Journal articles: 'Industrial marketing – Management'

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LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 3 (May 2008): 245–46. http://dx.doi.org/10.1016/j.indmarman.2008.03.001.

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LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 36, no. 7 (October 2007): 843. http://dx.doi.org/10.1016/j.indmarman.2007.06.002.

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LaPlaca, Peter J. "Industrial Marketing Management,." Industrial Marketing Management 36, no. 8 (November 2007): 1019–21. http://dx.doi.org/10.1016/j.indmarman.2007.08.001.

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LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 1 (January 2008): 1–2. http://dx.doi.org/10.1016/j.indmarman.2007.09.004.

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LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 37, no. 2 (April 2008): 117–19. http://dx.doi.org/10.1016/j.indmarman.2008.01.004.

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Korzh, Maryna, and Sviatoslav Zhukov. "Psychological aspects of change management in the industrial marketing." Journal of Law and Psychology 4, no. 1 (November 30, 2013): 28–36. http://dx.doi.org/10.7813/jlp.2013/4-1/4.

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Krings, Werner, Roger Palmer, and Alessandro Inversini. "Industrial marketing management digital media optimization for B2B marketing." Industrial Marketing Management 93 (February 2021): 174–86. http://dx.doi.org/10.1016/j.indmarman.2021.01.002.

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Lindgreen, Adam, and C. Anthony Di Benedetto. "The future of Industrial Marketing Management." Industrial Marketing Management 67 (November 2017): 1–4. http://dx.doi.org/10.1016/j.indmarman.2017.09.009.

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Penn, William. "Marketing industrial consulting." Services Marketing Quarterly 1, no. 1 (1985): 89–96. http://dx.doi.org/10.1080/15332969.1985.9984788.

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LaPlaca, Peter J. "Contributions to marketing theory and practice from Industrial Marketing Management." Journal of Business Research 38, no. 3 (March 1997): 179–98. http://dx.doi.org/10.1016/s0148-2963(96)00128-2.

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Vieira, Francisco, and Carlos Brito. "Science mapping in industrial marketing." Journal of Business & Industrial Marketing 30, no. 1 (February 3, 2015): 105–15. http://dx.doi.org/10.1108/jbim-02-2014-0027.

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Purpose – This study aims to map scientific knowledge in industrial marketing. Design/methodology/approach – The research was conducted on the basis of a quantitative and descriptive research using scientometric analysis based on scientific records. It analyzes more than 14,000 scientific records on the Scopus database from 1956 to 2009. The sample fits Bradford’s and Lotka’s power laws of distribution of science in use. Findings – The study reveals the existence of four stages: the genesis of this stream of research (1956-1984), the early development (1985-1995), the consolidation of production (1996-2003) and the phase of scientific maturity (from 2004) with an increasing number of records in recent years. Regarding authorship, there is a clear predominance of single authorship and an average increase in the number of authors per record from one to two authors for recent years. The main sources of knowledge are the Journal of Business & Industrial Marketing and the Industrial Marketing Management journal. A statistical significance is shown between the number of records and the number of papers per journal, highlighting that Management Science and Industrial Marketing Management journals are the most cited sources. Practical implications – Practitioners find in this paper a sound basis for a wide perspective of the key issues addressed by researchers on industrial marketing over the past decades, as well as good insights in terms of the main challenges faced by companies in this field. Originality/value – Evidence was found of the existence of a long tail behavior in scientific literature of industrial marketing regarding chronology, sources, number of records with a single author and number of records cited.

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Amelnytska, Olena, Olena Mizina, and Maryia Amelnytska. "IMPROVEMENT OF MARKETING STRATEGIC MANAGEMENT AT THE INDUSTRIAL ENTERPRISE." Economical 1, no. 1(22) (2020): 5–17. http://dx.doi.org/10.31474/1680-0044-2020-1(22)-5-17.

