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Posits a stagewise learning process involved in the building of brand equity: brand birth; the creation of brand awareness and associations; the building of quality and value perceptions; the emergence of brand loyalty; and the launching of brand extensions. Also reports on an empirical study which explored the evolution, existence and extensibility of brand equity in a particular business‐to‐business market. Concludes with practical implications for managers in business‐to‐business product or service firms.

This paper contributes to studies on the relationship between dynamic capabilities (DCs) and performance by showing how domain-specific DCs – international dynamic marketing capabilities (IDMCs) – affect the international performance of exporting firms in the context of extreme environmental dynamism – during the COVID-19 pandemic.

The authors focus on a sample of 277 exporting manufacturers from the post-transition economy of Poland. The authors use hierarchical multiple regression analysis to test this study's hypotheses.

This study's findings show that deployment of IDMCs by export manufacturers in the context of environmental jolts contributes to better performance, and this relationship is mediated by adaptation to foreign markets and product development capability. Additionally, this study's results reveal that the significant and positive indirect effect of IDMCs on international performance (through mediators) is, however, weakened under conditions of extreme environmental dynamism.

The limitations pertain to the cross-sectional nature of this study and the research sample, characterised by the dominance of export manufacturers of final products, the dominance of manufacturers operating in the business-to-business sector, or in the business-to-business and business-to-customer sectors simultaneously.

The study provides suggestions to managers on how to build resilience in international markets during turbulent times. These activities involve investments in IDMCs that support activities centred around product development and adaptation to foreign markets.

The novel construct of IDMCs is introduced and operationalized. The study empirically tests the direct and indirect relationship between IDMCs and performance contingent upon extreme environmental dynamism. The results demonstrate the boundary conditions for the effectiveness of these domain-specific DCs in such a research setting.

The purpose of this paper is to assess whether travel agencies that implement comprehensive marketing performance assessment systems (MPASs) enjoy superior overall performance. Drawing on the knowledge-based view, the authors propose and test a model demonstrating that the relationship between MPASs and overall performance is fully mediated by the depth of market-related knowledge absorbed by the travel agency.

A survey was administered to a sample of Italian travel agencies; 171 complete questionnaires were received. The suggested relationships were assessed using a covariance-based structural equation modeling approach, including the estimation of both the measurement model and the structural model.

The findings indicate that the implementation of sophisticated MPASs has a significant and positive effect on performance and that this relationship is fully mediated by the depth of market-related knowledge absorbed by the travel agency. In addition, the results highlight that the number of marketing metrics monitored by the travel agency has no effect on its performance.

The specific features of the travel agency sector in Italy include a remarkable level of fragmentation. The cross-sectional design does not permit an assessment of the medium-term effects of the adoption of an MPAS.

Travel agencies selecting proactive marketing strategies can particularly benefit from the adoption of sophisticated MPASs. Suggestions are provided to assist managers in designing their MPAS.

This study enriches the field’s knowledge about marketing performance measurement and proactive marketing strategies, and indicates that the implementation of well-designed MPASs improves a firm’s overall performance. It also explains the knowledge-related processes that produce this positive effect.

The purpose of this paper is to design and test a model for the internal anchorage of a business‐to‐business brand via corporate brand orientation.

Data from 261 usable responses to a questionnaire distributed in the German business‐to‐business sector, were applied to model estimation by the “soft modelling” partial‐least‐squares regression technique.

The structure of the brand orientation model is supported by the results. The findings demonstrate the positive influence of brand orientation on market and economic performance. Smaller business‐to‐business companies exhibit lower levels of brand orientation than larger counterparts, to their strategic disadvantage. Line of business and management type had no influence on brand orientation in this survey.

Business‐to‐business brand managers now have empirically‐based evidence for the benefits of intensive implementation of brand orientation. The associated four‐level conceptual model of the phenomenon offers them an enhanced understanding of the process, procedures and probable outcomes. It can be used for management control as well as strategic planning and implementation.

The paper is the first empirical study to examine the internal aspects of branding in the business‐to‐business sector, and one of the first large‐scale surveys that is not industry‐specific to analyse the link between brand management and company performance.

Digital innovation and circular business model innovation are two critical enablers of a circular economy. A wide variety of digital technologies such as blockchain, 3D printing, cyber-physical systems, or big data also diverges the applications of digital technologies in circular business models. Given heterogeneous attributes of circular business models and digital technologies, the selections of digital technologies and circular business models might be highly distinctive within and between sectorial contexts. This paper examines digital circular business models in the context of the fashion industry and its multiple actors. This industry as the world’s second polluting industry requires an urgent circular economy (CE) transition with less resource consumption, lower waste emissions and a more stable economy.

