Industrial marketing management digital media optimization for B2B marketing

The role of digital media in B2B marketing has gained traction with academics and practitioners in recent years. However, a comprehensive framework about the use and value of these media has not been developed, leaving B2B experts uncertain about their effectiveness. In fact, whether or not digital media can impact the business development and marketing processes to achieve higher performance remains vague. Additionally, there is a paucity of research related to the impact of different media towards the enhancement of processes and outcome of marketing to generate opportunities. To provide guidance for practitioners, we consider marketing processes in the global software industry by researching practitioner experiences. We develop an assessment tool to identify and align marketing processes and digital media. This research attempts to explore and explain how digital media impacts the B2B business development process cycle at the conjunction of marketing and sales. The research tests a conceptual model by means of a cross-sectional survey of more than 530 practitioners. Our novel framework provides several contributions to knowledge and practice, defining marketing-related processes, and determining a set of digital platforms. By acknowledging the perspectives of vendors, third-parties, and buyers in a simultaneous study, we ensure optimal alignment.     

Industrial marketing myths

With the primary academic emphasis on private consumer oriented marketing, analysts and theoreticians, as well as the teachers of marketing have largely tended to overlook industrial marketing, leaving it to be mentioned in passing, if at all. This rather cavalier attitude overlooks the distinct differences between the two fields, while emphasizing their similarities. The result has been the growth by default of a marketing technology in the industrial field that is often overly pragmatic, misapplied, misunderstood, or any combination of these. Possibly the most unfortunate consequence has been the establishment and perpetuation of a number of myths among industrial management, frequently even including the industrial marketing manager. A few of the most pervasive and damaging of these myths are described below.     

Industrial marketing in Romania

This article by Dr. Lilian Cre?u facilitates an understanding of industrial marketing procedures in Romania. In the author's country industrial marketing has been, until recently, the least developed branch of marketing activity. However, as the Romanian economy develops (with a predicted 48% of industrial production in 1975 consisting of new or modernized products), classical central planning may become insufficient for accurately predicting and meeting Romania's need for industrial goods. Some autonomous decisionmaking by economic subunits may become necessary. It is possible, therefore, that industrial marketing activity at the microeconomic level will increase. Lilian Cre?u attempts to demonstrate this last point by indicating the changes in the concept and modus operandi of management which are taking place under the impetus of economic expansion.     

Industrial marketing education: Practitioner's views

A study of industrial marketing practitioner perspectives on industrial marketing education was conducted. Attitudes toward the educational process, definition of skills, continuing education, practitioner assistance in education and topic importance were queried. In general it was found that practitioners are favorably disposed toward industrial marketing education, are willing to assist in the educational process and have distinct perceptions on the nature of the educational process and how it should be carried out.     

Green marketing and its impact on supply chain management in industrial markets

Green marketing and green supply chain have been drawing the attention of both academics and practitioners in the recent decade. However, no holistic framework has been developed on how to build green industrial brands and industrial corporate brands. Whether or not sustainable/green supply chains can be integrated with green industrial marketing in building greener organizations and industrial brands is still unclear. In addition, little is known on the factors on green new industrial product development or how green new industrial products are adopted by organizations. Furthermore, we know little of whether and how green supply chain enables green new industrial product development. This special issue aims at reflecting the most recent advances on green industrial marketing, green/sustainable supply chains and their interplay in green industrial branding, and to explore future research directions. The guest editors hope that the solicited papers can provide insights on the impacts of sustainable or green supply chains on marketing theory in industrial and business-to-business markets.     

Industrial life cycles and learning curves: Interaction of marketing and production

The price-oriented experience curve has been widely utilized as a model to design marketing strategies. Yet, it is cost over which many firms exercise the most control. This article explores the cost-oriented learning curve in conjunction with the product life cycle model as joint strategy constructs. Implications of variations in the learning curve parameters are examined.     

Industrial organization in oil markets since the embargo

Recently it has become obvious that OPEC, a cartel which only a few years ago could cause substantial redistribution of wealth in its favor, is now hard pressed to protect these gains. In the history of cartels the phenomenon is not new, and the conventional tools of industrial organization analyses are used here to provide insights into the process. The dynamics of structural change and the conduct of market participants have undermined OPEC's dominance in world crude oil trading. Strategies adopted by major energy companies which have contributed to weakening the cartel are examined. The development of crude reserves alternate to those held by OPEC has been the focus of large investment expenditures. In addition, the development of flexible trading policies for purchases of crude oil has enhanced bargaining power with alternate suppliers. The paper also examines marketing and organizational changes within OPEC. Less and less are OPEC members simply sellers of crude oil. Increasingly, crude is bartered or sold in packages containing mixtures of LNG or refined products. Moreover, corporate diversity among various OPEC national oil companies is growing as major new facilities in refining, marketing, transportation and chemical production come into operation. The very fact that this complexity reflects explicit decisions by participants indicates the growing force of individual as opposed to group interest maximization and permanently weakens the cartel's ability to exercise market power.     

Economic Integration and State Responses: Change in European Industrial Relations since Maastricht

The article analyses industrial relations change in the six largest EU countries since 1992 in relation to increased internationalization pressures. Based on qualitative and quantitative analysis, it distinguishes between associational and state governance, and detects that despite a predominant, but not universal, trend of weakening trade unions and collective bargaining, no overall liberalization has occurred in the political regulation of employment (employment policies, welfare state, labour law, state support to collective bargaining, public sector). Rather than converging towards neoliberalism, industrial relations emerge as more politically contingent and dependent on multiple forms of power, which are affected by internationalization in different ways.     

探寻内部市场化管理之路——开滦精煤股份公司吕家坨分公司区队管理案例

开滦精煤股份公司吕家坨分公司综三队是2002年1月份为适应公司水转旱发展而新组建的单位。几年来，在公司党政指导下，他们一直在探索能有效地激励员工工作积极性，适应矿发展的区科经营分配方案。经过反复调研，征求一线员工意见，通过半年时间的论证，于2004年5月份在综三队实施了内部市场化管理机制。     

Multivariate statistics in industrial marketing management: A practitioner tool kit

Much published work over the years has pointed to the differences between business-to-consumer (B2C) and business-to-business (B2B) marketing. An undesirable by-product of this sometimes misdirected distinction is that managers working within B2B environments have generally not considered the use of what are seen as B2C techniques, such as multivariate statistical analysis. This article is structured in three parts. First, the argument for the similarities between B2B and B2C marketing is developed; second, three different multivariate statistical techniques are presented and combined to form a practical tool kit for use by B2B managers on strategic, operational, and tactical levels; and third, the results of an application of the techniques in the life science research chemicals industry is reported, demonstrating that the tool kit substantially enhanced managerial understanding of customer decision processes.     

健全市场营销管理体系 加强企业营销队伍建设

市场营销管理，是企业为了实现组织目标，对旨在创造、建立和保持与目标顾客之间有益的交换关系的方案进行分析、计划、实施和控制的过程。现代市场营销的特点，要求企业以顾客为导向，按顾客要求提供产品和服务，在顾客满意的基础上获得利润。搞好市场营销，对于增进企业效益，推动企业改革和快速发展具有特别重要的意义。传统营销的渠道大致有：（１）生产者→顾客；（２）生产者→零售商→顾客；（３）生产者→批发商→零售商→顾客；（４）生产者→代理商→零售商→顾客；（５）生产者→代理商→批发商→零售商→顾客。其主要特点是：中…