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Arizumi, Tadaaki, Tomohiro Minami, Hirokazu Chishina, Masashi Kono, Masahiro Takita, Norihisa Yada, Satoru Hagiwara, et al. "Impact of Tumor Factors on Survival in Patients with Hepatocellular Carcinoma Classified Based on Kinki Criteria Stage B2." Digestive Diseases 35, no. 6 (2017): 583–88. http://dx.doi.org/10.1159/000480186.
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Background: Tumors classified based on the Barcelona Clinic Liver Cancer (BCLC) stage B hepatocellular carcinoma (HCC) are heterogeneous in nature. Previously, the Kinki criterion was proposed for a more precise subclassification of tumors in BCLC-stage B. However, tumors in sub-stage B2 include various size and number of HCCs even with the Kinki criteria, which could lead to heterogeneity for overall survival (OS). In this study, we assessed how the size and number of tumors affect the OS and time to progression (TTP) in patients with Kinki criteria stage B2 tumors and treated with transarterial chemoembolization (TACE). Methods: Of 906 HCC patients treated with TACE at Kindai University Hospital, 236 patients with HCC considered as Kinki criteria stage B2 were examined. They were classified into the following 4 groups according to the maximum tumor diameter and number of tumors: B2a group, tumor size ≤6 cm and total number of tumors ≤6; B2b group, size ≤6 cm and number >6; B2c group, size >6 cm and number ≤6; and B2d group, size >6 cm and number >6. The OS and TTP of patients in each group were compared. Results: There were 131 patients (55.5%) in the B2a group, 58 (24.6%) in the B2b group, 41 (17.4%) in the B2c group, and 6 (0.03%) in the B2d group. Comparison of the survivals revealed that the median OS was 2.8 years (95% CI 2.0-3.5) in the B2a group, 2.8 years (95% CI 2.0-3.3) in the B2b group, 1.9 years (95% CI 0.8-4.0) in the B2c group, and 2.3 years (95% CI 1.2-ND [no data]) in the B2d group, respectively (p = 0.896). The median TTP in B2a, B2b, B2c, and B2d sub-substage HCC were13.2, 12.1, 13.8, and 11.5 months, respectively (p = 0.047). The median TTP in B2a + B2c sub-substage patients was longer than that in B2b + B2d sub-substage HCC patients (14.0 months and 10.4 months; p = 0.002). Conclusion: No significant differences were observed in the OS among HCC patients subclassified based on the maximum tumor diameter and tumor number in Kinki criteria stage B2. Consequently, Kinki criteria stage B2 HCC is a homogeneous subgroup in terms of OS prediction. However, shorter TTP in B2b+B2c sub-substage HCC patients than that in B2a + B2c sub-substage HCC patients suggests that different treatment strategy, such as systemic therapy with targeted agents instead of TACE, may be suitable to preserve the liver function.
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Awa, Awa, Anti Riyanti, and Apay Safari. "Eksplorasi Model Bisnis E-Commerce dan Penerapannya pada Industri Pariwisata." Tourism Scientific Journal 10, no. 1 (December 30, 2024): 103–29. https://doi.org/10.32659/tsj.v10i1.401.
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Successful e-commerce companies have business models that leverage the uniqueness of the web, providing real value to customers. Understanding and awareness of the importance of e-commerce business with its various models among business actors is still low. Implementation, especially in the tourism industry, is also not optimal, so it cannot improve company performance. The purpose of the study was to comprehensively explore e-commerce business models and their application to the tourism industry, which has never been done before. The method used is library research, using critical analysis techniques. This study found 36 e-commerce business models: B2B, B2C, C2C, C2B, B2B2C, B2G, G2B, C2G, G2C, G2E, G2G, B2A, C2A, O2O, B2P, C2P, G2P, P2C, P2G, P2B, P2P, Mobile Commerce (M-Commerce), Social Commerce, Influencer Commerce, Video Commerce, Direct-to-Consumer (D2C), Dropshipping Model, Wholesaling & Warehousing Model, Private Label & White Label, Subscription E-Commerce, Marketplace E-Commerce Model, Niche E-Commerce, Digital Products & Downloads, Brick-and-Click, Business Process Reengineering (BPR), and Canvas in E-Commerce. The use of e-commerce in the tourism industry is known as electronic tourism (e-tourism) and tourism e-commerce. In its implementation, there are 22 e-commerce business models, including: B2B, B2C, C2C, C2B, B2G, B2B2C, G2G, G2B, G2C, G2E, M-Commerce, B2E, G2B2C, G2N, G2V, and there is a new model based on tourism supermarket & adaptable workflow mechanism-M-TSAW. Each of these models has its own characteristics, and there are several impacts of e-commerce on the tourism industry.
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Sluyterman, Keetie. "B2B or B2C?" BMGN - Low Countries Historical Review 132, no. 3 (August 2017): 11–36. http://dx.doi.org/10.18352/bmgn-lchr.10397.
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Tang, Jian, Daqian Lyu, Fangling Zeng, Yulong Ge, and Runzhi Zhang. "Modelling and Assessment of BDS-3 Real-time Precise Point Positioning Time Transfer Based on PPP-B2b Service." Mathematical Problems in Engineering 2022 (September 27, 2022): 1–16. http://dx.doi.org/10.1155/2022/4054179.
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In 2020, users in and around China had access to a new real-time precise point positioning (RTPPP) service with the BeiDou global navigation satellite system (BDS-3) B2b (PPP-B2b) signal. In this study, the quality of PPP-B2b products is first assessed and compared with the CNAV1 broadcast ephemeris. Then a mode of BDS-3 PPP time transfer with PPP-B2b (B2b-RTPPP) is developed and evaluated in static and kinematic modes. The results demonstrate that the discontinuity of orbit is improved by applying the PPP-B2b, and its root mean square errors (RMSEs) are 0.081 m, 0.165 m, and 0.107 m in the radial, along-track, and cross-track components, respectively. The standard deviation (STD) of the PPP-B2b clock offset is 0.08 ns, greatly better than that of the broadcast clock offset. For time transfer, the type A uncertainty of the B2b-RTPPP solution is approximately 0.1 ns in static mode, and approximately 0.3 ns in kinematic mode. The B1I/B3I B2b-RTPPP time transfer solution performs better than the B1C/B2a solution. For frequency stability, the modified Allan deviation (MDEV) of the B2b-RTPPP solution is comparable to that of the post-processing solution. The B1C/B2a combination has better short-term frequency stability than B1I/B3I, while the long-term frequency stability of B1C/B2a is worse. In addition, the contribution of the differential code bias (DCB) to B2b-RTPPP time transfer is also investigated. The type A uncertainty of the B2b-RTPPP solution without DCB correction is worse than that of the B2b-RTPPP solution with DCB correction. The B1C/B2a B2b-RTPPP solution without DCB correction has better frequency stability than the B1I/B3I B2b-RTPPP solution.
