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Article
Publication date: 13 March 2018

Ann-Marie Kennedy, Joya A. Kemper and Andrew Grant Parsons

This paper aims to provide guidelines for upstream social marketing strategy on to whom, how and when social marketers can undertake upstream social marketing.

Abstract

Purpose

This paper aims to provide guidelines for upstream social marketing strategy on to whom, how and when social marketers can undertake upstream social marketing.

Design/methodology/approach

This article is a conceptual piece using academic literature to justify and conceptualise an approach to communicating with and influencing upstream actors.

Findings

Specifically, it looks at the characteristics of policymakers targeted, then targeting methods, with a special focus on the use of media advocacy. Finally, a process of government decision-making is presented to explain message timing and content.

Practical implications

Specific criteria to judge time of decision-making and implementation guidelines are provided for social marketers.

Originality/value

In the case of complex social problems, such as obesity and environmental degradation, structural change is needed to provide people with the ability to change (Andreasen, 2006). Strategic social marketing has identified upstream social marketing as a method to influence structural change through policymakers (French and Gordon, 2015); however, literature in the area tends to be descriptive and there are no clear guidelines to its implementation (Dibb, 2014). This article seeks to provide those guidelines.

Details

Journal of Social Marketing, vol. 8 no. 3
Type: Research Article
ISSN: 2042-6763

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Article
Publication date: 29 July 2014

Risto Tapio Salminen, Minna Oinonen and Juha Haimala

The purpose of this paper is to gain knowledge on the character of managerial implications within business-to-business (B2B) marketing, in terms of type of relevance…

Abstract

Purpose

The purpose of this paper is to gain knowledge on the character of managerial implications within business-to-business (B2B) marketing, in terms of type of relevance addressed in research articles on solution business and integrated solutions.

Design/methodology/approach

Use of Jaworski’s framework on role-relevance to classify the type of relevance addressed in 29 journal articles. A systematic literature review on solution business preceded the selection of articles and a concern to include different journal categories.

Findings

Managerial implications in the studied articles within solution business do not seem to emphasize role-relevance particularly; they rather address applicability of findings on a company level and for B2B marketing in a more general sense. The majority of implications for practice are framed to have an impact on “present actions”. Managerial knowledge needs are dominantly addressed by “empirical findings” or “frameworks”. The dominating managerial core tasks addressed are “transformer of marketing” and “marketing strategy”.

Research limitations/implications

There do not seem to be studies with managerial implications addressing future actions and thinking; providing instruments, methods or models that are role- relevant; focusing on the challenges of a “coordinator”, “strategist” or “performance controller”. The focus on solution business limits the generalizability of findings.

Practical implications

Results suggest that implications for practice potentially would benefit from being written in the form of explicit recommendations; targeted to a particular managerial role; and increasingly developed when it comes to proposed frameworks for them to be useful for managers in industrial marketing.

Originality/value

This is one of the first studies to systematically examine the character of managerial implications by categorizing results in accordance with a framework specifically addressing role-relevance.

Details

Journal of Business & Industrial Marketing, vol. 29 no. 7/8
Type: Research Article
ISSN: 0885-8624

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Book part
Publication date: 1 November 2008

Bernard Cova and Robert Salle

This paper draws on the experiences of project marketing and solution selling to improve the understanding of how to create superior value for customers. Project marketing

Abstract

This paper draws on the experiences of project marketing and solution selling to improve the understanding of how to create superior value for customers. Project marketing and solution selling have both developed approaches to deal with complex marketing situations for a number of years now. The upstream mobilization of customer network actors and the downstream enlargement of the content and scope of the offering are the key features of these approaches.

This paper presents two case studies to focus attention on elements that are crucial to this twin-track approach. The downstream extension of the offering relies on services supporting the customer's action (SSC), which supplement traditional services that support the supplier's product (SSP). The upstream extension leads to an introduction to other types of services or elements of the offering – the services supporting the customer's network actors (SSCN).

