Journal articles on the topic 'B2B'
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Arizumi, Tadaaki, Tomohiro Minami, Hirokazu Chishina, Masashi Kono, Masahiro Takita, Norihisa Yada, Satoru Hagiwara, et al. "Impact of Tumor Factors on Survival in Patients with Hepatocellular Carcinoma Classified Based on Kinki Criteria Stage B2." Digestive Diseases 35, no. 6 (2017): 583–88. http://dx.doi.org/10.1159/000480186.
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Background: Tumors classified based on the Barcelona Clinic Liver Cancer (BCLC) stage B hepatocellular carcinoma (HCC) are heterogeneous in nature. Previously, the Kinki criterion was proposed for a more precise subclassification of tumors in BCLC-stage B. However, tumors in sub-stage B2 include various size and number of HCCs even with the Kinki criteria, which could lead to heterogeneity for overall survival (OS). In this study, we assessed how the size and number of tumors affect the OS and time to progression (TTP) in patients with Kinki criteria stage B2 tumors and treated with transarterial chemoembolization (TACE). Methods: Of 906 HCC patients treated with TACE at Kindai University Hospital, 236 patients with HCC considered as Kinki criteria stage B2 were examined. They were classified into the following 4 groups according to the maximum tumor diameter and number of tumors: B2a group, tumor size ≤6 cm and total number of tumors ≤6; B2b group, size ≤6 cm and number >6; B2c group, size >6 cm and number ≤6; and B2d group, size >6 cm and number >6. The OS and TTP of patients in each group were compared. Results: There were 131 patients (55.5%) in the B2a group, 58 (24.6%) in the B2b group, 41 (17.4%) in the B2c group, and 6 (0.03%) in the B2d group. Comparison of the survivals revealed that the median OS was 2.8 years (95% CI 2.0-3.5) in the B2a group, 2.8 years (95% CI 2.0-3.3) in the B2b group, 1.9 years (95% CI 0.8-4.0) in the B2c group, and 2.3 years (95% CI 1.2-ND [no data]) in the B2d group, respectively (p = 0.896). The median TTP in B2a, B2b, B2c, and B2d sub-substage HCC were13.2, 12.1, 13.8, and 11.5 months, respectively (p = 0.047). The median TTP in B2a + B2c sub-substage patients was longer than that in B2b + B2d sub-substage HCC patients (14.0 months and 10.4 months; p = 0.002). Conclusion: No significant differences were observed in the OS among HCC patients subclassified based on the maximum tumor diameter and tumor number in Kinki criteria stage B2. Consequently, Kinki criteria stage B2 HCC is a homogeneous subgroup in terms of OS prediction. However, shorter TTP in B2b+B2c sub-substage HCC patients than that in B2a + B2c sub-substage HCC patients suggests that different treatment strategy, such as systemic therapy with targeted agents instead of TACE, may be suitable to preserve the liver function.
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Sluyterman, Keetie. "B2B or B2C?" BMGN - Low Countries Historical Review 132, no. 3 (August 2017): 11–36. http://dx.doi.org/10.18352/bmgn-lchr.10397.
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Tang, Jian, Daqian Lyu, Fangling Zeng, Yulong Ge, and Runzhi Zhang. "Modelling and Assessment of BDS-3 Real-time Precise Point Positioning Time Transfer Based on PPP-B2b Service." Mathematical Problems in Engineering 2022 (September 27, 2022): 1–16. http://dx.doi.org/10.1155/2022/4054179.
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In 2020, users in and around China had access to a new real-time precise point positioning (RTPPP) service with the BeiDou global navigation satellite system (BDS-3) B2b (PPP-B2b) signal. In this study, the quality of PPP-B2b products is first assessed and compared with the CNAV1 broadcast ephemeris. Then a mode of BDS-3 PPP time transfer with PPP-B2b (B2b-RTPPP) is developed and evaluated in static and kinematic modes. The results demonstrate that the discontinuity of orbit is improved by applying the PPP-B2b, and its root mean square errors (RMSEs) are 0.081 m, 0.165 m, and 0.107 m in the radial, along-track, and cross-track components, respectively. The standard deviation (STD) of the PPP-B2b clock offset is 0.08 ns, greatly better than that of the broadcast clock offset. For time transfer, the type A uncertainty of the B2b-RTPPP solution is approximately 0.1 ns in static mode, and approximately 0.3 ns in kinematic mode. The B1I/B3I B2b-RTPPP time transfer solution performs better than the B1C/B2a solution. For frequency stability, the modified Allan deviation (MDEV) of the B2b-RTPPP solution is comparable to that of the post-processing solution. The B1C/B2a combination has better short-term frequency stability than B1I/B3I, while the long-term frequency stability of B1C/B2a is worse. In addition, the contribution of the differential code bias (DCB) to B2b-RTPPP time transfer is also investigated. The type A uncertainty of the B2b-RTPPP solution without DCB correction is worse than that of the B2b-RTPPP solution with DCB correction. The B1C/B2a B2b-RTPPP solution without DCB correction has better frequency stability than the B1I/B3I B2b-RTPPP solution.
