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The purpose of this paper is to warn managers of the common missteps that can trip up strategy making and suggest how such pitfalls can be avoided.

Based on their experience and research, the authors identify seven key mistakes and describe the best practices that companies can follow.

The article offers a sophisticated how‐to process managers can use to seek a basis for advantage, say “no” to trying to do everything, focus on long‐term‐value creation, factor in competitor reactions, balance ambitious bets with caution, understand the organization's capabilities, and link vision to execution.

By avoiding these seven basic missteps managers can stay on the path to strategic success.

The authors highlight the best practices for making more effective strategic choices in an easy‐to‐remember and easy‐to‐teach format.

The role of industrial services has increased in importance as product manufacturing oriented companies have been moving towards industrial services and integrated solutions. While migrating towards solutions provision, manufacturing companies have been developing new Service offerings, service business models logics and methods of service delivery are developed by using new technologies for value co-production and co-creation. The purpose of this paper is to discuss the solution providers perspective by illustrating central approaches tapping into industrial services, such as environment-strategy-fit, scope of industrial service offering, industrial service business capabilities, and servitization process.

The paper reviews literature related to industrial service phenomenon providing a: framework for environment-strategy-fit in the context of Industrial Services taking Fit; defining industrial service business; defining industrial service business capabilities; and a critical perspective toward industrial service business research.

Where this paper provides a framework for environment-strategy-fit in the context of Industrial services, it also develops grounds to consider the maturity levels of servitization in a solution provider context. This paper recognizes the maturity levels of manufacturing companies providing a typology to analyze the level of servitization. Finally, this paper also serves as an introduction to an interesting special issue on industrial services.

The existing industrial service theory related industrial services can be strengthened by developing frameworks and typologies to better understand the transformation from products to industrial services and integrated solutions. technology digitalization and enable operational and outsourcing services, in addition to performance services.

The research empirically examines the role of artificial intelligence (AI) integrated with social customer relationship management (SCRM) in multinational enterprises (MNEs) towards international relationship management under social distancing conditions due to the COVID-19 pandemic.

The study initially undertakes pertinently focused theoretical research in the fields of international marketing, knowledge management, and customer relationship management. And, utilizing the theories of resource-based view (RBV) and dynamic capability view (DCV) theory, the study develops a theoretical model that is subsequently empirically validated through a survey and structural equation modeling.

The study highlights the importance and means of adopting AI-integrated social CRM by MNEs, in the context of international relationship management, under the Covid-19 social distancing conditions. The study more specifically elucidates the role and significance of MNE leadership approach and support towards the adoption of AI-integrated social CRM systems and, ultimately, performance improvement of MNEs under such conditions.

The study presents insights and prescriptive explications on a topic at the heart of state-of the-art technology-based international marketing in the explicit context of the primary business-defining environment of the Covid-19 pandemic. The research provides practicable suggestions to MNEs' leadership towards the adoption of an AI-integrated social CRM system. And the study presents a unique model for international relationship management under social distancing conditions, potentially applicable during other crises.

The research is original and on a ‘fresh’ topic that combines the latest technological advancements in business (AI-integrated CRM) with the present critical business context (pandemic). The research develops a tested theoretical model that (a) is unique in its field; (b) provides a solid foundation for further research; (c) bears generic value and application during other-than-Covid-19 conditions; and (d) enhances the understanding of important fields of international marketing, including international customer relationship management and global knowledge management.

Electronic content, today’s principal means for information exchange, is dramatically reshaping how businesses compete and meet their goals and performance objectives. Now that the essential structure of business information technology, the Internet and supporting software tools has been built, the competition for strategic business advantage is shifting to focus on how companies use these tools to enable their people to compete through ready access to relevant and critical knowledge as they need it. E‐Content encompasses the world of electronic office documents, e‐mails, sites on the free web and premium content from subscription and syndicated publishers. It is integrated through a variety of authoring and content sharing tools from search engines and evolving content aggregation systems to newer forms of real time communication and electronic authoring including instant messaging, blogs, and text messaging through cell phones and other portable devices. As the sheer amount of available information and means of use proliferate, the need is growing for companies to include knowledge sharing via electronic content as a key element in their overall strategy. The fundamental strategic issue is empowering the people and decision makers who drive the business with relevant information in real time. E‐content provides the core of the business and competitive advantage lies in the immediacy of access, exchange and providing a meaningful flow of real‐time to the people who make decisions and the people who execute them. This article presents a structured model of the e‐content playing field and demonstrates how the integrated system for creating, delivering, using and sharing e‐content should be factored into strategic considerations for all businesses.

This is an instructive account of how Du Pont UK changed from being a product‐driven organisation to a customer‐driven one in order to maintain its competitive position; a move that was achieved by improving the company′s network of marketing intelligence. The article examines how Du Pont UK′s executives improved their knowledge of information in their particular environments, enabling them to compete more effectively in the future.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

Investigates the understanding of marketing strategy and the differentiation and clarification of concepts used in conjunction with it. Carries out a search of the literature revealing a wide variation in the understanding of marketing strategy. Develops a process for defining marketing strategy using three key levels: the overall strategic planning of the company; a framework developed from this from which marketing strategy should be developed; and the actual marketing strategy. Concludes that a firm needs to establish the strategic planning framework in defining its marketing strategy and its component parts. Suggests that failure to do so leads to ineffective definition, implementation and effectiveness of strategies.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Business Strategy; Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution; Sundry.

This special “Anbar Abstracts” issue of the European Journal of Marketing is split into seven sections covering abstracts under the following headings: Marketing, Europe and international business; Marketing strategy; Supply‐chain management; Product management; Services marketing; Marketing in the public sector; and Marketing and information technology.

Marketing concepts and definitions have remained relatively unchanged until recently. Electronic customer relationship management (eCRM) has forced marketing managers to reevaluate how, when and to what extent they interact with their customers. This paper is focused on the role of specific marketing concepts and how eCRM has enhanced or altered each concept. Every topic discussed is illustrated with current business examples. Several examples from the business trade press are used to illustrate the success an organization can achieve when using eCRM to enhance marketing skills.