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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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Borio, Daniele. "Meta-Signal Processing with Data/Pilot Combining for Beidou B2 Signals." Remote Sensing 16, no. 14 (July 10, 2024): 2537. http://dx.doi.org/10.3390/rs16142537.
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Beidou Navigation Satellite System (BDS) third generation satellites currently broadcast Open Service (OS) signals into two closely spaced Radio Frequencies (RFs) in the B2 band. These are the B2a and B2b signal components, which form the current implementation of the Asymmetric Constant-Envelope Binary Offset Carrier (ACE-BOC) modulation. The B2a signal features both a data and a pilot channel, whereas the B2b component is data only with data symbols of 1 ms duration. The absence of a pilot channel and the fast data rate make the processing of the B2b component challenging. Tracking performance can, however, be improved by jointly processing the B2a and B2b components. In this respect, meta-signal approaches are investigated for jointly processing the B2a and B2b signals. Two meta-signal tracking architectures are proposed: the first considers the pilot channel of the B2a component and the data channel of the B2b signal. The second exploits all the power available and also implements data/pilot combining on the B2a channel. Both architectures allow the extension of the integration time beyond the data symbol duration using non-coherent approaches. Theoretical results are supported by simulations and real data analysis performed using a custom Software Defined Radio (SDR) receiver. Simulation and experimental results clearly show the benefits of the meta-signal approach, which can be effectively adopted for the processing of asymmetric modulations such as the current implementation of the ACE-BOC, which lacks a pilot channel on the B2b component.
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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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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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Xu, Wei, Wenbin Shen, Lei Liang, Chao Yan, Pengfei Zhang, Lei Wang, and Jia Song. "Carrier Phase Common-View Single-Differenced Time Transfer via BDS Penta-Frequency Signals." Remote Sensing 16, no. 21 (October 23, 2024): 3955. http://dx.doi.org/10.3390/rs16213955.
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The BeiDou Navigation Satellite System (BDS-3) has officially provided services worldwide since July 2020. BDS-3 has added new signals for B1C, B2a and B2b based on old BDS-2 B1I and B3I signals, which brings opportunities for achieving high-precision time transfer. In this research, the BDS-3/BDS-2 combined penta-frequency common-view (CV) single-differenced (SD) precise time transfer model is established with B1I, B3I, B2I, B1C, B2a and B2b signals, including dual-, triple-, quad- and penta-frequency (abbreviated as DF, TF, QF and PF) ionosphere-free (IF) combination CV SD models. Taking four long baseline time links (from 637.6 km to 1331.6 km) as examples, the accuracy and frequency stability of the BDS-3/BDS-2 combined DF, TF, QF and PF SD time transfer models were evaluated. The experimental results show that the frequency stability of the TF, QF and PF SD models were improved by 2.5%, 5.3% and 8.5%, on average, over the DF SD model. Compared with the traditional DF (B1I/B3I IF combination) SD model, the standard deviation (STD) of the multi-frequency SD model was reduced by 5.9%, on average, and the frequency stability was improved by 4.0% on average, which had the most apparent effect on the improvement of short-term frequency stability. Specifically, the DF1 (B1C and B2a DF IF combination), TF1 (B1C, B2a and B2b TF IF combination), QF1 (B1C, B1I, B2a and B2b QF IF combination) and PF4 (B1C, B1I, B2a, B2b and B3I PF IF combination) SD models had better performance in timing, and the PF4 SD model had the best performance. Considering that the PF4 (one PF signal IF combination) SD model does not require an estimated inter-frequency bias and that its noise factor is minor compared with the PF1 (four DF signal IF combination), PF2 (three TF signal IF combination) and PF3 (two QF signal IF combination) SD models, we recommend the PF4 SD model for multi-frequency time transfer and the use of the PF2, PF2 or PF3 SD model to supplement the PF4 SD model in cases of penta-frequency observation loss.
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Mustafina, G. G. "Internet marketing tools in the B2B sector." Bulletin of the State University of Education. Series: Economics, no. 4 (January 21, 2025): 70–79. https://doi.org/10.18384/2949-5024-2024-4-70-79.
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Aim. Evaluation of the available Internet marketing tools and identification of the specifics of their use in the B2B market.Methodology. The main method is the analysis of scientific publications and content analysis of the use of Internet advertising by enterprises in the B2B sector. The comparison method is used in comparing various tools.Results. The differences in the use of Internet marketing tools by enterprises in the B2B and B2C sectors have been revealed. In the B2B sector, the main direction of promotion on the Internet, therefore, resources that are not very popular in the B2C sector are used – a corporate website and industry publications. In the future, the development of such areas of Internet marketing as the use of artificial intelligence and the formation of its own business ecosystem is of interest.Research implications. The differences in the use of Internet marketing tools by enterprises in the B2B and B2C sectors have been revealed. In the B2B sector, the main direction of promotion onthe Internet, therefore, resources that are not very popular in the B2C sector are used – a corporate website and industry publications. In the future, the development of such areas of Internet marketing as the use of artificial intelligence and the formation of its own business ecosystem is of interest.
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Tyryshkin, N. R. "Влияние эмоционального фактора на разработку стратегий B2B бренда". Russian Economic Bulletin 7, № 3 (8 квітня 2024): 94–99. http://dx.doi.org/10.58224/2658-5286-2024-7-3-94-99.
