques. Design/methodology/approach – Semi-structured interviews were conducted with 15 key informants involved in B2B content marketing in the USA, UK and France, in five industry sectors. Findings – B2B digital content marketing is an inbound marketing technique, effected through web page, social media and value-add content, and is perceived to be a useful tool for achieving and sustaining trusted brand status. Creating content that is valuable to B2B audiences requires brands to take a “publishing” approach, which involves developing an understanding of the audience’s information needs, and their purchase consideration cycle. Valuable content is described as being useful, relevant, compelling and timely. Content marketing requires a cultural change from “selling” to “helping”, which in turn requires different marketing objectives, tactics, metrics and skills to those associated with more traditional marketing approaches. The article concludes with a theoretical discussion on the role of digital content in marketing, thereby contextualising the findings from this study within a broader exploration of the role of digital content in marketing and relational exchanges. Originality/value – As the first research study to explore the use of digital content marketing in B2B contexts, this research positions digital content marketing with regard to prior theory, and provides both an agenda for further research, and suggestions for practice.
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Pema, Kinley, Tashi Dendup, and Rekha Chhetri. "Business to Business Marketing in Bhutan: A Case Study from Balam Gewog under Mongar Dzongkhag." Bhutan Journal of Natural Resources and Development 7, no. 2 (December 31, 2020): 34–42. http://dx.doi.org/10.17102/cnr.2020.50.
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The Commercial Agriculture and Resilient Livelihoods Enhancement Programme (CARLEP) and the Regional Agricultural and Marketing Cooperative (RAMCO) piloted the business to business (B2B) marketing model in 2018 to address smallholder farmers’ marketing issues in Eastern Bhutan. As the B2B pilot model is currently not functional, it is vital to understand the B2B model’s challenges to successfully replicate the interventions in other communities. The lack of follow-up studies on the B2B marketing model motivated the authors to investigate the model’s challenges for implementation in the country. This case study was based on six vegetable groups in Balam Gewog, Mongar, Bhutan. Primary data were collected through focus group discussions with six vegetable groups and in-depth interviews with key informants. Secondary data were collected from Gewog, CARLEP, and RAMCO. The results showed that the B2B marketing model adopted in Balam Gewog was a primary B2B marketing model – a linkage only for selling produce. Four critical issues with the B2B marketing model adopted in Balam Gewog were noted: (1) mismatch between vegetable production and collection schedule, (2) lack of quantity and quality specification of vegetables in the contract between vegetable farmers’ groups and the buyer, (3) inadequate support services, and (4) lack of monitoring by facilitating organisations after contract signing between vegetable farmers’ groups and the buyer. Accordingly, we recommend adjusting the collection schedule as per the production season, specifying contract clauses like quantity and quality of produce, improving support services, and monitoring business by relevant authorities.
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Wang, Yun, Michel Rod, Shaobo Ji, and Qi Deng. "Social media capability in B2B marketing: toward a definition and a research model." Journal of Business & Industrial Marketing 32, no. 8 (October 2, 2017): 1125–35. http://dx.doi.org/10.1108/jbim-10-2016-0250.
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Purpose The purpose of this study is to explore organizational social media capability in business-to-business (B2B) marketing, by focusing on what social media capability is in a B2B marketing context and how it is developed in firms engaged in B2B marketing. Design/methodology/approach This is a thematic literature review, drawing on both B2B marketing and Information Systems literature. In total, 112 academic articles from nine journals were identified and analyzed. The findings were synthesized and compiled to provide answers to the predefined research questions. Findings The results suggest that organizational social media capability is dependent on a deep understanding of a firm’s technological capability, i.e. recognizing the key features and categories of social media and dynamically upgrading the recognition in response to the environmental change. A four-level Social Media Capability Maturity Model (technological, operational, managed and strategic level) that collectively transfers social media’s technological capability to dynamic organizational capability is proposed. Originality/value This study contributes to an understanding of the use of social media in the context of B2B marketing from an organizational dynamic capability perspective. The model is particularly relevant to organizations that have adopted or plan to adopt a B2B social media strategy and is relevant for B2B researchers who are interested in social media research.
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Pandey, Neeraj, Preeti Nayal, and Abhijeet Singh Rathore. "Digital marketing for B2B organizations: structured literature review and future research directions." Journal of Business & Industrial Marketing 35, no. 7 (March 23, 2020): 1191–204. http://dx.doi.org/10.1108/jbim-06-2019-0283.