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Purpose. Development of theoretical foundations and development of methodological recommendations for the formation and improvement of marketing management strategies in industrial enterprises, taking into account the specifics of their industry affiliation. Method. The study of the essence and components of strategic marketing management is based on the methods of systems analysis and synthesis. The analysis of the stages of formation of strategic marketing management at an industrial enterprise is carried out on the basis of structural and logical methods. Results. The approaches of different scientific schools to the formation of concepts of strategic management of marketing activities are analyzed. It is found out that strategic management of marketing activity uses methods of development of the general strategy which is a basis of certain functional strategies (marketing, production, financial, personnel, innovative), and mechanisms of their realization for the purpose of achievement of conformity of mission, the purposes and internal potential of the enterprise. external environment. The directions of formation of marketing management strategy at the coal mining enterprise on the basis of the carried-out researches are substantiated: definition of mission, the purposes and tasks of marketing at all levels of marketing management; substantiation of the strategy of partnership interaction. The stages of formation of marketing management strategy at the coal mining enterprise are offered. On the basis of the collected quantitative and qualitative data, with the use of the information received at filling in of the questionnaire and the analytical information the SWOT-analysis of marketing activity of mine is carried out. Based on the generalization of the analysis, it is appropriate to propose a general sequence of interaction strategy using the allocation of the integrator as a sequence of stages of strategy planning in the supply and marketing channels based on marketing partnerships. Scientific novelty. The stages of formation of marketing management strategy at an industrial enterprise are substantiated taking into account the specifics of its branch affiliation and strategy of interaction on the basis of allocation of the integrator enterprise and formation of marketing of partnership relations. Practical significance. The obtained results of the research determine the general directions of improvement of marketing strategic management at the industrial enterprise by definition of strategy formation stages of marketing and marketing of partner relations

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Lagrosen, Stefan. "The Role of Knowledge Management in Industrial Marketing." International Journal of Knowledge and Systems Science 6, no. 2 (April 2015): 16–30. http://dx.doi.org/10.4018/ijkss.2015040102.

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The purpose of this paper is to examine the role that knowledge management plays in making industrial marketing sustainable. In order to examine sustainability over time, a longitudinal study has been carried out. Three multinational companies, Atlas Copco, SKF and Volvo are followed from their inception, in 1873, 1907 and 1927 to present time. Due to the long time span involved most of the empirical data collection is carried out in the form of internal and external document studies. The data is analysed using the constant comparative technique from the grounded theory approach. A framework combining knowledge management and industrial marketing is proposed. The research has interesting implications for the scientific understanding of industrial marketing, as the field of knowledge management has not been previously integrated and many aspects of marketing are knowledge driven processes. Moreover, the framework that is proposed should be useful for managers of industrial companies in their efforts of making their marketing more sustainable.

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Ellram, Lisa M., and Monique L. Ueltschy Murfield. "Supply chain management in industrial marketing–Relationships matter." Industrial Marketing Management 79 (May 2019): 36–45. http://dx.doi.org/10.1016/j.indmarman.2019.03.007.

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Martínez-López, Francisco J., José M. Merigó, Juan Carlos Gázquez-Abad, and José Luis Ruiz-Real. "Industrial marketing management: Bibliometric overview since its foundation." Industrial Marketing Management 84 (January 2020): 19–38. http://dx.doi.org/10.1016/j.indmarman.2019.07.014.

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Ndubisi, Nelson Oly, and Margaret Jekanyika Matanda. "Industrial Marketing Strategy and B2B Management by SMEs." Industrial Marketing Management 40, no. 3 (April 2011): 334–35. http://dx.doi.org/10.1016/j.indmarman.2010.08.001.

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Peters, Linda D., Andrew D. Pressey, Markus Vanharanta, and Wesley J. Johnston. "Theoretical developments in industrial marketing management: Multidisciplinary perspectives." Industrial Marketing Management 42, no. 3 (April 2013): 275–82. http://dx.doi.org/10.1016/j.indmarman.2013.02.001.

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Markovic, Stefan, Elina Jaakkola, Adam Lindgreen, and C. Anthony Di Benedetto. "Editorial: Introducing interdisciplinary research in Industrial Marketing Management." Industrial Marketing Management 93 (February 2021): A1—A3. http://dx.doi.org/10.1016/j.indmarman.2021.01.017.

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Merigó, José M., Anna M. Gil-Lafuente, and Jaime Gil-Lafuente. "Business, industrial marketing and uncertainty." Journal of Business & Industrial Marketing 31, no. 3 (April 4, 2016): 325–27. http://dx.doi.org/10.1108/jbim-02-2016-0042.

