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Article
Publication date: 14 May 2020

Susana C. Silva, Paulo Alexandre Oliveira Duarte and Sara Resende Almeida

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…

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2211

Abstract

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.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 12
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 30 March 2020

Jing Zhang and Mingfei Du

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…

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3453

Abstract

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.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 17 May 2019

Edyta Rudawska

The paper aims to make a contribution by providing a comprehensive understanding of the scope of the implementation of sustainable marketing tools in SMEs operating in the…

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2508

Abstract

Purpose

The paper aims to make a contribution by providing a comprehensive understanding of the scope of the implementation of sustainable marketing tools in SMEs operating in the food and drink industry in Europe. The focus will be put on the identification of differences between companies operating in business-to-business (B2B) and business-to-customer (B2C) context.

Design/methodology/approach

The empirical basis is a survey of 770 European SMEs, of which 369 operate in Western European countries (including UK, Germany and Spain) and 401 in Central and Eastern Europe (including Poland, Croatia and Russia). The respondents in the particular countries were stratified according to company size, measured by the number of employees. The research covered 316 micro companies, 5 small companies and 209 medium ones. The questionnaire was completed by the managing directors of the enterprises (CEOs) or heads of the marketing departments (CMOs). The research was conducted between April 2016 and January 2017. An in-depth analysis of the findings helped to identify differences between the two groups of SMEs, i.e. operating in the B2B and B2C context, in terms of the extent of sustainable marketing implementation. The non-parametric U Mann–Whitney test was used to examine the significance of the differences between the two groups of companies.

Findings

The research results suggest that both groups of B2B and B2C companies implement sustainable marketing tools to some extent. However, in most cases, B2B organizations do it to a significantly greater extent. Nevertheless, these activities relate mainly to those tools, which are directly visible to customers, both institutional and individual, such as packaging, product ingredients or certificates. To a lesser extent, they involve marketing activities of an internal nature, such as production process and the level of energy, water or resources used.

Originality/value

To the best knowledge of the author, this is the first empirical research study on the implementation of the sustainable marketing concept in SMEs operating in European countries. The study is a comparative analysis of the phenomenon between B2B and B2C companies, which has not been previously researched.

Details

Journal of Business & Industrial Marketing, vol. 34 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

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Book part
Publication date: 17 June 2020

Maria Giovanna Confetto, Francesca Conte, Agostino Vollero and Claudia Covucci

The aim of this chapter is to investigate the transformations undergone by dual marketers in their marketing strategies, with the advent of new digital tools. In…

Abstract

The aim of this chapter is to investigate the transformations undergone by dual marketers in their marketing strategies, with the advent of new digital tools. In particular, the chapter wants to emphasise the shift from a dual marketing perspective to the omnichannel approach, based on the integration of communication strategies between business-to-business (B2B) and business-to-consumer (B2C). To this end, the chapter first analyses the theoretical contribution of the integrated marketing communication paradigm in omnichannel marketing. Then, identifying the characteristics common to the B2B and B2C markets, it maps the use of touchpoints and digital content in the dual marketers' omnichannel strategies. Moreover, the role of online personalised marketing and big data analytics tools is illustrated in order to investigate the relationship between dual marketing and big data analytics towards Industry 4.0. Lastly, the dynamics and the perspectives emerged from the literature are traced within the case study of Unicredit Italia to try to bring out the best practices for an omnichannel strategy of dual marketers.

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Article
Publication date: 1 August 2002

Thompson S.H. Teo and Jek Swan Tan

This paper represents one of the first few studies on Internet marketing strategies of business‐to‐consumer (B2C) firms in Singapore. A survey was sent to CEOs/marketing

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6121

Abstract

This paper represents one of the first few studies on Internet marketing strategies of business‐to‐consumer (B2C) firms in Singapore. A survey was sent to CEOs/marketing managers of 400 firms, of which 92 usable responses were obtained. The results of hierarchical regression analyses indicate that strategies to attract customers and to relate to customers have significant positive relationships to online brand equity (defined as “a set of brand assets and liabilities linked to a brand, its name and symbol that add or subtract from the value provided by a product or service to a firm and/or to its customers”). In addition, online brand equity is positively related to financial growth. Implications of the results are discussed.

Details

Internet Research, vol. 12 no. 3
Type: Research Article
ISSN: 1066-2243

Keywords

Content available
Article
Publication date: 25 September 2018

Ailton Conde Jussani, Eduardo Pinheiro Gondim de Vasconcellos, James Terence Coulter Wright and Celso Cláudio de Hildebrand e Grisi

Studies about product customization decision are especially relevant for organizations that decide opening a subsidiary overseas. This scenario requires the company to…

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7547

Abstract

Purpose

Studies about product customization decision are especially relevant for organizations that decide opening a subsidiary overseas. This scenario requires the company to decide which products should be customized and which products should be standardized when selling products in international markets. The main purpose of this paper is to identify which factors influence the decisions on the customization of industrial products and consumer products to a particular country in the marketing function of a global company.

Design/methodology/approach

To do so, a literature review was conducted addressing the following topics: internationalization, international marketing and product customization factors. With regard to methodological aspects, an initial qualitative phase was conducted with four exploratory case studies. In the quantitative phase, an online survey was developed, obtaining 123 records of an intentional non-probabilistic sample.