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in this article, the author explores the influence of the emotional factor on the development of B2B brand strategies. The author analyzes the peculiarities of B2B branding compared to B2C branding, highlighting their differences in the context of strategy development. Subsequently, the main focus is on socio-economic aspects that influence the formation and implementation of B2B brand strategies. The author examines the importance of the emotional component in decision-making processes and interactions between businesses. Factors determining the emotional aspects in B2B partner relationships are also discussed, including aspects of trust, loyalty, and reputation. The research allows for an understanding of how emotional factors are formed and influence strategic decisions in the B2B sector, as well as providing recommendations for using emotional strategies to strengthen brand positions and establish long-term partnerships. в данной статье исследуется влияние эмоционального фактора на разработку стратегий B2B бренда. Автор проводит анализ особенностей B2B бренда по сравнению с B2C брендом, выделяя их отличия в контексте разработки стратегий. В дальнейшем основное внимание уделяется социально-экономическим аспектам, оказывающим влияние на формирование и реализацию стратегий B2B бренда. Автор рассматривает важность эмоционального компонента в процессе принятия решений и взаимодействия между бизнесами. Также обсуждаются факторы, определяющие эмоциональную составляющую в отношениях между партнерами по B2B, включая аспекты доверия, лояльности и репутации. Исследование позволяет понять, как эмоциональные факторы формируются и влияют на стратегические решения в B2B секторе, а также предоставляет рекомендации по использованию эмоциональных стратегий для укрепления позиций бренда и установления долгосрочных партнерских отношений.
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Barrientos, Laura Gatica, Emma Rosa Cruz Sosa, and Patricia E. Garcia Castro. "Considerations Of E-Commerce Within A Globalizing Context." International Journal of Management & Information Systems (IJMIS) 16, no. 1 (December 22, 2011): 101. http://dx.doi.org/10.19030/ijmis.v16i1.6726.
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The objective of this work, is to analyze the meaning of electronic commerce in our days taking into account the information technologies; it also will analyze their adjustments, their trends and applications of the same, in the Business to Consumer Relations (B2C), Business to Employee (B2E) and Business to Administration (B2A), Consumer to Consumer (C2C), Citizen to Government (C2G), Business to Government (B2G) and, Business to Business (B2B), as well as how information systems have been very useful to reduce costs, getting technology to change from being an operating support tool to become a strategy one, to increase the sales volume and the profits of the business as a result of this. The trend being taken by businesses and consumers has increased the participation of the companies which apply it in a comprehensive manner, since they reach international markets, while also face another kind of competition that takes place in a global market. We conclude that electronic commerce will remain a tool of great importance to efficiently manage the chains of supply between businesses and consumers through the Internet which allows an integration to reduce costs of ordering, distribution, administration and delivery of input materials.
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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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Ghazaryan, Satenik, Pavel Domnin, Askar Kinzhigaliev, and Tatyana Sokolova. "CURRENT APPROACH TO CUSTOMER BASE SEGMENTATION FOR DIGITAL B2C AND B2B COMPANIES." Modern economic research 954, no. 3 (62) (May 30, 2024): 174–79. https://doi.org/10.5281/zenodo.13683358.
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This paper investigates the application of digital technologies in e-commerce for addressing customer base segmentation challenges in B2B and B2C communication channels. The article emphasizes that customer segmentation is a fundamental task in e-commerce, whose solution optimizes customer interaction and improves marketing and sales efficiency. It describes the conceptual differences between B2B and B2C customer segments, identifies key segmentation criteria, and explores the technologies utilized in this process. The paper defines a conceptual algorithm for customer base segmentation, which encompasses data collection and analysis, algorithm refinement, implementation of predictive analytics and self-correction, creation of personalized offers, and the use of gathered information for decision-making. The research focuses on the problem of evaluating customer segmentation effectiveness, proposing an approach based on using key performance indicators (KPIs) while considering the specific characteristics of each communication channel (B2B and B2C). To address this challenge, a unified approach for evaluating customer segmentation efficiency in B2B and B2C channels is proposed. Based on the conducted research, conclusions are drawn regarding the prospects of using digital technologies in e-commerce for addressing customer base segmentation tasks in B2B and B2C communication channels. These prospects include enhanced business process efficiency, improved interaction quality, marketing, analytics, and other benefits
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Zhang, Runzhi, Zaimin He, Langming Ma, Gongwei Xiao, Wei Guang, Yulong Ge, Xiangbo Zhang, Jihai Zhang, Jian Tang, and Xueqing Li. "Analysis of BDS-3 PPP-B2b Positioning and Time Transfer Service." Remote Sensing 14, no. 12 (June 9, 2022): 2769. http://dx.doi.org/10.3390/rs14122769.
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With the completion of the BeiDou global navigation satellite system (BDS-3), the BeiDou Navigation Satellite System Signal In Space Interface Control Document Precise Point Positioning Service Signal PPP-B2b (Version 1.0) was officially announced, and BDS-3 officially broadcast PPP-B2b correction to broadcast ephemeris through geostationary earth orbit (GEO) satellites to provide precise point positioning services for users in the Asia–Pacific region. This study comprehensively analyzes the application of the PPP-B2b product to time transfer and positioning. On a daily basis, the PPP-B2b positioning accuracy after convergence is calculated using the four ionosphere-free (IF) combinations in static and simulated kinematic modes: BDS B1I/B3I, BDS B1C/B2a, BDS B1I/B3I + GPS, and BDS B1C/B2a + GPS. Observations of time laboratories including the National Time Service Center of the Chinese Academy of Sciences (NTSC) and the Telecommunication Laboratories (TL) are employed to conduct zero-baseline common clock difference (CCD) time comparison experiments and long-baseline time comparison experiments using the PPP-B2b product and the GBM product. The results indicate that the PPP-B2b position accuracy in static mode by only BDS is 1.5/2.7/3.9 cm, and by GPS + BDS is within 1.5/2.5/3.5 cm in North, East, and Up directions, respectively. Regarding simulated kinematic PPP-B2b, the average root mean square (RMS) values of the position errors in the North, East, and Up directions for the combination of BDS B1I/B3I + GPS and BDS B1I/B3I are 3.4/5.8/7.6 cm and 3.8/6.6/7.8 cm, respectively. Simultaneously, the average RMS values of position errors using BDS B1C/B2a + GPS and BDS B1C/B2a are 3.6/4.9/8.1 cm and 4/6.1/8.5 cm. In the time comparison study, the results of zero-baseline CCD using the PPP-B2b product and the GBM product are within the fluctuation range of 0.1 ns, respectively. Particularly, the long-baseline time comparison difference between results employing the PPP-B2b product and the GBM product is within the range of ±0.5 ns.
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Bu, Nailin, and Jean-Paul Roy. "Guanxi Practice and Quality: A Comparative Analysis of Chinese Managers’ Business-to-Business and Business-to-Government Ties." Management and Organization Review 11, no. 2 (June 2015): 263–87. http://dx.doi.org/10.1017/mor.2015.13.