An inductive, exploratory multiple-case study method is employed to investigate the ten cases of different sized fashion companies (i.e. large, small medium-sized firm (SME) and startup firms). The comparison across cases is conducted to understand fashion firms' distinct behaviours in adopting various digital circular economy strategies.

The paper presents three archetypes of digital-based circular business models in the fashion industry: the blockchain-based supply chain model, the service-based model and the pull demand-driven model. Besides incremental innovations, the radical business model and digital innovations as presented in the pull demand-driven model may be crucial to the fashion circular economy transition. The pull demand–driven model may shift the economy from scales to scopes, change the whole process of how the fashion items are forecasted, produced, and used, and reform consumer behaviours. The paths of adopting digital fashion circular business models are also different among large, SMEs and startup fashion firms.

The study provides business managers with empirical insights on how circular business models (CBMs) should be chosen according to intrinsic business capacities, technological competences and CE strategies. The emerging trends of new fashion markets (e.g. rental, subscription) and consumers' sustainable awareness should be not be neglected. Moreover, besides adopting recycling and reuse strategies, large fashion incumbents consider collaborating with other technology suppliers and startup companies to incubate more radical innovations.

Appropriate policies and regulations should be enacted to enable the digital CE transition. Market patterns and consumer acceptances are considered highly challenging to these digital fashion models. A balanced policy on both the demand and supply sides are suggested. The one-side policy may fail CBMs that entail an upside-down collaboration of both producers and consumers. Moreover, it is perhaps time to rethink how to reduce unnecessary new demand rather than repeatedly producing and recycling.

The pace of CE research is lagging far behind the accelerating environmental contamination by the fashion industry. The study aims to narrow the gap between theory and practice to harmonise fashion firms' orchestration and accelerate the transition of the fashion industry towards the CE. This study examines diverse types of digital technologies in different circular business models in a homogeneous context of the fashion industry with heterogeneous firm types.

This chapter draws from research on aesthetic labour, gender, management and organisation studies and research on women's careers. We base our analysis on two empirical data sets, namely interviews with women mid-managers in Finland and Scotland, and interviews with highly positioned expert women in Finland in knowledge work. Women in different phases of their careers and life experience manifold pressures on appearances, and are increasingly aware of the demands to ‘look good and sound right’. We address how these pressures impact on women managers' and experts' well-being and career plans.

This study aims to explore how business-to-business service failures manifest in a manufacturing context.

The empirical research involved two case studies: case study one included 20 interviews in the metal finishing industry; case study two included 20 interviews in the paint and coatings industry. In both case studies, suppliers and customers’ perceptions were obtained to facilitate a dyadic understanding of the phenomena.

Business-to-business service failure is a complex, dynamic and interactive process. It varies according to type of service, services supporting the products and services supporting the customers, service quality dimensions and the source of the failure. It can have a more profound impact than service failure in a consumer context because it may cause disruption to customers’ production and have a negative influence of failure on their clients in the network.

Business customers may play a role in value co-destruction rather than value co-creation by causing service failures due to errors on their part. The consequences of the domino effects revealed in this study need to be given careful consideration by managers. The research is exploratory, and the findings may be influenced by the manufacturing sector in which the case study firms are based.

Business-to-business service failure has its own distinct characteristics, as it may impact widely in the business-to-business network. Domino effects implicitly dominate business-to-business service failure episodes where negative outcomes cascade downstream and affect service recipients’ customers.

Business‐to‐business service marketing has received comparatively less attention in the academic literature than business‐to‐business product marketing; much of the service marketing literature discusses the ways in which services and products are different. Compares service marketing to product marketing in the industrial sector from the perspective of customer value creation. Results of a study of managers in the telecommunications industry provide some insight into criteria used by customers to evaluate services and products. According to the results, more similarities than differences exist between service and product marketing in the industrial sector. Managerial implications of this finding are presented.

Business‐to‐business technology development firms face a unique set of challenges when participating in the opportunities made possible by emerging multi‐sector innovations. The greatest challenge involves the firm’s efforts to influence and shape the market in its favor. This requires strategies for dealing with numerous stakeholders – many with which the firm has had little experience. Because both the risks and pay‐offs are great, the firm needs an analytical and systematic process for stakeholder analysis to provide the basis for stakeholder management strategies. The case of one significant multi‐sector innovation – wireless technologies for integrated traffic management and emergency response – provides an illustrative context for demonstrating a five‐step process for stakeholder analysis.