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This chapter examines the concept of dual marketing using Quelch's tools for marketing to individual and business customers. The benefits, opportunities and risks involved in the practice of dual marketing in emerging economies are discussed. The need for organisations to strategically utilise dual marketing to satisfy both categories of customers is further illustrated.

Using a combined Industrial Marketing and Purchasing’s network approach and institutional theory, this paper aims to explore why firms exploit dual marketing strategy that targets both the consumer (business-to-consumer) and business markets (business-to-business). This study uses the regulated housing market as its research context in examining how housing developers cope with government intervention when implementing a dual marketing strategy.

This study applies a qualitative case study research approach, using 19 in-depth interviews, from the purposefully selected industry actors within the housing market, observations and documents.

The findings uncover housing developers’ struggles in dealing with government intervention when they adopt a dual marketing strategy. When dealing with the regulated consumer market, developers formed an issue-based net with other competitors and used their association to bargain with the government for flexibility in public policy. When selling to the business market, in which the private investment club emerged as a powerful actor, they initiated strategic net and influenced property developers’ pricing and selling strategies. The findings also demonstrate that the restrictions imposed on the consumer market have a spillover effect on the business market, which reflects the contextual embeddedness of the two markets.

This study contributes to the understanding of how actors strategize and co-evolve when implementing a dual marketing strategy. It helps policymakers, business actors and other connected actors to understand the interactions of all actors within a network that affects each other’s decisions.

This study discusses the evolution of supply chain and the growing importance of dual marketing strategies. To understand the concept of dual marketing, we present a scenario faced by property developers in Malaysia on the impact of public policy on dual marketing strategy. This study is to uncover (1) the reasons why and how property developers adopt dual marketing strategy, (2) the impact of housing policy on the developers' dual marketing strategy and how they strategise to cope with the policy.

While extensive knowledge on branding and communication has focused on business-to-consumer context, despite the nourishment of the importance of strategic alliances between businesses in terms of co-branding has become discernible, a little attention has been given to business-to-business (B2B) context. This chapter tries to take attention to dual marketing communication, where they are trying to market their products and services to both individuals and businesses. More specifically, this chapter aims to emphasise ingredient branding as a form of co-branding considered as one of the revolutionary dual marketing communication strategies. Notably, the importance of ingredient branding is highlighted for industries and companies who have to design a strategic multi-channel communication plan not just for their customers but also for retaining the competitive advantage, increasing the brand strength for both sides and stimulating the sales. Further, this chapter elaborates the subject with prominent examples of ingredient branding, as well as explains how a communication strategy became an asset for manufacturers and suppliers who are in downturn and lead them to have a growth opportunity with maximising their brand values.

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.

The final chapter of the book titled ‘Beyond multi-channel marketing: Critical Issues in Dual Marketing’ aims at summarising issues related to the concept of dual marketing (DM). Starting from the analysis of a structured literature review on the selected subject, spread across three decades and reflecting on the different contributions of the research showed in the present book, the chapter tries to open the path to giving to the topic a new guise. In order to fulfil this duty, not only works on DM and multichannel marketing were taken into account, but also other research paths that share several features with the main topic were under scrutiny.

In this chapter, we connect our focus — the organizing of marketing — to one of the strongest drivers for its change — digitalization — and draw attention to various “dual forces” that affect marketing as a consequence. These dual forces are associated with the concept of ambidexterity. Given that companies today are affected by digitalization, both internally in their organizations and in their external business relations, and that they need to act as ambidextrous organizations handling both old (“analog”) and new (“digital”) situations, how does this affect marketing, in general, and the organizing of marketing, in particular?

The chapter will be founded on the assumptions that digitalization is a central driver of change in business and society today, and this digitalization requires organizations to explore new opportunities while still operating with mature technologies in mature markets. Marketing most often has a central role in this situation of digitalization. The connection between digitalization processes, ambidextrous organizations, and the processes of organizing marketing is the focus of this chapter.

The subject is wide, and the aim of the chapter is to generate ideas on some potential consequences for marketing management and organization. The chapter ends with a set of propositions serving as starting points for further studies of the links between digitalization, marketing management and organization, as well as the forces resulting from digitalization.

The aim of this chapter is to reflect on the strengths of the different core concepts within the dual marketing (DM) arena; evaluate the strategic features of these core concepts in practice; assess how these concepts may provide insights into the development and management of DM; investigate how organisations manage their DM strategy and the extent to which stakeholders are involved in this process; explore how to manage and develop the DM strategy in different settings and contexts.

This chapter describes the main issues in scientific literature related to industrial branding. First, we set the background focusing on industrial branding, followed by brand equity and measurement, and brand orientation in business markets. The second section relies on controversies and problems inherent in the gaps in theory and implementation of branding. The third section proposes several solutions and recommendations for academics and practitioners, followed by proposals for future research directions and conclusions. We also present a case study and several case questions arising.