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States that although Japan's pharmaceutical industry has succeeded in steadily advancing its total sales revenues in recent years, its market share of worldwide volume has actually retreated slightly. Its major competitor continues to be the USA, while its three top European rivals: Germany, France and Italy ‐ in combination ‐ have consistently outperformed Japan. Significantly, Japan remains the single largest recipient of US pharmaceutical exports with a surplus over imports of more than $500 billion. Discusses various findings based on survey results within Japan's market structure. Posits that the US experience shows that successfully operating on the Japanese market requires considerable preparation, especially in the areas of distribution and promotion. Owing to the technical segmentation and endemic distribution system of the Japanese pharmaceutical industry, concludes that it is unlikely that the pharmaceutical industry in Japan will rise to dominate this industrial sector on a global basis as they have prevailed in others.

States that although Japan’s pharmaceutical industry has succeeded in steadily advancing its total sales revenues in recent years, its market share of worldwide volume has actually retreated slightly. Its major competitor continues to be the USA, while its three top European rivals: Germany, France and Italy ‐ in combination ‐ have consistently outperformed Japan. Significantly, Japan remains the single largest recipient of US pharmaceutical exports with a surplus over imports of more than $500 billion. Discusses various findings based on survey results within Japan’s market structure. Posits that the US experience shows that successfully operating on the Japanese market requires considerable preparation, especially in the areas of distribution and promotion. Owing to the technical segmentation and endemic distribution system of the Japanese pharmaceutical industry, concludes that it is unlikely that the pharmaceutical industry in Japan will rise to dominate this industrial sector on a global basis as they have prevailed in others.

This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers) goal‐orientation of a firm. Results from an emerging market, India, indicate that perceived orientation towards both profitability and market share is not associated with any of the channel support considered. Growth orientation however is strongly associated with most of the channel support activities – both business (e.g., business advice, pricing and ordering assistance, and personnel training) as well as marketing (advertising support, sales promotional material, and inventory management assistance) oriented activities. In contrast, perceived sales volume orientation is only associated with advertising support and business advice, however, the relationship is negative. These findings have interesting implications for channel management and channel motivation.

The increased digital interactions in the B2B industry have enhanced the importance of customer engagement as a measure of firm performance. This study aims to map and analyze temporal and spatial journeys for customer engagement in B2B markets from a bibliometric perspective.

The extant literature on customer engagement research in the B2B context was analyzed using bibliometric analysis. The citation analysis, keyword analysis, cluster analysis, three-field plot and bibliographic coupling were used to map the intellectual structure of customer engagement in B2B markets.

The research on customer engagement in the B2B context was studied more in western countries. The analysis suggests that customer engagement in B2B markets will take centre stage in the coming times as digital channels make it easier to track critical metrics besides other key factors. Issues like digital transformation, the use of artificial intelligence for virtual engagement, personalization, innovation and salesforce management by leveraging technology would be critical for improved B2B customer engagement.

The study provides a comprehensive reference to scholars working in this domain.

The study makes a pioneering effort to comprehensively analyze the vast corpus of literature on customer engagement in B2B markets for business insights.

As service organizations continue to expand internationally, the need to be able to understand consumers in faraway places is increasing. Marketing research is a key mechanism through which service companies understand their current as well as potential customers. As service organizations contemplate the global marketplace, there is increasing demand for managers to understand customer behavior in multiple countries. This article aims to discuss the importance of market research information in developing a market orientation and its impact on international service organizations.

Extant literature is reviewed and discussed pertaining to the interrelationships between market research, market orientation and customer relationship management (CRM)‐related issues. Conceptual models are presented to illustrate the interrelationships between these streams of research.

Several anecdotal and case examples are used to illustrate the essential linkages between market research, market orientation, and CRM. These include the Ritz Carlton Hotel Company, Federal Express, Hallmark Cards, Harrah's Entertainment and, most notably, VeriFone.

The key implications revolve around the notion that in today's hyper‐competitive markets service firms must be market‐oriented in order to be competitive, and that market research plays a critical role in generating the needed data on which a market orientation can be developed and implemented, which, in turn, can enhance the practice of CRM.

The article promises to help service providers address the challenge of generating and using market research data to develop a market orientation and a corresponding CRM program.