Findings

As a result, six factors were deemed essential to the product customization decision: customers’ characteristics, sustainable return on investment, sustainable profit, legal requirements, sales of other products in the portfolio and weather differences.

Originality/value

The authors expect that the results of this research contribute academically for the management knowledge about the meanings that product customization can assume in internationalized companies, and, additionally, in a business way, the authors expect that they help companies make strategic decisions on the appropriate measure to take regarding product customization in international markets, whether industrial products or consumer products. With these findings, the authors expect to make a valid contribution about product customization decision and suggesting future studies from other perspectives.

Details

RAUSP Management Journal, vol. 53 no. 4
Type: Research Article
ISSN: 2531-0488

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Article
Publication date: 1 January 2008

Bernard Cova and Robert Salle

The purpose of this paper is to question again the relevance of the differences, which were first discussed over 20 years ago, between industrial marketing and consumer…

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5249

Abstract

Purpose

The purpose of this paper is to question again the relevance of the differences, which were first discussed over 20 years ago, between industrial marketing and consumer marketing and to suggest new ways to frame the debate on the B2BC dichotomy.

Design/methodology/approach

The paper includes an historical review of the principal texts of the Industrial Marketing and Purchasing (IMP) group in order to elucidate the four key characteristics of industrial marketing; the time perspective, the role of the customer, market structure and the unit of analysis. It continues by considering the contributions that Consumer Culture Theory, which it is argued is a powerful renewing force in consumer marketing, can make in respect of these four characteristics.

Findings

The dichotomy of B2B/B2C no longer works by simply attributing it to the four historical differentiators of industrial marketing that are currently being adopted by innovators in consumer marketing. Consequently, this paper highlights the possible contributions of this development to industrial marketing and questions whether differentiation is possible. Are there not other criteria to take into consideration to differentiate the two fields?

Originality/value

This paper allows the reader to revisit a controversy that has apparently been kept hidden. It does not question the relevance of the controversy but the criteria used in trying to differentiate industrial marketing from consumer marketing. It introduces the most recent developments of consumer marketing research into the context of industrial marketing theories.

Details

Journal of Business & Industrial Marketing, vol. 23 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

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Case study
Publication date: 1 October 2011

Rajagopal Shambavi and Sitalakshmi Ramanan

Marketing Communication.

Abstract

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.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 14 November 2013

Varsha Jain, Subhadip Roy and Ashok Ranchhod

The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy.

Abstract

Subject area

The present field-based case study is related to topics in marketing area, more specifically brand management, strategic marketing and business strategy.

Study level/applicability

This case is primarily meant for second-year students in a postgraduate program in business management (MBA). The case could also be discussed in an executive development program on marketing/business strategy.

Case overview

The present case is based on Aava natural mineral water, the brainchild of Mr Behram Mehta, Chairman of Shelpee Enterprises. The case explores at the various marketing strategies adopted by Aava in India. The case traces the brand's foray into the Indian bottled water market as a regional players and its growth as a pan Indian brand. However, in early 2012, the majority of Aava's sales were coming through institutional sales. The brand was facing a challenge of trying to find a foothold in the retail market. The balance between becoming a mass and a premium brand was also looming large. The major question that Aava needed to answer is whether it should restrict itself to the B2B market or whether it should try to penetrate the retail market. Given the latter is more beneficial for the company, the issues of product, pricing and brand communication needed to be revisited since these are not similar for B2B and B2C brands.

Expected learning outcomes

The various learning outcomes of the case include: understanding the differences between B2B and B2C marketing and the need for different strategies for both, apply marketing research findings to introduce a product in a market, evaluate and execute marketing communication strategies based on human behaviour for more effectiveness, evaluate alternatives leading to the right choice of branding/marketing strategy, understand the role of 4Ps of marketing for successful business and industry analysis.

Supplementary materials

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 6
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study
Publication date: 23 November 2020

Rajeev Verma, G. K. Murthy Kothapalli and Ranjani Kumari

The learning outcomes are as follows: assessing the changing trend in the needs of the customer, leading to evolution of new types of businesses in the urban areas. Deep…

Abstract

Learning outcomes

The learning outcomes are as follows: assessing the changing trend in the needs of the customer, leading to evolution of new types of businesses in the urban areas. Deep understanding of household service industry and its future. Assessing the skills and capabilities required to become an entrepreneur and follow entrepreneurship. Understanding the aggregator, two-sided business model prevailing in the market. Understand the concept of business-to-business (B2B), business-to-consumer (B2C) business model in household industry.

Case overview/synopsis

This case study is about two first-generation entrepreneurs from India who started a new innovative service delivery platform, UrbanKare with a vision to organize the household maintenance services industry. The company was founded in 2016 with a seed capital support of the State Government. The idea behind this initiative was to provide customers a professional, reliable and convenient household repair and maintenance services at their fingertips. The biggest challenge they were facing was that of aggregation of service providers (skilled workforce) and maintaining the service quality in the context of B2B and B2C service provision.

Complexity academic level

PG level courses – Industrial Marketing Startup and Business Entrepreneurship.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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