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Purpose This special issue of the Journal of Business & Industrial Marketing, entitled “Business, Industrial Marketing and Uncertainty”, presents selected extended studies that were presented at the European Academy of Management and Business Economics Conference (AEDEM 2012). Design/methodology/approach The main focus of this year was reflected in the slogan: “Creating new opportunities in an uncertain environment”. The objective was to show the importance that uncertainty has in our current world, strongly affected by many complexities and modern developments, especially through the new technological advances. Findings One fundamental reason that explains the economic crisis is that the government and companies were not well prepared for these critical situations. And the main justification for this is that they did not have enough information. Otherwise, they would have tried any possible strategy to avoid the crisis. Usually, uncertainty is defined as the situation with unknown information in the environment. Originality/value From a theoretical perspective, the problem here is that enterprises and governments should assess the information and the uncertainty in a more appropriate way. Usually, they have some studies in this direction, but many times, it is not enough, as it was proved in the last economic crisis.

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Arinze, B., and J. Burton. "A simulation model for industrial marketing." Omega 20, no. 3 (May 1992): 323–35. http://dx.doi.org/10.1016/0305-0483(92)90037-8.

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Ekman, Peter, Cecilia Erixon, and Peter Thilenius. "Information technology utilization for industrial marketing activities: the IT–marketing gap." Journal of Business & Industrial Marketing 30, no. 8 (October 5, 2015): 926–38. http://dx.doi.org/10.1108/jbim-01-2014-0014.

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Purpose – This study aims to investigates the possible gap between the logic of these information technology (IT) systems and industrial firms’ marketing practices. Industrial firms rely extensively on IT systems for their business. Design/methodology/approach – Based on the contemporary marketing practice (CMP) model, which depicts firms’ marketing practice as ranging from transactional to more relational and networked-based, the logic of IT systems and how users in industrial firms adopt them are amended to create an extended model. The extended model is used to analyze an in-depth case based on 63 interviews regarding one industrial firm’s business with customers and suppliers and how IT is utilized in this setting. Findings – Results show that industrial firms’ relationship-oriented business is poorly supported by currently used IT systems. This gap between the IT systems, which are transaction-focused, and industrial firms’ marketing practice, which is relationship-based, has severe effects on adoption and efficiency of IT systems. The marketers prefer local, non-integrated, IT with limited usefulness on an overall firm level while resisting the firms’ comprehensive IT systems. This forms an IT–marketing gap given that current IT does not match the marketing practice of relationship-oriented industrial firms. Originality/value – This study applies an extended CMP model in a novel way focusing one industrial firm, its customers and suppliers and the IT used in this setting. The study shows that all marketing practices of the CMP model can be found in one firm’s business, albeit one category, i.e. interaction marketing (a relationship approach), is dominating. The use of the CMP framework offers new and valuable insights into the fundamental cause to the industrial marketers’ limited use of integrated IT.

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Dayan, Mumin, and Nelson Oly Ndubisi. "B2B service innovation and global industrial service management." Industrial Marketing Management 89 (August 2020): 140–42. http://dx.doi.org/10.1016/j.indmarman.2019.08.006.

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Söhnchen, Florian, and Sönke Albers. "Pipeline management for the acquisition of industrial projects." Industrial Marketing Management 39, no. 8 (November 2010): 1356–64. http://dx.doi.org/10.1016/j.indmarman.2010.04.001.

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Fomichenko, I., O. Kondratenko, T. Rudenko, and M. Brant. "Organization of Marketing Activities of Industrial Enterprises in Modern Business Conditions." Economic Herald of the Donbas, no. 3 (61) (2020): 139–45. http://dx.doi.org/10.12958/1817-3772-2020-3(61)-139-145.

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The article considers topical issues of organization of marketing activities at industrial enterprises. The reasons for the need to implement and use methods and tools of modern marketing are indicated. The components and separate functional tasks of marketing activity at industrial enterprises are given. The stages of formation of the marketing management system of the enterprise are revealed. It is noted that a systematic approach to marketing management of the enterprise involves the use of marketing tools in the management process. The main elements of the marketing management system of the enterprise are investigated. Peculiarities and forms of manifestation of peculiarities of marketing activity organization at industrial enterprises in modern market conditions are revealed. 3D-marketing as an innovative tool of marketing activity is singled out, the spheres of its application, advantages of use, and also characteristic differences from traditional marketing are resulted.

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Ramaswamy, Venkatram, Hubert Gatignon, and David J. Reibstein. "Competitive Marketing Behavior in Industrial Markets." Journal of Marketing 58, no. 2 (April 1994): 45. http://dx.doi.org/10.2307/1252268.