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ABSTRACTThis study provides new insight into guanxi practice and quality differences between business-to-business (B2B) and business-to-government (B2G) ties in China. The results, based on data obtained through structured interviews with 108 Chinese managers across eight cities in China, reveal stark differences between the practices used in developing B2B ties and those used in developing B2G ties. More specifically, these two tie types differ in a variety of guanxi initiation, building, and utilization practices. This study also builds upon the process model of guanxi development by highlighting the dissimilar role of gift giving practices in B2B and B2G ties. Furthermore, this study measures guanxi quality as a separate concept from guanxi process and demonstrates that guanxi quality is a multidimensional concept that is composed of affective attachment and felt obligation, both of which vary across B2B and B2G ties. Implications of these results for theory development and managerial practice in China are also discussed.
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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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САРАЕВ, А. А. "COMPARATIVE ANALYSIS OF FEATURES AND TOOLS OF MARKETING IN B2B AND B2C SEGMENTS." Экономика и предпринимательство, no. 8(169) (August 30, 2024): 812–14. http://dx.doi.org/10.34925/eip.2024.169.8.153.
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В статье рассмотрены ключевые отличия маркетинговой деятельности в B2B и B2C сегментах. Сделаны выводы о схожести и отличиях, выделены особенности продвижения продуктов или услуг предприятия на рынке B2B. Для понимания отличий продвижения на двух рынках был проведен сравнительный анализ инструментов продвижения, сделаны выводы относительно целесообразности использования инструментов при работе на каждом из рынков. The article discusses the key differences between marketing in the B2B and B2C segments. The analysis of similarities and differences, and the features of promoting the company’s products or services in the B2B market. To understand the differences between promotion in the two markets, a comparative analysis of promotion tools was carried out, and conclusions were drawn regarding the advisability of using the tools when working in each of the markets.
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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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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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Balčiūnė, Aurelija. "NESĄŽININGŲ SĄLYGŲ PREKIAUTOJŲ TARPUSAVIO (B2B) SUTARTYSE KONTROLĖ PAGAL LIETUVOS TEISĘ." Teisė 105, no. 105 (December 12, 2017): 100. http://dx.doi.org/10.15388/teise.2017.105.11118.
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Iki šiol nesąžiningų sąlygų kontrolė suderinta tik sutarčių tarp verslo subjektų ir vartotojų (B2C) atžvilgiu, o apsauga nuo nesąžiningų sąlygų sutartyse tarp verslo subjektų (B2B) skiriasi priklausomai nuo šalies. Šis straipsnis papildo kitų autorių diskusijas, susijusias su nesąžiningų sąlygų reglamentavimu B2B sutartyse, atsižvelgiant į dabartinį reglamentavimą Lietuvoje, užsienio praktiką, negriežtosios teisės (angl. soft law) priemones ir Bendrosios Europos pirkimo–pardavimo sutarčių teisės (CESL) projekto pasiūlytą nesąžiningų sąlygų B2B sutartyse reguliavimą iš Lietuvos perspektyvos.
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Kis, Halyna. "The use of B2B and B2C e-commerce models as a tool of anti-crisis management of industrial enterprises." Scientific Horizons 23, no. 11 (October 26, 2020): 81–87. http://dx.doi.org/10.48077/scihor.23(11).2020.81-87.
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E-commerce, which covers all types of trade via the Internet, has become a promising area for modern interactive business in a highly competitive environment. The use of B2B (Business-to-Business) and B2C (Business-to-Consumer) e-commerce models is extremely important for crisis-free development of business entities. The aim of this study is to prove the need for organisational, production, and management innovations that involve the introduction of B2C and B2B e-commerce models, as well as to identify the main sources of funding for such innovations in enterprises in crisis. To study the specifics of the use of B2C and B2B e-commerce models as an important area of anti-crisis management of industrial enterprises, such research methods and techniques as a systems approach, analysis and synthesis, induction and deduction were implemented. The process of managerial activity, such as making managerial decisions, is also used. The study proves that development, implementation and use of B2B and B2C e-commerce models can be seen as an integral part of business management under the threat of bankruptcy. In practice, insolvent enterprises have very limited opportunities to implement B2B and B2C e-commerce models, so in such a situation it is very important to set priorities and find their own reserves. The priority of internal sources of financing activities in the field of e-commerce of enterprises in crisis is also due to the following: domestic sources can be mobilised in a short time and, as a rule, do not require significant capital expenses; mobilisation of internal sources reduces the company’s dependence on external creditors, partners and counterparts. The main way to identify internal sources of funding for projects for the development, implementation and use of B2B and B2C e-commerce models is collecting information about the organisation, results of its activities, financial condition and trends, analysis of financial indicators. The world economic development shows that those enterprises that do not pay proper attention to e-commerce do not have a chance to stay on the market for a long time. The development of e-commerce models causes a change in the structure of the economy. Effective development, implementation and use of B2B and B2C e-commerce models determines the company’s ability to quickly adapt to changing external environment and stay on the market for as long as possible
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Mohapatra, Subhalaxmi, and Risha Roy. "Iro Iro – should the brand go circular B2B or B2C way." Emerald Emerging Markets Case Studies 14, no. 2 (June 28, 2024): 1–19. http://dx.doi.org/10.1108/eemcs-12-2023-0484.
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Learning outcomes After completion of the case study, students will be able to understand how a business model could use sustainability to develop a brand, assess the marketing logic of a new startup and how that links to marketing plan, identify the relevance and need of a marketing plan in a startup and its growth, understand the differences between business-to-business (B2B) and business-to-consumers (B2C) business strategy for a new startup and enable the construction of a communication strategy for promoting a brand. Case overview/synopsis Iro Iro is a circular fashion business founded by Bhaavya Goenka in the year 2018 in Jaipur, India. By early 2023, Goenka had decided to scale her business. But scaling would indicate several decisions she has to make. Firstly, she needed to identify what scaling means in a circular business model (CBM) like Iro Iro. Secondly, she primarily operated in B2C markets; however, she also had a (B2B market through collaboration. This would indicate creating a competition for her own self. How could she still grow while not compromising on her competitive advantage? Should she continue with both B2B and B2C/only B2B/only B2C? Thirdly, she primarily catered to customers who were already sensitive towards conscious or sustainable clothing, but scaling would indicate gearing up marketing and communication skills to reach out to larger customer base. Would the marketing and communication strategies be the same if she continued in the current model/B2B/B2C? This case study thus involves various issues that arise in entrepreneurship management for a small business, such as decisions related to scaling (traditional businesses or adopt different strategy relevant for CBM); business model (B2C vs B2B or both) and how the communication is different in each of the business models. Complexity academic level This case involves various issues that arise in entrepreneurship management for a small circular business, such as decisions related to growth strategy and choice of market between B2B and B2C. The case study is aimed at graduate students in an entrepreneurship progamme. It can also be used as a case study in a sustainable fashion and design course. It could also be taught in a marketing management course as well as may be for new startups. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
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Grissa, Karim. "Why Micro-influencers are Sharing Digital Brand Content in a B2B Context." Journal of Telecommunications and the Digital Economy 13, no. 1 (April 7, 2025): 192–217. https://doi.org/10.18080/jtde.v13n1.1082.
