Mapping the values in B2B relationships: A systemic, knowledge-based perspective

The management of an enduring relationship between provider and supplier has at its heart an implicit interaction between the valuation systems of the counterparts. We take the view that this interaction is conveniently understood through the lens of knowledge management. Knowledge management informs our treatment of business to business relationships through two mechanisms. It helps us manage better the dissemination and co-creation of knowledge in an organisation and new work in the mapping of knowledge allows us to represent the knowledge aspects of a relationship in a way which allows us to manage it better.We present, therefore, an approach to allow the specific representation of these valuation systems and their interaction, using a case study of the marketing of a nuclear submarine programme to a government. A conclusion is that structures which support the co-creation of knowledge between the companies is critical to winning the contract and we indicate how this co-creation can be engendered.     

Understanding the links between technological opportunism, marketing emphasis and firm performance: Implications for B2B

The capability of firms to sense and respond to changes in technologies, called technological opportunism, is of growing importance to managers as a source of competitive advantage. However, exactly how technological opportunism impacts firm performance is still not clearly understood. Furthermore, the role of marketing in this relationship, if any, has yet to be examined. Understanding this relationship is critical for marketing managers not only for determining strategic investments of resources but also for demonstrating marketing return on activities. This paper explores the links between technological opportunism and firm performance. The results show that technological opportunism has a strong positive impact on key measures of performance such as firm sales, profits and market value. Importantly, marketing emphasis is the mechanism through which the technological opportunism-performance relationship is achieved. Finally, the impact of marketing emphasis on B2B firms is different than that for B2C firms, highlighting the importance of these activities for B2B marketing managers.     

Marketing capabilities and innovation-based strategies for environmental sustainability: An exploratory investigation of B2B firms

While emerging literature on sustainability shows that environmentally responsible strategies can contribute to competitive advantage and enhanced financial performance, little is known about specific marketing capabilities that lead to sustainable consumption behavior, and whether implementing such strategies leads to firm competitive advantage. Using the case method approach, this study explores marketing-related strategies and practices pertaining to sustainable consumption as reported by leading sustainable firms in the B2B context. We examine case studies of forty seven B2B firms and identify key marketing capabilities that tie to innovation-based sustainability strategies, sustainable consumption behavior and firm performance. We use our findings to develop a conceptual framework linking marketing capabilities to innovation strategies for firm sustainability, sustainable consumption behavior and firm competitive advantage, and put forward propositions for future research.     

Marketing capabilities: Antecedents and implications for B2B SME performance

The study provides a new perspective on SME marketing strategies in the B2B context. Using a resource-based view of the firm, the study develops a structural model linking marketing capabilities and marketing performance. A study of 367 SME Australian firms reveals that two key marketing capabilities, namely branding and innovation, have major performance outcomes in the SME B2B context. This is the first SME study to evaluate concurrently the contribution of innovation and branding marketing capabilities, with innovation capability the strongest determinant of SME performance. The study also finds market orientation and management capability act as enabling mechanisms for building marketing capabilities. Disaggregation tests indicate that the same findings apply to three size categories denoting micro firms (less than 20 staff), small firms (20-99 staff) and medium-sized firms (100-499 staff).     

Return on marketing investments in B2B customer relationships: A decision-making and optimization approach

The basic notion of relationship marketing entails that firms should strive for mutually beneficial customer relationships. By combining relationship marketing theory and operations research methods, this paper aims to develop and demonstrate a managerial decision-making model that business market managers can use to optimize and evaluate marketing investments in both a customer-oriented and economically feasible manner. The intended contributions of our work are as follows. First, we add to the return on marketing literature by providing a first decision-making approach that explicitly assesses the optimization of marketing investments in terms of profitability, effort, and resource allocation. Second, we show how the risk of marketing investments can be assessed using sensitivity analysis. By means of an empirical study the versatility of our decision-making approach is demonstrated by assessing various critical decision making issues for business marketing managers in detail.     

