'Biological' revolution and strategies for innovation in pharmaceutical companies

Fundamental advances in the life sciences are exerting a profound influence on the structure of the pharmaceutical industry and the strategies of drug companies. The 'biological' revolution makes it possible to apply a scientific method to drug research. This paper argues that pharmaceutical companies can take advantage of the new method only if they encourage 'openness' of their research. We also offer a framework to explain why innovations in this industry increasingly result from networks of agents with complementary skills and resources. Greater use of scientific knowledge implies that important information for innovation can be expressed in relatively general and universal forms. This eases information exchange, and encourages specialisation and division of labour in drug R&D and marketing. Finally, the possibility of a division of labour in innovation opens new opportunities for medium-sized national pharmaceutical firms in Europe. Provided that they found their strategies on high-quality research in specialised niches, they can set up alliances with partners that possess complementary knowledge, and supply resources for clinical development and international marketing.     

建筑业营销

建筑业营销是在营销学的基础上发展的。但营销学主要面向消费品制造业．适用于建筑业的营销教材和实务指导并不多．一些学注意到这个问题并开展了一些研究。营销是一项管理活动．内容包括搜集市场信息，确认服务机会，开发战略，建立优先次序和动员资源以实现销售。建筑业营销活动通常分为七类．即信息服务、广告，公共关系与公共宣传，公开出版物，企业形象计划、定价战略与额外服务，直接营销等。本就以这些研究成果为基础．整理出一些基本理论和概念．以帮助对建筑业营销活动的理解。     

More effective sales force reporting

As the need for marketing intelligence by sales and marketing managers grows more essential, field sales personnel are increasingly being asked to gather and report information. Many executives realize the potential value of using salespersons to supply information useful to management decision making. The sales force is familiar with their territories, their customers' needs and sources of information inside customer organizations, their competitors' marketing activities, and trends in product acceptance. The incremental costs and effort required are low compared to other research methods, since information can be submitted within the context of a regular call report system [2, 6, 8].But salespersons have been found to be inadequate and uncooperative reporters in many instances. Numerous field salespersons believe that reporting infringes on their primary responsibility of selling, and furthermore that management apparently doesn't make use of the resulting information anyway. Thus, while salespersons have access to a wealth of marketing information of potentially great value to the firm, they are often inadequate, unreliable, and unmotivated reporters [4, 5].This article reports the results of a study designed to investigate what management practices contribute to, or detract from, effective reporting of marketing information by salespersons. Current practices in reporting are noted and some recommendations are made to help management improve sales force reporting.     

The New Approach to Assessing the Marketing Effectiveness of Korean Firms

This study attempted to revise Philip Kotler's marketing effectiveness model to diagnose and offer managerial implications for Korean marketing practices. Nineteen Korean firms, divided into ten manufacturing and nine service sectors, were examined to assess their level of marketing effectiveness. By industry, these firms were further divided into five categories; electronics, machinery, chemicals, finance, and service-oriented. The five marketing effectiveness attributes — strategy, organization, operations, personnel, and information system — along with accompanying factor components were incorporated into the measurement of the marketing effectiveness. The findings showed that manufacturing sector firms were less effective in marketing operations than the service sector firms. In both sectors, relative to the predetermined factor importance weights, the Korean firms were found to underperform in planning and controlling functions. Managerial implications regarding the underperforming marketing functions and future recommendations are offered.     

Customer accounting and customer profitability analysis for the order handling industry—A managerial accounting approach

Market-oriented businesses are concerned with customer satisfaction and business profitability, both in the longer term. Thus the marketing managers need updated decision-relevant information (marketing metrics) with respect to the set of processes that are leading to customer values and economic customer values. The attention of this study is focused on the profitability aspects of marketing. The context is the business-to-business order-handling industry, i.e. four exporting companies and 176 of their customers in 36 various markets. A market-oriented accounting framework that can be included as a natural part of a managerial accounting system is introduced and discussed, and financial reports as well as graphic representations and key figures for various levels of a market hierarchy are presented. The findings with respect to the profitability of orders, customers and markets are presented and the managerial implications are discussed.     