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This research aims to contribute in understanding micro-influencers’ behaviour in sharing digital brand content by focusing on business networking sites (LinkedIn, Xing). This choice was influenced by two considerations: first, marketing influence literature which is highly dominated by studies of B2C digital context to the detriment of B2B digital context despite their crucial importance in the marketing arena. And second, given their particularity, micro-influencers are more likely to have motivations that are totally or partially different from what the literature suggests for all influencers in general. Based on a mixed-technique analysis (MLM) and bias-corrected bootstrap method, this research was conducted by administering a large survey to 312 micro-influencers, who were selected according to a new methodological algorithmic approach called metric-behavioural. The results not only cover the identification of salient drivers that lead the sharing of digital brand content by micro-influencers in a specific area but also validate the robustness of the use of the theory of planned behaviour in a B2B social media context. By considering these results, the paper provides a practical guidance for companies, urging them to tailor their influence marketing strategies for effective engagement in B2B and B2G contexts.
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Сюмаченко-Дроздова, Юлия Николаевна. "Роль впечатлений в потребительском выборе B2B-покупателей (на примере рынка коммерческого транспорта)". Russian Journal of Entrepreneurship 20, № 4 (30 квітня 2019): 905. http://dx.doi.org/10.18334/rp.20.4.40595.
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Концепция маркетинга впечатлений достаточно широко раскрыта в научной литературе, а также знакома маркетологам и применяется в практической деятельности. О том, как впечатления влияют на потребительское поведение на B2C-рынках, существует много исследований, в то время как сектор B2B на этот предмет исследован недостаточно. Автором проведено качественное исследование по изучению процесса потребительского выбора B2B-покупателей в сфере коммерческого транспорта и поставлены следующие исследовательские вопросы: применимы ли инструменты маркетинга впечатлений на промышленных рынках, и какое влияние оказывают впечатления на поведение B2B-покупателей? Сбор данных проводился с помощью глубинных интервью, в которых приняли участие специалисты по закупке коммерческого транспорта. В результате исследования выявлена роль клиентских впечатлений на разных этапах B2B-сделки
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Feldmann, Anna, and Frank Teuteberg. "Understanding the Factors Affecting Employees’ Motivation to Engage in Co-Creation in the Banking Industry." International Journal of Innovation and Technology Management 17, no. 02 (April 2020): 2050015. http://dx.doi.org/10.1142/s0219877020500157.
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Increasing digitalization and new technological possibilities also entail substantial changes for working methods in the B2B (business-to-business) environment in banking. In this context, the concept of co-creation is critical. Although this concept and the motivation factors behind it have been thoroughly investigated in the B2C (business-to-consumer) sector, only a few research results exist for the B2B context. This study aims to bridge the current knowledge gap and investigate individuals’ motivation to participate in B2B co-creation. By using a case study and qualitative interviews, this study focuses on two aspects: (a) It reveals how a co-creation measure is used in practice in the B2B environment; and (b) it provides information on the motivation factors and outcome from the point of view of the participants in the B2B co-creation project. The paper concludes with an integrative model of the main motivation factors behind B2B co-creation and their effects.
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BLAKE, M. BRIAN. "Agent-oriented approaches to B2B interoperability." Knowledge Engineering Review 16, no. 4 (December 2001): 383–88. http://dx.doi.org/10.1017/s0269888901000236.
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The use of agents in electronic commerce has been explored greatly over the past several years. A large majority of this effort is toward commerce where businesses have direct transactions with consumers (B2C). However, the transactions that occur between businesses (B2B) are far more prevalent than B2C. Research where agents are used for B2B can be classified in five basic areas, service discovery, mediation, negotiation, process management (be it workflow or supply-chain management), and evaluation. At the 2001 International Bi-Conference Sessions on Agent-Based Approaches to B2B Interoperability (AgentB2B), practitioners were invited to present their research and industry efforts in each of these areas. This paper summaries the work and conclusions presented at these two events.
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Downs, John, and Cherie Rains. "B2B Adoption of Mobile Payment Systems: Manager Insights Using a Qualitative Approach." Southeast Business Research Association Journal 2, no. 1 (June 1, 2023): 80–92. http://dx.doi.org/10.54155/3h9aej91.
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Mobile payments have become one of the most disruptive financial instruments in the B2C (Business-to-Consumer) market this decade by revolutionizing the consumer shopping experience. Despite the technology’s success in the B2C model, it has not brought a similar adoption experience for B2B (Business-to-Business) applications. Research in this area has been limited to identifying the resistance to adoption in the B2B environment. This exploratory research identified that while barriers exist, there are opportunities to increase the adoption of mobile payment technologies within B2B organizations. There is a large amount of misinformation about the processes associated with adoption that need further investigation. The application of the technology could flow naturally into the B2B sector, but internal organizational struggles could prevent exploring the options. The future of adoption may instead rest on the concept of “reverse adoption,” whereby clients would need to request mobile payment options, otherwise, investments in the technology would not be considered by the organization.
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Cho, Gyungah, Pyoung-seop Shim, and Jaekwang Kim. "Explainable B2B Recommender System for Potential Customer Prediction Using KGAT." Electronics 12, no. 17 (August 22, 2023): 3536. http://dx.doi.org/10.3390/electronics12173536.
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The adoption of recommender systems in business-to-business (B2B) can make the management of companies more efficient. Although the importance of recommendation is increasing with the expansion of B2B e-commerce, not enough studies on B2B recommendations have been conducted. Due to several differences between B2B and business-to-consumer (B2C), the B2B recommender system should be defined differently. This paper presents a new perspective on the explainable B2B recommender system using the knowledge graph attention network for recommendation (KGAT). Unlike traditional recommendation systems that suggest products to consumers, this study focuses on recommending potential buyers to sellers. Additionally, the utilization of the KGAT attention mechanisms enables the provision of explanations for each company’s recommendations. The Korea Electronic Taxation System Association provides the Market Transaction Dataset in South Korea, and this research shows how the dataset is utilized in the knowledge graph (KG). The main tasks can be summarized in three points: (i) suggesting the application of an explainable recommender system in B2B for recommending potential customers, (ii) extracting the performance-enhancing features of a knowledge graph, and (iii) enhancing keyword extraction for trading items to improve recommendation performance. We can anticipate providing good insight into the development of the industry via the utilization of the B2B recommendation of potential customer prediction.