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Purpose This study aims to analyze the available literature on the use of digital marketing in a business-to-business (B2B) context. It identifies gaps in the current research knowledge and proposes a research agenda for scholars and practitioners. Design/methodology/approach A systematic literature review has been conducted on B2B digital marketing. The various themes have been identified on the basis of the comprehensive analysis of extant literature. Also, semi-structured interviews with B2B marketing experts were also conducted to further refine the emerged digital marketing themes. Findings Although some B2B firms use digital marketing, most are unable to leverage its full benefits because of the dearth of comprehensive research on the subject. This review provides an insight into the emerging themes by developing a collaborative conceptual framework. The review highlights that few areas such as digital marketing communication and sales management have witnessed steady development while decision support systems, critical success factors, electronic marketing orientation (EMO), etc., were lesser explored. Furthermore, it identifies research gaps and highlights the emerging research themes for future researchers. Practical implications The collaborative framework will help organizations to align their digital marketing activities as per the changing market dynamics such as the focus on building social media capability, EMO and value co-creation. Originality/value Research on the use of digital marketing by B2B firms is still at the embryonic stage. This study is a pioneering effort to review the use of digital marketing in B2B organizations and identify research priorities for scholars and practitioners.
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Buratti, Nicoletta, Francesco Parola, and Giovanni Satta. "Insights on the adoption of social media marketing in B2B services." TQM Journal 30, no. 5 (August 13, 2018): 490–529. http://dx.doi.org/10.1108/tqm-11-2017-0136.
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Purpose The purpose of this paper is to review extant literature on social media marketing (SMM) in B2B service markets, by scrutinizing and categorizing potential benefits for firms. The study, in particular, empirically investigates the adoption of social media (SM) tools by firms operating in two conservative B2B service industries. Design/methodology/approach A systematic literature review is carried out driving to a deeper understanding of the current state of knowledge on SM in B2B services. Leading peer-review international journals are scrutinized performing ad-hoc queries on the Scopus database using pre-defined keywords. Moreover, a quantitative research is conducted on 60 firms, i.e. tanker shipping companies and ocean carriers, providing empirical insights on their SM activity on three SM platforms, i.e., Facebook, Twitter, and LinkedIn. Findings The outcomes from sample firms shed lights on the adoption rate of the most diffused SM tools, the size of the digital networks of stakeholders (number of followers), the intensity of the communication activity (number of posts, shares, photos, videos), and the level of customer engagement (number of likes and shares). Practical implications Research findings suggest to managers that SMM might be an easy-accessible and low-cost option for keeping the pace of sectorial transformations and creating a competitive advantage even in conservative sectors. Originality/value The paper, by investigating B2B service sectors, addresses an interesting gap in SMM literature as prior studies mostly focused on B2C industries and manufacturing contexts.
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Kian Chong, Woon, Mathew Shafaghi, Christopher Woollaston, and Vincent Lui. "B2B e‐marketplace: an e‐marketing framework for B2B commerce." Marketing Intelligence & Planning 28, no. 3 (May 11, 2010): 310–29. http://dx.doi.org/10.1108/02634501011041444.
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Drummond, Conor, Thomas O'Toole, and Helen McGrath. "Digital engagement strategies and tactics in social media marketing." European Journal of Marketing 54, no. 6 (March 9, 2020): 1247–80. http://dx.doi.org/10.1108/ejm-02-2019-0183.
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Purpose Digitalisation has increased the importance of online forms of marketing, including social media (SM) marketing, for entrepreneurial firms. This paper aims to identify digital engagement strategies and tactics in developing SM marketing capability. Design/methodology/approach The study uses ethnographic content analysis of an entrepreneurial firm and a network of business-to-business (B2B) actors to classify 1,248 B2B Facebook posts and Twitter tweets from a case of an artisan food producer in addition to semi-structured interviews with 26 networked actors. Findings The authors derive a range of digital engagement strategies (8 in total) and tactics (15 in total) for the four defining layers of SM marketing capability, namely, connect, engage, co-ordinate and collaborate. Research limitations/implications This research focuses on a case study and a network of B2B actors within the artisan food sector. However, the strategies and tactics are applicable to other entrepreneurial firms and contexts. Practical implications The digital engagement strategies and tactics are of direct practical benefit to entrepreneurial firms willing to learn and develop SM marketing capability in interaction with their B2B partners. Originality/value This study investigates three under-researched areas, SM as it relates to B2B relationships, and entrepreneurship, and marketing capability gaps in an era of rapid digitalisation. The definition of SM marketing capability and associated digital engagement strategies and tactics are new to the extant literature moving forward the understanding of SM B2B marketing in theory and practice.