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Wagner, William B., and Srinath Gopalakrishna. "Incorporating shortage strategies in industrial marketing." Journal of Business & Industrial Marketing 16, no. 7 (December 2001): 540–52. http://dx.doi.org/10.1108/eum0000000006191.

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Cooke, Ernest F. "What Is Business And Industrial Marketing?" Journal of Business & Industrial Marketing 1, no. 1 (January 1986): 9–17. http://dx.doi.org/10.1108/eb006008.

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Ramaswamy, Venkatram, Hubert Gatignon, and David J. Reibstein. "Competitive Marketing Behavior in Industrial Markets." Journal of Marketing 58, no. 2 (April 1994): 45–55. http://dx.doi.org/10.1177/002224299405800204.

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The authors outline a conceptual framework for analyzing differences in competitive marketing behavior of businesses in established industrial markets. They explicitly distinguish between retaliatory and cooperative marketing behavior. The structural characteristics of the served markets and the competitive positions of businesses are postulated to affect the nature and likelihood of retaliatory and cooperative behavior with respect to price and sales force expenditures. The authors specify different models explaining these dimensions of competitive marketing behavior at the strategic business unit level and test their hypotheses by estimating the various competitive behavior models using relevant data obtained from the PIMS (Profit Impact of Market Strategies) Program. The empirical results support several theoretical arguments and provide insights into the determinants of competitive marketing behavior in industrial markets.

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LaPlaca, Peter J. "Industrial Marketing Management, Vol. 32, No. 1, January, 2003." Industrial Marketing Management 32, no. 1 (January 2003): 1. http://dx.doi.org/10.1016/s0019-8501(02)00275-4.

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Johnsen, Thomas E. "Purchasing and supply management in an industrial marketing perspective." Industrial Marketing Management 69 (February 2018): 91–97. http://dx.doi.org/10.1016/j.indmarman.2018.01.017.

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Naudé, Peter, and Catherine Sutton-Brady. "Relationships and networks as examined in Industrial Marketing Management." Industrial Marketing Management 79 (May 2019): 27–35. http://dx.doi.org/10.1016/j.indmarman.2019.03.006.

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LaPlaca, Peter J. "Industrial Marketing Management, Vol. 33 No. 7, October 2004." Industrial Marketing Management 33, no. 7 (October 2004): iii—iv. http://dx.doi.org/10.1016/j.indmarman.2004.09.001.

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LaPlaca, Peter J. "Industrial marketing management, Vol. 33 No. 8, November 2004." Industrial Marketing Management 33, no. 8 (November 2004): iv—v. http://dx.doi.org/10.1016/j.indmarman.2004.09.004.

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LaPlaca, Peter J. "Industrial Marketing Management, Vol 35 No 2 (February 2006)." Industrial Marketing Management 35, no. 2 (February 2006): 113–15. http://dx.doi.org/10.1016/j.indmarman.2005.12.001.

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LaPlaca, Peter J. "Industrial Marketing Management, Vol 35 No 4 (May 2006)." Industrial Marketing Management 35, no. 4 (May 2006): 403–4. http://dx.doi.org/10.1016/j.indmarman.2006.02.001.

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Azad, Naser. "Critical success factors in industrial marketing supply chain management." Management Science Letters 2, no. 7 (October 1, 2012): 2667–72. http://dx.doi.org/10.5267/j.msl.2012.08.019.

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Chatterjee, P. K., and A. Prasad. "Strategic Issues for KAM Implementation in Industrial Marketing." Vision: The Journal of Business Perspective 7, no. 2 (July 2003): 25–35. http://dx.doi.org/10.1177/097226290300700202.

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The relevance of Key Account Management (KAM) is a well established fact and its practice an essential requirement. There is a consensus among researchers and marketing practitioners with respect to industrial marketing firms, especially those who have limited customer base and have strategic dependence on a few key customers. However, despite the emphasis, many industrial marketing firms are still to address the issue in the desired manner. This article is an attempt to bridge the gap between what has been established and what needs to be done further. This study differs from earlier studies as it focuses on the strategic issues associated with the implementation of KAM in the context of marketing of industrial products, capital goods/installations. Since the article is based on literature survey, opinion survey of industrial marketing managers, and authors' own practising-cum-preaching experience in this field, it can find its applicability as a blue print for industrial marketing managers in making KAM happen in their organisation.