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Aakash, V. "A Comprehensive Analysis of B2B Marketing Strategies." A Comprehensive Analysis of B2B Marketing Strategies 10, no. 6 (December 7, 2024): 285–86. https://doi.org/10.5281/zenodo.14294380.
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Business-to-business (B2B) marketing is an essential segment of modern commerce, where businesses market their products or services to other organizations rather than directly to individual consumers. B2B marketing strategies are nuanced and significantly differ from Business-to-Consumer (B2C) approaches. This research article aims to explore B2B marketing strategies, their unique characteristics, channels, challenges, and the metrics used to assess success. With a focus on digital transformation, relationship-building, and content creation, this study highlights the evolution of B2B marketing in the digital era. Additionally, it discusses how businesses can create personalized and value-driven strategies to improve customer engagement and foster long-term relationships.
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Желудков, Максим Сергеевич. "Инновационные стратегии в e-commerce: анализ успешных практик". Актуальные исследования, № 7-3 (189) (16 лютого 2024): 18–24. https://doi.org/10.5281/zenodo.10672041.
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<em>Автор статьи детально рассматривает различные формы электронной торговли, в том числе B2B, B2C, C2C, B2G, и B2E, и излагает преимущества и недостатки, связанные с данным сектором, но основное внимание уделяется инновационным стратегиям, которые компании используют для укрепления своих позиций на рынке (поглощающую, имитационную и разбойничью стратегии). Приводятся конкретные примеры компаний, успешно реализующих эти стратегии, такие как Ozon, Wildberries, Amazon, и Sephora.</em><em> </em> <em>Автор анализирует проблемы развития e-commerce в России, фокусируясь на вкладе электронной коммерции в экономику и на устойчивом росте, отдельное внимание уделено цифровизации и технологическому развитию как основным движущим силам инноваций в электронной коммерции.</em> <em>Статья завершается анализом преимуществ и недостатков каждой из рассмотренных стратегий, предлагается комплексный взгляд на способы их применения для улучшения конкурентоспособности и эффективности в сфере электронной коммерции, в итоге автор выделяет интеграцию технологических, управленческих и маркетинговых инноваций для достижения успеха в мире e-commerce.</em>
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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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Amhudo, Rasyiid Lathiif, and Dwi Prasetyo Utomo. "DESIGN OF DORMITORY STRUCTURE WITH STEEL SPECIAL MOMENT FRAMES." Journal of Civil Engineering and Infrastructure Technology 3, no. 1 (June 28, 2024): 67–76. http://dx.doi.org/10.36728/jceit.v3i1.3753.
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Colomadu District is one of the districts located in Karanganyar Regency, Central Java Province. It is projected that the economy in this area will grow through business sectors such as goods and services, tourism, and industry, thus the construction of a Dormitory Building is planned in the area. Considering its proximity to Yogyakarta Province, which frequently experiences earthquakes, earthquake-resistant buildings are necessary to reduce the risk of casualties and material losses. Therefore, the design of this building utilizes a Special Moment Resisting Frame (SRPMK) system. The building with SRPMK is designed with the concept of SCWC (Strong Column and Weak Beam), where the column elements are stronger than the beam elements. This design aims to create a structural system that can withstand seismic forces, in accordance with SNI 2847:2019 requirements. Seismic force loading is analyzed using the response spectrum method, and the structural calculations are performed using ETABS V9.7.4 software. From the planning results, the dimensions obtained include a Bondek floor slab thickness of 130 mm, beam dimensions B1A 150x400 mm, B2A 200x400 mm, B2B 200x400 mm, B2C 200x400 mm, B2D 200x400 mm, B2E 200x400 mm, B3A 200x500 mm, B3B 200x500 mm, B4A 300x150 mm, B5A 300x150 mm, BS 150x300 mm, and column dimensions KP 150x150 mm, K1A 200x300 mm, K2A 400x550 mm, K3A 450x650 mm, and K4 350x500 mm.
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Hong, Ju, Rui Tu, Rui Zhang, Lihong Fan, Pengfei Zhang, Junqiang Han, and Xiaochun Lu. "Analyzing the Satellite-Induced Code Bias Variation Characteristics for the BDS-3 Via a 40 m Dish Antenna." Sensors 20, no. 5 (February 29, 2020): 1339. http://dx.doi.org/10.3390/s20051339.
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The satellite-induced code bias variation of geostationary satellite orbit satellites and medium earth orbit satellites of the second-generation BeiDou Navigation Satellite System (BDS-2) exceeds 1 m, which severely affects the accuracy and stability of the ambiguity resolution and high-precision positioning. With the development of the third-generation BDS (BDS-3) with a new system design and new technology, analysis of the satellite-induced code variation characteristics of BDS-3 has become increasingly important. At present, many scholars have explored the satellite-induced code bias of BDS-3, but most of them focus on BDS-3 experimental satellites via normal geodetic antenna. Compared to normal geodetic antenna, the 40-m dish antenna from the National Time Service Center can accurately detect satellite-induced code variations with low noise and high gain. Thus, observational data from fifteen BDS-3 medium earth orbit satellites are collected with the B1I/B2b/B3I/B1C/B2a frequency bands on the day of year (DOY) 199–206 in 2019, the PRN numbers of which are C19/C20/C21/C22/C23/C24/C25/C26/C27/C28/C30/C32/C33 /C35/C37, via the 40 m dish antenna to analyze the code bias variation characteristics. The results show that the obvious satellite-induced elevation‑dependent code bias variations exist in the B1I/B2b/B3I/B1C/B2a frequency bands of C28, compared with other satellites. Similarly, the multipath (MP) combination of B3I has an obvious elevation‑dependent variation within a range of 0.1 m for C21/C24/C27/C28/C37 and elevation‑dependent variation of the B2a and B2b frequency bands also exists in most satellites with a range of 0.1 m. However, the MP combination values of some satellites are asymmetric with respect to elevation, which is different from BDS-2 satellites and especially obvious for BDS-3 satellites B1I and BIC frequency bands with elevation‑dependent variations of 0.2 m, indicating that the code bias variation is not uniquely related to elevation, especially for the B1I/BIC frequency bands. What’s more, the satellite-induced code bias variation of the BDS-3 satellites is greatly reduced compared with that of the BDS-2 satellites. In addition, the similar code bias variation appears at the Xia1 station with a normal geodetic antenna of B1I/B1C/B3I/B2a/B2b of C21, B3I/B2a/B2b of C24 and B2b of C28 among B1I/B1C/B3I/B2a/B2b of C21/C24/C27/C28/C37. The influence of the BDS-3 satellite-induced elevation‑dependent code bias on precision positioning and ambiguity fixing is worth further study using different antennas or receivers.
