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Relevant bibliographies by topics / Industrial marketing – Management / Journal articles

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Journal articles on the topic 'Industrial marketing – Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 3 (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 (2007): 843. http://dx.doi.org/10.1016/j.indmarman.2007.06.002.

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3

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

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4

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 1 (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 (2008): 117–19. http://dx.doi.org/10.1016/j.indmarman.2008.01.004.

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6

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

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7

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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8

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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9

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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10

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

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11

Vieira, Francisco, and Carlos Brito. "Science mapping in industrial marketing." Journal of Business & Industrial Marketing 30, no. 1 (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 producti

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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 differen

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13

Lagrosen, Stefan. "The Role of Knowledge Management in Industrial Marketing." International Journal of Knowledge and Systems Science 6, no. 2 (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 c

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14

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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15

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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16

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

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17

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 (2013): 275–82. http://dx.doi.org/10.1016/j.indmarman.2013.02.001.

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18

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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19

Merigó, José M., Anna M. Gil-Lafuente, and Jaime Gil-Lafuente. "Business, industrial marketing and uncertainty." Journal of Business & Industrial Marketing 31, no. 3 (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

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20

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

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21

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 (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 base

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22

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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23

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

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24

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 th

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25

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

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26

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

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27

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

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28

Ramaswamy, Venkatram, Hubert Gatignon, and David J. Reibstein. "Competitive Marketing Behavior in Industrial Markets." Journal of Marketing 58, no. 2 (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

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29

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

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30

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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31

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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32

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

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33

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

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34

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

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35

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

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36

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

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37

Chatterjee, P. K., and A. Prasad. "Strategic Issues for KAM Implementation in Industrial Marketing." Vision: The Journal of Business Perspective 7, no. 2 (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

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38

Considine, John J., and Wally J. Elmer. "Penetrating The Industrial Market: A Case Study." Journal of Applied Business Research (JABR) 5, no. 1 (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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39

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 (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

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40

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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41

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

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42

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 (2020): 535–48. http://dx.doi.org/10.17512/pjms.2020.22.2.35.

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43

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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44

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 goa

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45

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

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46

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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47

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 an

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48

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 (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 sta

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49

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

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50

Erlygina, E., and A. Vasilyeva. "Features of Marketing in the Agro-Industrial Complex." Bulletin of Science and Practice 6, no. 12 (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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