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Dotzel, Thomas, and Venkatesh Shankar. "The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis." Journal of Marketing 83, no. 5 (May 9, 2019): 133–52. http://dx.doi.org/10.1177/0022242919847221.
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Many firms introduce both business-to-business service innovations (B2B-SIs) and business-to-consumer service innovations (B2C-SIs) and need to better allocate their resources. However, they are unsure about B2B-SIs’ effects on firm value or risk, especially relative to those of B2C-SIs. The authors address this problem by developing hypotheses that relate the number of B2B-SIs and B2C-SIs to firm value and firm risk together with the moderators (the number of product innovations and customer-focus innovations). To test the hypotheses, the authors develop and estimate a model using unique panel data of 2,263 SIs across 15 industries over eight years assembled from multiple data sources and controlling for firm- and market-specific factors, heterogeneity, and endogeneity. They analyze innovation announcements using natural language processing. The results show that B2B-SIs have a positive effect on firm value and an insignificant influence on firm risk. Importantly, the effect of a B2B-SI on firm value is significantly greater than that of a B2C-SI. Unlike B2C-SIs, the effect of B2B-SIs on firm value is greater when the firm has more product innovations. Surprisingly, unlike B2C-SIs, the effect of B2B-SIs on firm value is less positive when the SIs emphasize customers. These findings offer important insights about the relative value of B2B-SIs.
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Zhang, Jing, and Mingfei Du. "Utilization and effectiveness of social media message strategy: how B2B brands differ from B2C brands." Journal of Business & Industrial Marketing 35, no. 4 (April 1, 2020): 721–40. http://dx.doi.org/10.1108/jbim-06-2018-0190.
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Purpose This study aims to investigate how business-to-business (B2B) companies use message strategies on social media platform and how these strategies are effective in improving customer perceived value and encouraging customer engagement, as well as how B2B companies differ from business-to-customer (B2C) counterparts in terms of utilization and effectiveness of social media message strategy. Design/methodology/approach Based on content analysis of Sina Weibo brand pages and survey of website visitors, this paper examines the differences of social media message strategies and their impacts upon customer perceived value and customer engagement between B2B and B2C companies. Findings B2B companies use more rational appeals and less emotional appeals, have lower degree of informativeness and perform better in interactivity and variety than B2C companies. These five dimensions of message strategy have different roles in engaging customers via perceived value across B2B and B2C settings. Originality/value The research makes significant contributions to B2B social media marketing literature by answering two interrelated questions, namely, “What companies are doing?” and “What companies should do?” on social media websites. Besides, it provides insightful implications for B2B companies on how to implement appropriate message strategies in their social media marketing efforts by conducting Importance-Performance Analysis.
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Ishii, Ryuta, and Mai Kikumori. "Word-of-mouth in business-to-business marketing: a systematic review and future research directions." Journal of Business & Industrial Marketing 38, no. 13 (January 10, 2023): 45–62. http://dx.doi.org/10.1108/jbim-02-2022-0099.