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Pandey, Santosh Kumar, and Amit Mookerjee. "Assessing the role of emotions in B2B decision making: an exploratory study." Journal of Indian Business Research 10, no. 2 (June 18, 2018): 170–92. http://dx.doi.org/10.1108/jibr-10-2017-0171.
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Purpose Emotions in business-to-business (B2B) interactions are relatively unexplored when compared with business-to customer (B2C) industry wherein sufficient evidence implicating the role of emotions in decision-making is available. This study aims to explore the role of emotions in B2B decision-making, and a customer experience model is suggested for the B2B industry. Design/methodology/approach The qualitative research methodology using structured and semi-structured interviews along with a repertory grid technique was followed during the study. Purposive sampling was done to identify respondents who were involved in the vendor choice process either as a buyer or a seller in their respective organizations. Findings Exploratory research conducted during this study supports the presence of five dimensions of customer experience – sensory, emotional, relational, behavioural and intellectual – in a B2B context. The study further indicates that the experiential value for B2B decision-making is derived from functional, symbolic, emotional and cost values which are assessed by the buyer during their interaction with the product or the service ecosystem and has an impact on the purchase intentions of an industrial buyer. Originality/value This paper identifies the role of specific customer experience dimensions in a B2B environment and proposes the role and mechanism of emotional factors affecting the decision-making process in B2B exchange.
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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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Mencarelli, Rémi, and Arnaud Rivière. "Perceived value in B2B and B2C." Marketing Theory 15, no. 2 (October 10, 2014): 201–20. http://dx.doi.org/10.1177/1470593114552581.
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Prasetya, Muhammad Azka, Anita Maharani, and Shine Pintor Siolemba Patiro. "Customer Loyalty in the case of Business-to-Business Company: Will Marketing Mix Still Work?" Ilomata International Journal of Management 5, no. 2 (April 3, 2024): 389–400. http://dx.doi.org/10.61194/ijjm.v5i2.1118.
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Through this research, researchers highlighted the role of the marketing mix in influencing customer loyalty in business-to-business (B2B) companies. Researchers also highlighted the role of purchase decisions as a mediator between marketing mix and customer loyalty. From the conceptual perspective, marketing mix is generally considered more appropriate for B2C type companies, however, a number of studies show that marketing mix can also be applied as a marketing strategy for B2B but in a more complex context. In terms of methodology, this research approach is quantitative, and uses Partial Least Square analysis techniques. The analysis units involved are individuals who have been customers of B2B companies for at least 3 years and are spread across Jabodetabek. Due to limited B2B customers, the survey distribution technique was carried out using the snowball sampling method. The distribution of questionnaires was carried out for six months from September 2023-February 2024. The results obtained show that purchasing decisions cannot mediate between marketing mix and customer loyalty, however marketing mix can influence customer loyalty in B2B type companies. The managerial implication of the results of this research is that B2B companies can implement a marketing mix to encourage customer loyalty.
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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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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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Elma, Maranita. "Proposed Ideal Business Model of an IoT Online Store (Case Study of Cosmic.id)." International Journal of Current Science Research and Review 05, no. 12 (December 17, 2022): 4617–36. https://doi.org/10.5281/zenodo.7451041.
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<strong>ABSTRACT: </strong>Cosmic.id is one of the businesses engaged in the IoT industry. It has been established since 2018 and is selling the products via e-commerce (Tokopedia). Cosmic.id has three products categories; in-house products (LoRa, and Development Board), resale products (Resistor, Connector, Capacitor, and etc) and custom products or services (Bridge Monitoring System, Temperature Sensor, and etc). Currently, Cosmic.id serves 2 segmented customers; B2C and B2B. Both segment give profit to the company, but since the internal resources are limited, then Cosmic.id has to decided which segment that the company should focus on, so the company could gain more revenue and have stable revenue for each month. The research objective of this thesis is to discover the ideal model business of Cosmic.id, B2B or B2C, therefore they could focus more to gain more revenue for the business. Also, another purpose is to discover whether the existing Unique Value Proposition is still relevant to the target model and what needs to be fixed. The research conducts in qualitative study, interviewing existing and prospective customers, both B2C and B2B customers. During the research, it was found that the B2B segment has a big opportunity for Cosmic.id’s revenue streams. It could give more revenue to the business, but some efforts have to be done to reach that market. In addition to that, some parts of the existing Unique Value Proposition are not relevant to the current condition. The end outcome of this study is the focus on B2B customers and the new Unique Value Proposition, which will be applied in this business and is given in the form of OKR and KPI in accordance with consumer needs. It is hoped that Cosmic.id and the team would do their best to provide the products that the market really needs and apply the new Unique Value Proposition both for B2B and B2C customers, so that the company will have stable revenue and could be sustained in the future. It is also hoped that Cosmic.id could contribute to the IoT development in Indonesia since there are not many LoRa manufacturers in Indonesia.
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Indah Wahyu Putri, Faradilla, and Moh Agung Surianto. "Strategi Mengelola Hubungan Pelanggan Pada Kajian Business To Business PT Wakabe Indonesia." Jurnal Indonesia Sosial Sains 3, no. 1 (January 20, 2022): 44–56. http://dx.doi.org/10.36418/jiss.v3i1.501.