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Considine, John J., and Wally J. Elmer. "Penetrating The Industrial Market: A Case Study." Journal of Applied Business Research (JABR) 5, no. 1 (October 26, 2011): 90. http://dx.doi.org/10.19030/jabr.v5i1.6382.

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Adoption of the marketing concept has not come easily in industrial markets. Sales effort and product orientation appears to receive an inordinate amount of attention even in highly mature, saturated markets. Resistance to marketing can encourage new competitors possessing technology and marketing skills to invade these once stagnant market segments. This paper identifies one firms attempt to thwart such invasion by developing and implementing sound marketing strategy.

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M. Taraniuk, Leonid, Denys S. Kobyzskyi, and Mark Thomson. "Estimation of the marketing potential of industrial enterprises in the period of re-engineering of business processes." Problems and Perspectives in Management 16, no. 2 (June 22, 2018): 412–23. http://dx.doi.org/10.21511/ppm.16(2).2018.37.

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Activity of business entities requires a constant increase in the level of their economic potential and the level of competitiveness of the products on the market. This task can be fulfilled provided the concept of constant economic growth is formed in the activity of enterprises, which can be implemented through the management of changes in the economic activity of enterprises. One of the components is the marketing activity, which plays one of the leading roles in shaping the sustainable development of an industrial enterprise when carrying out transformational changes in its activity. These changes, which are the re-engineering of business processes, help the company management adapt to the changing market (marketing) environment and optimize the internal business processes. The relevance of the research is undeniable. The article presents the main directions of transition to the effective marketing activity in the period of re-engineering of industrial enterprises’ business processes based on the analysis of the main trends of marketing and innovation activities of economic entities from different countries. The authors developed the indices that characterize the marketing potential of the company during the business processes’ re-engineering. They proposed to use an integral index of the company’s marketing potential during radical transformations and to take effective management decisions based on the prevailing range of its criteria values when carrying out an economic estimation of the company’s marketing potential in the period of business processes’ re-engineering. The results obtained from the calculations demonstrate the final estimation of the industrial enterprise’s marketing potential during the business processes’ re-engineering, which allows the top management of the industrial company to determine the level of performance of the company marketing activity and make sound managerial decisions for its further development.

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Di Benedetto, C. Anthony, and Adam Lindgreen. "Introduction: Commentaries on the Citation Classics in Industrial Marketing Management." Industrial Marketing Management 79 (May 2019): 1–2. http://dx.doi.org/10.1016/j.indmarman.2019.03.002.

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Nairn, Agnes, Laurence Ede, and Pete Naudé. "Multivariate statistics in industrial marketing management: A practitioner tool kit." Industrial Marketing Management 33, no. 7 (October 2004): 573–82. http://dx.doi.org/10.1016/j.indmarman.2003.12.004.

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Székely, Szilard, Zsombor Csata, Lucian-lonel Cioca, and Adriana Benedek. "INDUSTRIAL MARKETING 4.0 - UPGRADING THE INDUSTRIAL COSTUMERS’ PATH TO THE DIGITAL ECONOMY." Polish Journal of Management Studies 22, no. 2 (December 2020): 535–48. http://dx.doi.org/10.17512/pjms.2020.22.2.35.

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Lindgreen, Adam, and C. Anthony Di Benedetto. "Citation classics from Industrial Marketing Management: Celebrating forty-seven years of publications on business-to-business marketing management." Industrial Marketing Management 73 (August 2018): 1–6. http://dx.doi.org/10.1016/j.indmarman.2017.10.003.

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HORODETSKA, TETIANA, and ALLA IVASHCHENKO. "Innovative marketing in the strategic management of an industrial enterprise." Economics. Finances. Law, no. 4 (April 17, 2020): 6–12. http://dx.doi.org/10.37634/efp.2020.4.1.