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Davide, Silva. "THE EFFECT OF MARKETING AUTOMATION IN B2B MARKETING." Global Fashion Management Conference 2019 (July 11, 2019): 796–97. http://dx.doi.org/10.15444/gfmc2019.07.07.03.
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Harshitha, Sirineni, Raashi Shetty, and Dr P. Swami Sairam. "Social Media Marketing: B2B Marketing via Nano Influencers." Journal of University of Shanghai for Science and Technology 23, no. 07 (August 1, 2021): 1377–87. http://dx.doi.org/10.51201/jusst/21/07335.
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The aim and objective of the authors is to explain and analyse the effect on business-to-business sector through nano influencer marketing. The authors explain about how companies can use nano-influencers for cracking a deal or selling products between two companies. Many companies do not use nano influencers for selling their brand products, but as everybody knows how important loyalty and a good engagement rate these influencers have with their customers are, one can consider and implement the same in the business as well. In this the authors have been done based on the interview method through telephonic calls, where the researchers interviewed the clients of serval reputed companies and collected their feedback on their sayings. The researchers have asked the clients several questions related to their marketing strategies, what do they think about influencer marketing and will they allow nano influencers to sell the products to other business companies. After collecting all the feedback, the researchers have analysed the responses and came up with solutions. The empirical aspect of the paper reveals that there is a strong pattern and a high probability for companies to use LinkedIn influencers in their business to expand their presence, boost overall revenue, and improve brand equity within companies.
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Yaghtin, Shahrzad, Hossein Safarzadeh, and Mehdi Karimi Zand. "Planning a goal-oriented B2B content marketing strategy." Marketing Intelligence & Planning 38, no. 7 (May 19, 2020): 1007–20. http://dx.doi.org/10.1108/mip-11-2019-0559.
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PurposeThe main objective of this study is identification of the key factors in planning digital content marketing (DCM) strategy in line with the corporate's main marketing objectives in the B2B sector.Design/methodology/approachIn order to identify the different content types and their corresponding marketing goals, content analysis method was served to analyze the content of Instagram pages of 24 top-ranked corporates from three different industries. SPSS version 22 was used to investigate the significant difference levels and the mean ranks of identified content types.FindingsThe findings uncovered the twelve content types which are commonly published by the corporates in line with their main marketing goals in the B2B sector. Furthermore, the results revealed the most valuable content types from the B2B audiences' viewpoint and the most efficient content types in persuading audiences to participate in conversations.Research limitations/implicationsThis study sheds some light on the ambiguous facets of DCM in the B2B sector, and its findings is useful as the starting point for the scholars who intend to investigate the various aspects of DCM and for the practitioners who work in the related fields.Originality/valueThis research offers a novel contribution to using Instagram as a DCM platform in the B2B sector. Also it contributes to identifying the main factors in communicating to B2B audiences through DCM.
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Paschen, Jeannette, Jan Kietzmann, and Tim Christian Kietzmann. "Artificial intelligence (AI) and its implications for market knowledge in B2B marketing." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1410–19. http://dx.doi.org/10.1108/jbim-10-2018-0295.
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Purpose The purpose of this paper is to explain the technological phenomenon artificial intelligence (AI) and how it can contribute to knowledge-based marketing in B2B. Specifically, this paper describes the foundational building blocks of any artificial intelligence system and their interrelationships. This paper also discusses the implications of the different building blocks with respect to market knowledge in B2B marketing and outlines avenues for future research. Design/methodology/approach The paper is conceptual and proposes a framework to explicate the phenomenon AI and its building blocks. It further provides a structured discussion of how AI can contribute to different types of market knowledge critical for B2B marketing: customer knowledge, user knowledge and external market knowledge. Findings The paper explains AI from an input–processes–output lens and explicates the six foundational building blocks of any AI system. It also discussed how the combination of the building blocks transforms data into information and knowledge. Practical implications Aimed at general marketing executives, rather than AI specialists, this paper explains the phenomenon artificial intelligence, how it works and its relevance for the knowledge-based marketing in B2B firms. The paper highlights illustrative use cases to show how AI can impact B2B marketing functions. Originality/value The study conceptualizes the technological phenomenon artificial intelligence from a knowledge management perspective and contributes to the literature on knowledge management in the era of big data. It addresses calls for more scholarly research on AI and B2B marketing.
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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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Jain, Varsha, Subhadip Roy, and Ashok Ranchhod. "Marketing brand Aava: not as simple as water." Emerald Emerging Markets Case Studies 3, no. 6 (November 14, 2013): 1–15. http://dx.doi.org/10.1108/eemcs-05-2013-0062.
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Subject area The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy. Study level/applicability This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy. Case overview The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands. Expected learning outcomes The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.