Furthermore, the paper proposes a marketing process that takes the supplier's viewpoint, for whom the entire approach is a network mobilization, into account. This approach to the offering, which included SSP, SSC, and SSCN, is typical of a network strategy in which the supplier recruits and enrolls new actors to (re)model the buying center.

This marketing process is in tune with the latest developments of the service-dominant (S-D) logic, as it proposes a move from the value chain toward a value-creation network/constellation. Consequently, creating superior value for customer means mobilizing and servicing actors far beyond the boundaries of the buying center, supply chain, and customer solution net.

Details

Creating and managing superior customer value
Type: Book
ISBN: 978-1-84855-173-2

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Book part
Publication date: 15 August 2019

Gábor Nagy, Carol M. Megehee and Arch G. Woodside

Firm’s operating contexts and asymmetric perspectives of success versus failure outcomes are two essential features typically absent in research on firms’ implemented…

Abstract

Firm’s operating contexts and asymmetric perspectives of success versus failure outcomes are two essential features typically absent in research on firms’ implemented strategies. The study here describes and provides examples of formal case-based models (i.e., constructing algorithms) of firms implemented strategies within several of 81 potential context (task environments) configurations – large vs small, service vs production orientation, low vs high competitive intensity, low vs high technological turbulence, and ambiguous settings for each. The study applies the tenets of complexity theory (e.g., equifinality, causal asymmetry, and single causal insufficiency). The study proposes a meso-theory and empirical testing position for solving “the crucial problem in strategic management” (Powell, Lovallo, & Fox, 2011, p. 1370) – firm heterogeneity – why firms adopt different strategies and structures, why heterogeneity persists, and why competitors perform differently. A workable solution is to identify/describe implemented executive capability strategies that identify firms in alternative specific task environments which are consistently accurate in predicting success (or failure) of all firms for specific implemented capabilities/context configuration. The study shows how researchers can perform “statistical sameness testing” and avoid the telling weaknesses and “corrupt practices” of symmetric tests such as multiple regression analysis (Hubbard, 2015) including null hypothesis significance testing. The study includes testing the research issues using survey responses of 405 CEO and chief marketing officers in 405 Hungarian firms. The study describes algorithms indicating success cases (firms) as well as failure cases via deductive, inductive, and abductive fuzzy-set logic of capabilities in context solutions.

Details

New Insights on Trust in Business-to-Business Relationships
Type: Book
ISBN: 978-1-83867-063-4

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Article
Publication date: 5 June 2017

Fabiana Nogueira Holanda Ferreira, Bernard Cova, Robert Spencer and João F. Proença

The evolution of the business-to-business (BtoB) realm toward solution business calls for a better understanding of how relationships develop over time in such a renewed…

Abstract

Purpose

The evolution of the business-to-business (BtoB) realm toward solution business calls for a better understanding of how relationships develop over time in such a renewed context. This paper aims to propose a phase model for solution relationship development, considering triadic relationships in complex engineering solutions.

Design/methodology/approach

To depict how relationships develop in solution business, the authors adopt a qualitative approach which allows to detail the episodes of interactions between the actors. A case study approach in an extreme sector – the aerospace industry – allows highlighting certain key traits. Extending conventional dyadic analysis, this empirical study focuses on the aerospace industry, using a case study approach to analyze relationship developments between a worldwide leading aircraft manufacturer, one of its customer and four providers of products and services. The authors adopt a triadic perspective in the selection of cases, considering a total of four manufacturer-provider-customer triads.

Findings

Four dynamic phases which track solution provision dynamics and involving dyadic and triadic relationship evolution are identified: matching; combining; mixing; and sharing. Each phase calls, from a management perspective, for specific competencies and resources of the actors in interaction.

Originality/value

This paper contributes to the gap about solution relationship development in a changing BtoB landscape. Considering the lens of a triadic approach, the paper also helps to fill the as-yet unattended to gap between dyads and triads in the literature.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 5
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 1 July 1999

Dan Dunn, Jon Hulak and D. Steven White

Reports findings from a major study done by a Boston consulting firm showing four solution‐based market segments in high‐tech industries. They are the specialized solution

Abstract

Reports findings from a major study done by a Boston consulting firm showing four solution‐based market segments in high‐tech industries. They are the specialized solution, the customized solution, the value solution, and the packaged solution. One segment is the be‐first “contrarian” buyer. One segment responds to aggressive selling while another reacts to market pull. And the fourth segment is retail‐oriented. This article may be useful to both buyers and sellers of technology in emerging, unsaturated markets.