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The article proposes a methodical approach that determines the economic efficiency of the optimization procedure. It is expressed through transport gain - a potential reduction in the route of transportation of products compared to the initial transport scheme. The main task of logistics solutions in the freight forwarding system is to ensure the efficiency and flexibility of the vehicle management system. At the same time, the interaction of management bodies from the beginning of creation of the goods to the moment of unloading to its customer must be established. In order to achieve the goal of transport logistics - to fulfill deliveries on the specified conditions in the appropriate quantity, quality and within the stated time, it is necessary to dwell on the issues of operational management of transport and logistics activities. In the course of scientific research it was determined that in modern conditions the productivity of the production enterprise is largely influenced by transport costs. Therefore, there is a need to optimize traffic flows. The structural-logical scheme of the process of choosing the resource-saving technology for the organization of cargo transportation in small lots in the city connection for the meat processing enterprise is proposed. Such a mechanism will ensure compliance with the key rules of logistics and further enhance its own fleet of vehicles.

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Lee, Won-jun. "The Fourth Industrial Revolution and Changes in Management and Marketing." Korea Business Review 22, no. 1 (February 28, 2018): 177–93. http://dx.doi.org/10.17287/kbr.2018.22.1.177.

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Bilovol, Raisa, and Alina Chaikina. "IMPROVING MARKETING LOGISTICS MANAGEMENT OF ENTERPRISES OF AGRO-INDUSTRIAL COMPLEX." Baltic Journal of Economic Studies 2, no. 5 (2016): 16–21. http://dx.doi.org/10.30525/2256-0742/2016-2-5-16-21.

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Šimberová, Iveta. "Company strategic marketing management – synergic approach and value creating." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 58, no. 6 (2010): 543–52. http://dx.doi.org/10.11118/actaun201058060543.

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The paper aims to introduce a synergic approach to the strategic marketing management, which appears to be a challenge with respect to enhancing competitiveness of industrial companies in a small open economy. The potential of these companies consists in managing relations with the key stakeholders, which by means of effective establishing, maintaining and terminating of the mutual relations leads to developing of marketing networks, enables more effective tradeability of their offers, besides domestic embracing also global markets. The success of these relationships depends on the quantity and quality of mutual exchanges and in particular on the strengthening socially and knowledge-based links. The theoretical principles underlying the synergic approach within the marketing management are closely connected with the present marketing concepts, a new approach to the value creating, effectiveness of marketing activities and will form a basis for research of the industrial companies within the Czech Republic with the orientation to marketing activities effectiveness and performance of the company. The methods used in the paper are secondary analysis of statistics, analysis of scientific and professional literature, reports and researches of authors. The scientific aim of the paper is to review of current situation in this area and to create theoretical basis for the research on the industrial market.

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M. Taraniuk, Leonid, Denys S. Kobyzskyi, Karina Taraniuk, and Violeta Dimitrova. "Personnel aspects of marketing activity reengineering at the industrial enterprises." Innovative Marketing 14, no. 2 (August 10, 2018): 26–34. http://dx.doi.org/10.21511/im.14(2).2018.03.

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While implementing the radical transformations, such as the business processes reengineering in the work of industrial enterprises, there is a need to increase the personnel operating efficiency in the business processes redesign. The urgent increase of control by the top management of companies is demanded for observing the procedure and standards of business processes reengineering at the enterprises in order to increase its cost effectiveness. Therefore, the relevance of the scientific research subject is indisputable. The research works of academic economists concerning the features of staffing for the business processes reengineering of companies are analyzed. The ways to overcome the resistance to organizational changes of industrial enterprises by the staff are developed. The description of the effective members of the reengineering team in the work of the company has been improved by forming special features of each member of the reengineering team. The personal and professional competencies of the personnel are shaped and offered as the most effective ones for successful realization of marketing activity reengineering at the industrial enterprises. A questionnaire was developed as part of the analysis and selection of personnel during the marketing activities reengineering at the industrial enterprises. The resulting component of the questionnaire was developed for making managerial decision on personnel selection in reengineering teams.

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Gaski, John F. "The Impact of Environmental/ Situational Forces on Industrial Channel Management." European Journal of Marketing 23, no. 2 (February 1989): 15–30. http://dx.doi.org/10.1108/eum0000000000543.

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Erlygina, E., and A. Vasilyeva. "Features of Marketing in the Agro-Industrial Complex." Bulletin of Science and Practice 6, no. 12 (December 15, 2020): 286–91. http://dx.doi.org/10.33619/2414-2948/61/31.

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The article discusses the features of marketing in the agro-industrial complex. The analysis of the dynamics of agricultural production is carried out. The process of marketing activity management is presented. The main problems of agromarketing are considered and ways to solve them are presented.

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Journal articles on the topic 'Industrial marketing – Management'

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