The nature of NPD and role flexibility of R&D/marketing in a fast growing high‐tech setting

This study investigated the mutual learning process between marketing and R&D in the context of the information and communications technology industry. The relationship between product newness and role flexibility of R&D/marketing was examined via correlation analysis and multiple regression against a stratified sample of 171 new products. The results showed that different aspects of product newness are associated in a different way to role flexibility of R&D/marketing. Management should therefore be aware of such differences when planning their product development portfolio so that effective integration between R&D and marketing can be achieved.     

Frameworks of strategic marketing information needs

This article presents a normative approach for developing an industrial marketing information system. The purpose is to provide encouragement that an understandable logic does exist behind user-designed systems.     

Determining motor carrier backhaul markets

Deregulation of the motor carrier industry has provided shippers and carriers considerable latitude in how transportation services are arranged. Today, purchasing of transportation can be treated much like any other industrial marketing service. Perhaps, the greatest potential for improvements in transportation savings lies in the area of decreased empty backhauls. This article presents a procedure for developing an information system to increase the number of backhaul loads achieved by shippers using either private, common, or contract carriage. Actual samples of two companies that have implemented this system are also presented.     

Cognitive computing,Big Data Analytics and data driven industrial marketing

The integration of cognitive computing and big data analytics leads to a new paradigm that enables the application of the most sophisticated advances in information and communication technology (ICT) in business, including industry, business to business, and related decision-making process. The same paradigm will lead to several breakthroughs in the subfield of industrial marketing: a field both promising and extremely challenging. This special issue makes a case that cognitive computing and big data are a source of a new competitive advantage that, if properly embraced, will further consolidate industrial marketing management position in the of core the decision-making process of businesses operating locally and globally. In this vein, the value added of this special issue is twofold. On the one hand, this special issue communicates high quality research on big data analytics and data science as it is applied in industrial marketing management; On the other hand, it proposes a multidisciplinary approach to the study of the design, implementation and provision of sophisticated applications and systems necessary for data-driven industrial marketing decisions.     

我国监理企业的市场营销探析

随着国内外市场的全面融合,国外一些优秀的项目咨询公司必将进入中国市场,工程咨询市场的竞争日益激烈,我国监理企业只有重视市场营销,准确及时地把握市场信息,转变经营理念,适应行业的发展,才能使企业立于不败之地。文章对监理企业市场营销的特点进行了简要的阐述,分析了我国监理企业市场营销现状及存在的问题;参考现代市场营销理论,提出了监理企业市场营销的模式和框架体系,并针对实施监理企业市场营销提出了一些策略。     

Challenger marketing

Challenger marketing is a new concept in business-to-business marketing. It emerged from practice, and thus, it is unsurprising that the concept is highly popular among organizations and salespeople in the industry. Nonetheless, it remains relatively unknown in the academic and scientific communities. The present article aims to address this knowledge gap by offering greater clarity on the concept of challenger marketing. To achieve this, the article adopts an interrogative approach to develop a series of questions whose answers will provide a richer understanding of challenger marketing. In doing so, this article hopes to become a seminal reference for academia and industry to understand challenger marketing, when it was developed, who engages in it and why, how challenger marketing challenges the orthodoxy, and where future research can fertilize challenger marketing.     