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Purpose The purpose of this study is to review and analyze the status of word-of-mouth (WOM) research in the business-to-business (B2B) context and discuss and identify new possible future directions. Design/methodology/approach A systematic review was conducted and 36 articles on B2B WOM were collected to evaluate the current state of the literature and clarify possible future research directions. Findings This thematic analysis categorize these articles into three themes: WOM generation, WOM usage and reference marketing. Under each theme, the authors reveal research findings unique to B2B research and different from business-to-consumer (B2C) WOM research. This study identifies several research questions that should be addressed by future research. Originality/value Both academic researchers and business practitioners recognize that WOM plays an essential role in B2B marketing. However, no review paper focuses on WOM in the B2B context. Findings in the B2C WOM literature suggest that WOM substantially influences firms’ performance, but that managers cannot simply attempt to extrapolate B2C findings to the B2B arena. By synthesizing and assessing prior research on WOM in the B2B context, this study contributes to a better understanding of the B2B WOM phenomenon and facilitates future research on this topic.
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Barrientos, Laura Gatica, Emma Rosa Cruz Sosa, and Patricia E. Garcia Castro. "Considerations Of E-Commerce Within A Globalizing Context." International Journal of Management & Information Systems (IJMIS) 16, no. 1 (December 22, 2011): 101. http://dx.doi.org/10.19030/ijmis.v16i1.6726.
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The objective of this work, is to analyze the meaning of electronic commerce in our days taking into account the information technologies; it also will analyze their adjustments, their trends and applications of the same, in the Business to Consumer Relations (B2C), Business to Employee (B2E) and Business to Administration (B2A), Consumer to Consumer (C2C), Citizen to Government (C2G), Business to Government (B2G) and, Business to Business (B2B), as well as how information systems have been very useful to reduce costs, getting technology to change from being an operating support tool to become a strategy one, to increase the sales volume and the profits of the business as a result of this. The trend being taken by businesses and consumers has increased the participation of the companies which apply it in a comprehensive manner, since they reach international markets, while also face another kind of competition that takes place in a global market. We conclude that electronic commerce will remain a tool of great importance to efficiently manage the chains of supply between businesses and consumers through the Internet which allows an integration to reduce costs of ordering, distribution, administration and delivery of input materials.
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Boiko, N. O. "Peculiarities of Application of Internet Promotion Tools in the B2B Market." Business Inform 5, no. 532 (2022): 133–37. http://dx.doi.org/10.32983/2222-4459-2022-5-133-137.
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The aim of the article is to determine the differences between Internet marketing in the B2C and B2B sectors, analysis of the most trendy tools of Internet marketing in the B2B sector in order to determine their effective impact on marketing activities and enterprises operating in the B2B market as a whole. It was reasonable to assume that Internet marketing tools are more adapted to the field of B2C. Many industrial companies have ignored the use of modern Internet promotion tools, thus losing market share and potential buyers, giving way to those who quickly adapt to new trends. However, when implementing methods and tools of Internet marketing, it is important to take into account the peculiarities of the sale of industrial products in the field of B2B. The article proposes methods and tools of Internet marketing, recommended for use taking into account the characteristics of industrial products and the sphere of B2B. The study highlighted the most promising and effective tools of Internet marketing in the B2B segment, and also argued that the effect of using these tools will use knowledge about customer needs and strengthen the company's position in the new competitive field of goods and services. It is concluded that previously it was considered that Internet marketing tools are the most adapted to the field of B2C. Many industry companies have ignored the use of modern online promotion tools. For the most part, the use of Internet marketing in B2B companies was complicated by the lack of relevant theoretical framework and practical recommendations. However, Internet marketing gives the opportunity to conduct successful activities on the Internet not only to companies in the field of B2C, but also to companies in the field of B2B, selling industrial products.
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Zhang, Runzhi, Zaimin He, Langming Ma, Gongwei Xiao, Wei Guang, Yulong Ge, Xiangbo Zhang, Jihai Zhang, Jian Tang, and Xueqing Li. "Analysis of BDS-3 PPP-B2b Positioning and Time Transfer Service." Remote Sensing 14, no. 12 (June 9, 2022): 2769. http://dx.doi.org/10.3390/rs14122769.