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Hubungan antara organisasi dan pelanggannya merupakan isu penting ketika membangun hubungan jangka panjang. Hal ini berlaku tidak hanya dalam hubungan Business to customer (B2C), tetapi juga dalam hubungan Business to business (B2B). Untuk menjaga hubungan jangka panjang, organisasi harus menciptakan loyalitas pelanggan dalam bisnis. Pentingnya dan manfaat menarik dan mempertahankan pelanggan setia telah muncul karena ada penerimaan umum bahwa loyalitas pelanggan diikuti oleh keuntungan. Penelitian ini bertujuan memberikan peningkatan mengenai pengelolaan dan pemeliharaan hubungan pelanggan-pemasok dalam pemasaran B2B. Selain itu, hasil dari penelitian ini adalah memberikan beberapa saran untuk menciptakan loyalitas pelanggan pada aplikasi pemasaran B2B. Analisis kualitatif digunakan dalam penelitian ini karena merupakan metode yang cocok untuk tujuan penelitian. Untuk melakukan penelitian ini digunakan subjek perusahaan yang bergerak di bidang pengadaan barang (PT. Wakabe Indonesia). Beberapa indikator untuk mengevaluasi praktik pemasaran B2B adalah: tujuan pertukaran, karakteristik komunikasi, sasaran manajerial, fokus manajerial, investasi manajerial, dan jenjang manajerial. Hasil penelitian ini menunjukkan bahwa Pemasaran B2B dilakukan dengan baik dan perusahaan harus merespon kebutuhan pelanggan untuk mempertahankan pelanggan dan menciptakan loyalitas pelanggan
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Calancea, Georgiana, Lenuta Alboaie, and Inga Titchiev. "Linked Data Lineage as a foundation of continuous data integration and modern data governance." Computer Science Journal of Moldova 33, no. 1(97) (April 2025): 91–112. https://doi.org/10.56415/csjm.v33.05.
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Our paper focuses on Linked Data Lineage as the collection of modeled organizational data, enabling continuous integration and modern governance in Business-to-Business (B2B) sharing. We first explore approaches organizations adopt to enhance B2B data integration. Next, we highlight key B2B and Business-to-Government (B2G) linked data use cases and strategies for governance frameworks. We review software tools supporting data governance and propose a systemic method for defining organizational integration flows. This is demonstrated through a system enabling businesses to design linked data pipelines, leveraging Semantic Web technologies for continuous integration and governance. Insights and recommendations for improving data sharing processes are provided.
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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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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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Pohorilenko, A. "LEGAL REGULATION FOR CONTRACTUAL RELATIONS IN THE FIELD OF ELECTRONIC COMMERCE." Bulletin of Taras Shevchenko National University of Kyiv. Legal Studies, no. 116 (2021): 44–47. http://dx.doi.org/10.17721/1728-2195/2021/1.116-9.
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This paper examines the Law of Ukraine "On e-commerce", central legal act in the relevant field, in terms of the scope of its legal regulation, in particular on the inclusion of B2B contractual relations in its range. According to the research, in accordance with international practice, the field of e-commerce includes various types of legal relations, including the following: B2C (Business-Consumer), C2C (Consumer-Consumer), B2G (Business-Government), G2B (Government-Business) and B2B (Business-Business). At the same time, B2B relations makes up its largest segment. Nevertheless, as revealed by the analysis of the legislation, abovementioned law of Ukraine in the field of e-commerce does not take into account the needs of economy and excludes this largest segment of e-commerce from the scope of legal regulation. Moreover, analysis of the key provisions of the relevant law governing the composition of participants of e-commerce has led to the conclusion that business entities wishing to enter into an agreement in the relevant field will not be considered as e-commerce subjects at all. As a result, they are deprived of the entire scope of legal regulation provided by this law for "selected" participants of e-commerce, i.e. the provisions of the relevant law on the obligations of the seller (performer, supplier) of goods, works, services in the field of e-commerce, the obligations of the buyer in the field of e-commerce, provisions on the moment of signing of the electronic agreement etc. Hence, these provisions do not apply to the parties of the business agreement, which by all indications belongs to the field of e-commerce. All the above mentioned may have a negative impact on the development of e-commerce and B2B relations in Ukraine. According to the results of the study, it was concluded that the Law of Ukraine "On e-commerce" should be supplemented by provisions including B2B relations to the field of e-commerce.
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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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Rasyiid Lathiif Amhudo. "PERENCANAAN STRUKTUR KANTOR PHICOS DENGAN SISTIM RANGKA BAJA PEMIKUL MOMEN KHUSUS." Jurnal Teknik Sipil dan Arsitektur 29, no. 1 (January 9, 2024): 83–92. http://dx.doi.org/10.36728/jtsa.v29i1.3038.
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Colomadu is the name of a district in Karanganyar Regency, Central Java. Colomadu's economic growth can grow through the goods and services business, tourism, and industry so that an office building is planned in the Colomadu area. Because the location of Colomadu District is not far from the province of Yogyakarta, where earthquakes often occur, an earthquake-resistant building is needed to anticipate a minimum number of casualties and material losses during an earthquake. Therefore, in planning this office, a special moment resisting frame system (SRPMK) is used. The building with the Special Moment Bearing Frame System (SRPMK) is planned with the concept of Strong Column and Weak Beam (strong column and weak beam). This planning aims to plan a building structure that is resistant to earthquake loads that will be received by the structure using a special moment-bearing frame structure system and refers to the applicable requirements in accordance with SNI 2847: 2019. Earthquake loads are reviewed using the spectrum response method and structural analysis is carried out with the help of the ETABS V9.7.4 program. From the planning results, the dimensions of the bondek floor plate thickness of 140 mm, beams B1A 150x400 mm, B2A 200x400 mm, B2B 200x400 mm, B2C 200x400 mm, B2D 200x400 mm, B2E 200x400 mm, B3A 200x500 mm, B3B 200x500 mm, B4A 300x150 mm, B5A 300x150 mm, BS 150x300 mm, and columns KP 150x150 mm, K1A 200x300 mm, K2A 400x550 mm, K3A 450x650 mm, and K4A 350x500 mm.
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GRANADOS, JUAN C., LEONOR M. PÉREZ, José A. Pedraza-Rodríguez, and Martina G. Gallarza. "Revisiting the quality-value-satisfaction-loyalty chain for corporate customers in the travel agency sector." European Journal of Tourism Research 27 (March 1, 2021): 2711. http://dx.doi.org/10.54055/ejtr.v27i.1921.
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Most traditional travel agencies offer their services to corporate clients, although literature focuses on end customers. This paper addresses this research gap, but also aims at bridging the gap between B2C and B2B literature. Specifically, the authors revisit the Quality-Value-Satisfaction-Loyalty chain, a well-established postulate from the B2C literature in tourism, but adding Trust and Commitment as mediating variables between Satisfaction and Loyalty to adapt the chain to the B2B context. Using PLS-SEM, the analysis of data confirmed the Service Quality - Customer Value - Customer Satisfaction - Trust/Commitment - Customer Loyalty chain for corporate customers.