Differential effects of firm generated content on consumer digital engagement and firm performance: An outside-in perspective

Social media contains a massive amount of information, which provides researchers and practitioners with an invaluable source of data to conduct research from end-users' perspectives, in order to influence firm strategic choices. Although an extensive amount of research has been developed in B2C and B2B marketing context, few social media studies take a dive into potential linkages between external and internal marketing contexts in an industry specific paradigm. This study aims to bridge B2C and B2B social media marketing, by adopting the outside-in perspective as theoretical lens. Using a large-scale dataset, collected from a micro-blogging site, and consumer-oriented information assembled from multiple sources, we empirically examine the inter-relationship between firm-generated messages, consumer digital engagement, and firm sales performance in the movie industry. Theoretically, this study builds upon the outside-in perspective and extends the current knowledge of the outside-in perspective to the social media context. It also bridges the B2C and B2B marketing literature by demonstrating that the insight garnered from B2C social media interactions should be integrated into the B2B firm interactions, communications, and decision makings. Managerially, this study provides movie practitioners with important implications.     

Bidirectional Information Transfer: An Imperative for Network and Marketing Integration in a Canadian Telecommunications Firm

Market intelligence helps ensure that R&D efforts are focused on customer needs. In turn, R&D supplies the information necessary for gaining competitive advantage through advances in product and process technology. However, improved R&D–marketing integration means more than simply involving additional marketing personnel in product development. We must focus on identifying and achieving the desired level of integration. Jozée Lapierre and Brigitte Hénault present the results of a study examining the R&D–marketing interface in a large Canadian telecommunications company. Their study explores managers' perceptions of interfunctional integration during the planning and implementation of new services. The goal of this study is to identify the critical integration areas and managers' satisfaction with the organization's current level of integration. Network (i.e., technical) and marketing managers differ substantially in their perceptions of the required level of integration. However, they agree on the five most important areas of interfunctional integration: marketing involvement in establishing service development schedules; information transfer from marketing to network on competitors' moves; information transfer from marketing to network on customer requirements for new services; information transfer from network to marketing on network availability for providing evolved services; and information transfer from network to marketing on network restrictions affecting performance, after-sales servicing levels, and service pricing. In other words, network and marketing managers view information transfer between their groups as requiring the highest integration level. Both groups agree that their budgeting activities do not require as much integration as other activities. Managers from both groups are generally dissatisfied with the current level of interfunctional integration. Marketing managers are far more dissatisfied than network managers in most areas of integration explored in this study. However, network managers are more dissatisfied than their marketing colleagues in all areas involving the transfer of information from marketing to network.     

工业化先行地区产业升级路径研究

本文认为，当前我国工业化先行地区正面临新一轮的产业结构调整良机，重化工业发展是工业化先行地区经济加速时期不可逾越的阶段。以传统轻型加工业为主导的地区随着经济的不断发展，在新形势下面临着来自劳动密集型产业竞争力低下、经常性技术贸易壁垒、企业外迁和资本外流、产品在国际产业链条附加值低等方面的挑战。因此，经济“偏轻”工业化地区政府部门推进重化工业发展、实现产业升级，应该注意制定好促进地区产业发展的用地规划和产业规划；着力完善资源的产权和市场定价机制，推动资源节约型的重化工业发展；大力增强企业技术创新能力，作为推进调整结构的中心环节；积极推进以循环经济为基本理念的生态工业区域建设，实现地区经济的可持续发展；维护并积极参与全球资源、技术与产品的自由贸易体制，利用两种资源两个市场促进产业升级。     

Network agility as a trigger for enhancing firm performance: A case study of a high-tech firm implementing the mixed channel strategy

Original equipment manufacturers (OEMs) can reduce labor costs, free up capital investment and enhance firm's agility by full outsourcing of product manufacturing. OEMs can then focus on the most valuable processes, e.g. R&D and marketing. However, contract manufacturers (CMs) may decide to foster their own brand and forge their own relationships with retailers or distribution channels. The conflicts of interest between OEMs and CMs can be reduced by implementing a mixed channel strategy. Label licensing, the most essential component in the implementation, enhances the marketing capability of a CM and allows it to move up the value chain. In this research, a case study involving a supply chain network in the optical storage media industry is used to develop a conceptual model to explain how a mixed channel strategy and superior network agility enhance firm performance. This study argues that information system integration influences firm performance through network agility, and that the mixed channel strategy boosts financial performance. Moreover, the result proposes that network agility is associated with a moderating effect on the relationship between the mixed channel strategy and financial performance.     