Distribution network dynamics and the consequences for intermediaries

Distribution networks are in constant flux due to the dynamics of their contexts. In these processes, the functioning and significance of intermediaries and middlemen become modified. This paper examines what consequences the dynamics of distribution may imply for intermediaries and the role these firms play in this evolution. The paper is based on a literature review of the long-term evolution of distribution networks and intermediaries. The first contribution of the study is a historical narrative of this evolution, where three main phases are identified in the period from the 1600s. In these phases, the power and the functions of intermediaries have varied substantially. Despite the fact that their demise has been anticipated on several occasions, intermediaries have survived because they have been able to adapt to changing conditions. The second contribution of the study is the industrial network analysis of the impact of this evolution on three central dimensions of distribution: division of labor among actors, efficiency of activities, and control of resources. Finally, the study provides contributions to practice through recommendations concerning potential value generating opportunities for intermediaries. These suggestions are derived from the combined findings of the historical review and the network analysis.     

Pharmaceutical marketing through the customer portfolio: Institutional influence and adaptation

This paper discusses the dilemma of managing marketing in institutionalized business contexts. On the basis of a study of pharmaceutical marketing practices it is argued that business aspirations are dependent on understanding institutional influence and adaptation mechanisms on the customer-portfolio level. As relationships are perceived as such mechanisms, understanding network dynamics, institutional co-evolution and actor cognitions are key managerial issues. Furthermore, it is suggested that institutional discontinuities leverage institutional entrepreneurship to a critical extent.     

It's all B2B…and beyond: Toward a systems perspective of the market

The delineation of B2B from ‘mainstream’ marketing reflects the limitations of the traditional, goods-dominant (G-D) model of exchange and a conceptualization of value creation based on the ‘producer’ versus ‘consumer’ divide. Service-dominant (S-D) logic broadens the perspective of exchange and value creation and implies that all social and economic actors engaged in exchange (e.g., firms, customers, etc.) are service-providing, value-creating enterprises; thus, in this sense, all exchange can be considered B2B. From this perspective, the contributions of B2B marketing (and other sub-disciplines) can be seen as applicable to ‘mainstream’ marketing. This generic, actor-to-actor (A2A) orientation, in turn, points toward a dynamic, networked and systems orientation to value creation. This article discusses this systems-oriented framework and elaborates the steps necessary for developing it further into a general theory of the market, informed by the marketing sub-disciplines, marketing practices, and disciplines external to marketing.     

Regulating B2B online reverse auctions through voluntary codes of conduct

In response to real and perceived abuse by market makers, buyers, and sellers, some industry trade groups representing suppliers have developed voluntary codes of conduct, white papers, and other forms of guidance for online reverse auction participants. The intent of these guidelines is to improve both the reverse auction process and relationships between buyers and sellers. This paper examines the rationale for creating guidelines and codes of conduct, and examines their efficacy in regulating reverse auctions to achieve improved outcomes for market makers, buyers, and sellers. Data from primary and related secondary sources indicate that industry-specific codes of conduct and guidelines have not had a favorable impact.     

Marketing strategy and the efficacy of procedural justice: The mid-level marketing manager in industrial service firms

A principal challenge confronting the senior marketing team in B2B firms is how to ensure that the marketing strategies they develop are implemented effectively. The literature indicates that mid-level marketing managers' perceptions of the procedural justice within the firm may be critical in this respect. However, there has been little empirical research on this issue. The authors develop and test a conceptual model of the key drivers and consequences of marketing managers' procedural justice perceptions. The findings show that if mid-level marketing managers trust their senior marketing colleagues and simultaneously operate within moderately organic structures, then procedural justice will thrive. A consequence of this is more effective implementation of marketing strategy which, in turn, leads to increased market performance.     

Factors influencing the relative importance of marketing strategy creativity and marketing strategy implementation effectiveness

It seems logical that performance is maximized when a business produces a creative marketing strategy and achieves marketing strategy implementation effectiveness. However, cultural tensions and resource competition may make it difficult, or impossible, to achieve both. Contingency theory suggests that market and/or firm level influences may exist that make one or the other more important. Thus, it is important for researchers to investigate those conditions so that we can provide managers with guidance regarding where to allocate their resources. The study reported in this article assesses the impact that environmental conditions and business unit strategy have on the relative importance of marketing strategy creativity and marketing strategy implementation effectiveness. We discuss implications for managers and scholars.     