Details

Marketing Intelligence & Planning, vol. 17 no. 4
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 1 June 1995

Dan T. Dunn and Claude A. Thomas

Relationship marketing is a powerful new business approach, but an implementation framework is required. This article discusses how six corporations collaborated in an…

Abstract

Relationship marketing is a powerful new business approach, but an implementation framework is required. This article discusses how six corporations collaborated in an exercise to develop step‐by‐step guidelines. The framework is illustrated in fields ranging from high tech to consumer products. An important trend in marketing centers on the concept of relationship marketing, a firm's effort to develop long term, mutually beneficial links with customers. It involves a partnership approach with an account to solve complex problems. General Electric and Union Carbide were early adopters of the concept, noting that relationships go far beyond price since buyers share internal company data with suppliers and expect reciprocal commitments and loyalty. Although discussed as a general marketing approach, less is known about implementation (Copulsky and Wolf, 1990; Gronroos, 1994; Morgan and Hunt, 1994). Indeed relationship marketing can backfire if customers perceive that it is only a supplier's latest buzzword. This article reports the results of an exercise conducted by six well known corporations which collaborated to articulate exactly what elements may be involved when implementing a relationship marketing program.

Details

Management Research News, vol. 18 no. 6/7
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 1 December 2004

Christine Smith

In most organizations, the marketing department is one of the last areas to embrace enterprise technology. Tools and desktop applications have dominated the environment…

Abstract

In most organizations, the marketing department is one of the last areas to embrace enterprise technology. Tools and desktop applications have dominated the environment, but with the adoption of customer relationship management (CRM) systems and e‐mail marketing solutions, marketers are starting to see the benefits that large‐scale automation can bring, including increased efficiencies, more accurate reporting capabilities, and reduced costs. However, this is just the beginning. There are a few key marketing technologies that not only improve bottom line results, but also impact on the top line.

Details

Handbook of Business Strategy, vol. 5 no. 1
Type: Research Article
ISSN: 1077-5730

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Article
Publication date: 23 September 2020

Yanzhe Liu and Xiaoyu Zhao

This study aims to investigate the new connotations, key antecedents, outcomes and contingency factors of value-based selling (VBS) in the context of business to business…

Abstract

Purpose

This study aims to investigate the new connotations, key antecedents, outcomes and contingency factors of value-based selling (VBS) in the context of business to business (B2B) industrial marketing.

Design/methodology/approach

This study develops a comprehensive conceptual framework of VBS by analyzing and synthesizing the existing literature on VBS and associated solutions.

Findings

The paper describes the research streams of VBS; proposes a comprehensive conceptual framework consisting of the factors influencing VBS at the organizational, individual, customer and environmental levels, together with 12 research propositions; and provides an agenda for future research.

Research limitations/implications

The paper is conceptual; empirical studies are required for examining the suggested propositions and agenda.

Practical implications

VBS is a process-oriented sales approach that involves multiple value creation and plays a crucial role in industrial solution selling. The successful implementation of VBS depends on the micro-foundations of an organization’s dynamic capabilities and considers the influence of individual, customer and environmental factors.

Originality/value

To the best of the authors’ knowledge, this study is the first to introduce value co-creation and dynamic capability theory into VBS research in the context of industrial marketing. It discusses the antecedents, outcomes and contingency factors of VBS in detail in the form of a comprehensive research framework and proposes a future research agenda. These discussions expand the theoretical research on VBS and provide useful implications for B2B marketing practice.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

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Book part
Publication date: 10 November 2010

Stephen L. Vargo, Robert F. Lusch, Melissa Archpru Akaka and Yi He

Abstract

Details

Review of Marketing Research
Type: Book
ISBN: 978-0-85724-728-5

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