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With the completion of the BeiDou global navigation satellite system (BDS-3), the BeiDou Navigation Satellite System Signal In Space Interface Control Document Precise Point Positioning Service Signal PPP-B2b (Version 1.0) was officially announced, and BDS-3 officially broadcast PPP-B2b correction to broadcast ephemeris through geostationary earth orbit (GEO) satellites to provide precise point positioning services for users in the Asia–Pacific region. This study comprehensively analyzes the application of the PPP-B2b product to time transfer and positioning. On a daily basis, the PPP-B2b positioning accuracy after convergence is calculated using the four ionosphere-free (IF) combinations in static and simulated kinematic modes: BDS B1I/B3I, BDS B1C/B2a, BDS B1I/B3I + GPS, and BDS B1C/B2a + GPS. Observations of time laboratories including the National Time Service Center of the Chinese Academy of Sciences (NTSC) and the Telecommunication Laboratories (TL) are employed to conduct zero-baseline common clock difference (CCD) time comparison experiments and long-baseline time comparison experiments using the PPP-B2b product and the GBM product. The results indicate that the PPP-B2b position accuracy in static mode by only BDS is 1.5/2.7/3.9 cm, and by GPS + BDS is within 1.5/2.5/3.5 cm in North, East, and Up directions, respectively. Regarding simulated kinematic PPP-B2b, the average root mean square (RMS) values of the position errors in the North, East, and Up directions for the combination of BDS B1I/B3I + GPS and BDS B1I/B3I are 3.4/5.8/7.6 cm and 3.8/6.6/7.8 cm, respectively. Simultaneously, the average RMS values of position errors using BDS B1C/B2a + GPS and BDS B1C/B2a are 3.6/4.9/8.1 cm and 4/6.1/8.5 cm. In the time comparison study, the results of zero-baseline CCD using the PPP-B2b product and the GBM product are within the fluctuation range of 0.1 ns, respectively. Particularly, the long-baseline time comparison difference between results employing the PPP-B2b product and the GBM product is within the range of ±0.5 ns.
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Bu, Nailin, and Jean-Paul Roy. "Guanxi Practice and Quality: A Comparative Analysis of Chinese Managers’ Business-to-Business and Business-to-Government Ties." Management and Organization Review 11, no. 2 (June 2015): 263–87. http://dx.doi.org/10.1017/mor.2015.13.
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ABSTRACTThis study provides new insight into guanxi practice and quality differences between business-to-business (B2B) and business-to-government (B2G) ties in China. The results, based on data obtained through structured interviews with 108 Chinese managers across eight cities in China, reveal stark differences between the practices used in developing B2B ties and those used in developing B2G ties. More specifically, these two tie types differ in a variety of guanxi initiation, building, and utilization practices. This study also builds upon the process model of guanxi development by highlighting the dissimilar role of gift giving practices in B2B and B2G ties. Furthermore, this study measures guanxi quality as a separate concept from guanxi process and demonstrates that guanxi quality is a multidimensional concept that is composed of affective attachment and felt obligation, both of which vary across B2B and B2G ties. Implications of these results for theory development and managerial practice in China are also discussed.
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Silva, Susana Costa e., Paulo Alexandre Oliveira Duarte, and Sara Resende Almeida. "How companies evaluate the ROI of social media marketing programmes: insights from B2B and B2C." Journal of Business & Industrial Marketing 35, no. 12 (May 15, 2020): 2097–110. http://dx.doi.org/10.1108/jbim-06-2019-0291.
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Purpose The purpose of this study is to understand and compare how business-to-business (B2B) and business-to-consumer (B2C) companies evaluate the return on investment (ROI) on their social media marketing (SMM) programmes and how the investment is handled in these type of marketing programmes. Design/methodology/approach A mixed-methods approach involving multiple cases and a survey was used. Data were collected from personal interviews with eight professionals responsible for SMM management, from four B2B and four B2C companies, complemented with responses to a web-based survey by the other 28 companies’ marketing managers. Findings The results show that there are some differences between B2B and B2C companies regarding SMM evaluation and investment but in general marketing managers for both types of firms use simple metrics to evaluate their SMM programmes. The main measures used relate to awareness, engagement and reach and most of the metrics identified are interaction-related. Research limitations/implications Given the complex and sensitive nature of the subject, more research is needed focussed on providing additional evidence from a larger sample of B2B and B2C organizations to allow the extension of the finding to the population as the non-probabilistic nature and size of the current sample impose that the findings should be interpreted carefully. Future research should focus on understanding what the firm’s characteristics predict the importance and level of effort placed in SMM and the barriers to ROI measurement in SMM programmes, especially in B2B firms. Practical implications The current findings confirm that the topic of SMM ROI evaluation is not a priority for B2C or B2B companies. There is a need for an update of their online marketing strategy, namely, on budget definition and allocation. Furthermore, companies should increase the autonomy of SM managers, as they are dependent from marketing managers and hire specialized professionals devoted to SMM in both B2C and B2B companies. Originality/value The findings of this study contribute to improve the understanding of the evaluation of SMM and to extend the literature on the subject. It also provides a relevant advance into the assessment and understanding on the measures used to evaluate the effectiveness of SMM programmes by offering a comparison on how B2B and B2C use metrics and allocate resources to the SMM management.