奢侈品品牌的线上线下营销对比分析

随着中国经济的快速发展,奢侈品对中国消费者来说已不再陌生。互联网的应用给人们消费方式带来了巨大改变。奢侈品行业也逐渐摒弃了固有偏见,开始利用网络这一新兴手段开展营销活动。本文通过对奢侈品线上线下营销策略现状进行分析,并从价格、产品、营销方式、销售渠道等四方面进行对比分析,总结奢侈品在销售过程中应该以线下营销为主线上营销为辅的营销策略,对奢侈品营销的实践具有重要的指导意义。     

关于天然气批发环节客户评价体系及精准营销的思考

近年来,中国天然气行业市场化改革不断深化,市场原有竞争格局受到挑战,但供应商现有客户评价管理较为粗放,客户评价体系不尽完善。新形势下的天然气行业客户评价及精准营销体系亟待建立,新体系遵循的原则包括:多维衡量,因地制宜;分类细化,量化评价;结合场景,灵活运用。可依据"销量、价格、效益、信用、协作"5个维度及15个指标,选取所需指标并赋予权重,获取指标数据源,运用分数归类定级方法进行判断。客户评价是工具,精准营销是措施。建议从做好精准营销基础项目、立足本职工作替客户分忧、运用大数据探索精准营销3个层面进行规划与升级。     

产业发展的趋势研判与理性思考

在全球经济一体化，信息化，市场化的大背景下，国际产业发展也是呈现出新的特点，产业的集聚发展，相互间渗透发展以及产业持续发展构成了当今产业发展的主旋律。把握国际产业的发展趋势，可以在我国产业战略调整中通过簇群化进一步提高我国产业的国际竞争力；通过融合化实现产业创新和培育新的增长点；通过生态化促进我国经济的可持续发展。     

Collaborative buyer-supplier relationships and downstream information in marketing channels

Research on buyer-supplier relationships has emphasized the importance of collaboration and business networks. We aim to study the effects of downstream information on the collaborative buyer-supplier relationship. Downstream information refers to the information a firm obtains from marketing channels, be they wholesalers, distributors or retailers. The approach allows firms to concentrate their efforts on the most relevant sources of information and not on the whole network. Survey data was gathered from the Dutch potted plant and flower industry to test this hypothesis. Our findings demonstrate that collaborative relationships are contingent on downstream information from both the buying perspective (wholesalers) and from the supplying perspective (producers).     

Innovation among suppliers to automobile manufacturers: an exploratory study of barriers and facilitators1

This paper reports on an exploratory study of the barriers and facilitators that affect technological innovation by suppliers to the automotive industry and the adoption of such innovations by the industry. The specific focus in the study was on key decision and action points in the life of specific innovations or potential innovations (ideas for new products) which may affect their successful development and marketing. The major source of data for this study was in the form of brief cases obtained from interviews of managers and technical personnel in suppliers to the automotive industry. These cases related to specific projects engaged in or ideas proposed by the responding firms or others in their sector of the industry which were aimed at the introduction of new or improved products, components, systems, materials, designs, etc., to the automotive industry. The information and data for this study were collected by means of structured interviews with 15 managers in 13 first level supplier firms to the automotive industry. A total of 32 innovations were investigated and a corresponding number of 32 cases and additional information on barriers and facilitators were generated for these 32 innovations. In general it was found that the most important barriers and facilitators to innovating were federal laws and regulations. Overall, the two types of decisions that are made in the automotive supplier's environment which appear consistently throughout these cases are (1) the automotive customer's decision to accept, encourage development of, or adopt innovations, and (2) the government's decision to mandate changes in safety, environment or energy-relatedregulations or legislation. The policy implications of the results of this study are discussed as they relate to an evolving model of the effects of potential federal intervention in the R&D/innovation process.