Dynamic supply chain coordination under consignment and vendor-managed inventory in retailer-centric B2B electronic markets

This study examines the dynamic performance of vertically decentralized two-echelon channel coordination for deteriorating goods under consignment and vendor-managed inventory (VMI) contracts with revenue sharing from retailer-centric business-to-business transactions in both traditional markets and electronic markets (EMs). The research presents the profit-maximization problem and devises a method for making cross-enterprise dynamic joint decisions by combining calculus with dynamic programming for a retailer-led Stackelberg supply chain under cooperative and non-cooperative game settings over a multi-period planning horizon. The applicability of the proposed model is assessed using a case study involving a highly perishable product, sliced raw fish, in a supply chain comprising a regional seafood supplier and a local store belonging to a large national retail chain. The analytical results show that, in a cooperative setting, the EM with a consigned revenue-sharing VMI contract tends to achieve lower retail prices, larger stock quantity, improved channel efficiency, and increases in both retailer and supplier profits through an additional one-part tariff. Additionally, consumers benefit from lower retail prices and society benefits from increased overall channel profits in the cooperative channel and EM.     

Enhancing organizational sensemaking: An examination of the interactive effects of sales capabilities and marketing dashboards

Current marketing research highlights the direct effects of marketing resources on firm performance. Few studies, however, examine how such resources interact with one another and contribute to the strategic actions, such as sensemaking. In this study, we investigate how sales capabilities and performance monitoring via marketing dashboards influence a firm's sensemaking. The results from our study suggest that sales capability and the use of marketing dashboards not only contribute directly, but also have an interactive effect, highlighting the importance of integrating both sales and marketing operations. Further, we find evidence that sensemaking influences cost control and enhances customer relationship performance, suggesting that sensemaking has the potential to simultaneously impact both cost efficiency and growth.     

Inter-temporal inventory competition and the effects of capacity constraints

This paper addresses an intertemporal inventory competition between a supplier (a provider, manufacturer) and a retailer engaged in a supply chain. The paper's focus is on the effect of capacity constraints on both parties when demands are seasonal. The paper provides a comparative study of two solution approaches, one is based on supply chain competition and the other is based on system wide optimization. Our results demonstrate that with dynamic inventory competition, the retailer reduces inventory costs by reducing the response period to higher demands while increasing the supply requests compared to the system-wide optimal approach. As a result, the supplier's inventory costs increase. An example illustrating these particular facets of the problem and its application is presented and discussed in light of the supplier and the retailer coordinating policies.     

房地产三种评估价格的比较分析

简要的阐述了比准价格、收益价格、积算价格三种房地产评估价格的形成机理及理论依据，并从对一种观点的局限性分析出发，综合运用市场供求理论、均衡理论以及短边原则，对不同市场背景下三种估价方法得出的评估价格进行经济比较分析。     

Barriers and bridges to the adoption of environmentally-sustainable offerings

This research identifies the factors that inhibit the incorporation of environmentally-sustainable offerings into firms' operations, while outlining strategies that environmentally-sustainable suppliers can use to overcome such adoption barriers. A discovery-oriented approach analyzes twenty in-depth interviews with mid- and senior-level managers whose firms were faced with, and yet overcame, adoption barriers. Results indicate that supplier related barriers, such as associated costs, ease of use, suppliers' credibility, and their offerings' creativity and execution, and intraorganizational barriers, such as organizational structure and culture, inhibit adoption. The refinement and alignment of suppliers' actions, communications, and offerings were suggested to aid in overcoming the barriers. This research yields insights for both research and practice, as it provides a series of testable research propositions, supports several theories, and furnishes supplier firms with strategies to better position their firms and offerings.     

Globalization and the Renewal of Asian Business Networks

How are Asia's business networks responding to the growing integration of the region into the global economy? To address the question the paper identifies two distinct types of Asian business network originating in two different institutional contexts. It is argued that these original contexts have imprinted upon dominant firms' governance structures and influence their preferred networking mode. Consequently, the renewal of business networks reflects the pressures of globalization and the governance structures of the dominant organizational forms in the networks. Two types of network (global commodity chains and family business groups) are described and the global pressures for change bearing upon them outlined.