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Santos, Leandro Lima, Felipe Mendes Borini, Rafael Morais Pereira, and Thelma Valéria Rocha. "A AUTONOMIA DE MARKETING DE SUBSIDIÁRIAS ESTRANGEIRAS PARA ADAPTAÇÃO LOCAL EM ECONOMIAS EMERGENTES/MARKETING AUTONOMY OF FOREIGN SUBSIDIARIES FOR LOCAL ADAPTATION IN EMERGING MARKETS." Revista Eletrônica de Administração e Turismo - ReAT 10, no. 5 (June 30, 2017): 1118. http://dx.doi.org/10.15210/reat.v10i5.10641.
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O objetivo principal do estudo foi identificar se as empresas multinacionais estrangeiras localizadas em mercados emergentes, como o Brasil, utilizam mais o marketing local (autonomia de marketing) como estratégia para expansão da comercialização de seus produtos. Por meio de uma análise comparativa entre subsidiárias classificadas em Business to Business (B2B) e Business to Consumer (B2C), foi possível mensurar o grau de autonomia concedido por suas matrizes para três variáveis estratégicas: lançamento, posicionamento e comunicação de novos produtos. Em seguida, realizou-se um teste de hipótese para averiguar se as multinacionais consideradas predominante ou exclusivamente B2C possuíam mais autonomia de marketing quando comparadas com as B2B para adaptação local destas estratégias no Brasil. Como resultados, foi diagnosticado que as empresas não possuem alto grau de autonomia de marketing para adaptação local. E que a diferença de autonomia entre B2C e B2B não é significativa estatisticamente, cujos resultados não se apresentaram dentro do grau de significância. Com isto percebeu-se que, uma subsidiária B2C não necessariamente tem mais autonomia para adaptação local que uma B2B, ou seja, o tipo de negócio não é o fator diferenciador para a quantidade de autonomia concedida pelas matrizes às subsidiárias.
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Shambavi, Rajagopal, and Sitalakshmi Ramanan. "Gulfire: in line of fire." Emerald Emerging Markets Case Studies 1, no. 4 (October 1, 2011): 1–6. http://dx.doi.org/10.1108/20450621111201266.
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Subject area Marketing Communication. Study level/applicability At the undergraduate level, this case can be used in marketing courses such as Marketing Fundamentals, Marketing Management, Marketing Communication and Consumer Behavior. This case may also be used for Master's level students for Quality when focusing on safety/security in offices and factories. Case overview This case is used to introduce the concept of B2B and B2C marketing and explore the possibilities of converting an industry that essentially uses B2B marketing communication to choose B2C options. This case is also important for creating awareness on safety and preventive measures in the face of a fire crisis. Expected learning outcomes Understanding the role of marketing communication. Differentiating between B2B and B2C markets. Exploring the application of B2C marketing communication in the fire suppression systems market in the Middle East. Supplementary materials Teaching notes.
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Kis, Halyna. "The use of B2B and B2C e-commerce models as a tool of anti-crisis management of industrial enterprises." Scientific Horizons 23, no. 11 (October 26, 2020): 81–87. http://dx.doi.org/10.48077/scihor.23(11).2020.81-87.
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E-commerce, which covers all types of trade via the Internet, has become a promising area for modern interactive business in a highly competitive environment. The use of B2B (Business-to-Business) and B2C (Business-to-Consumer) e-commerce models is extremely important for crisis-free development of business entities. The aim of this study is to prove the need for organisational, production, and management innovations that involve the introduction of B2C and B2B e-commerce models, as well as to identify the main sources of funding for such innovations in enterprises in crisis. To study the specifics of the use of B2C and B2B e-commerce models as an important area of anti-crisis management of industrial enterprises, such research methods and techniques as a systems approach, analysis and synthesis, induction and deduction were implemented. The process of managerial activity, such as making managerial decisions, is also used. The study proves that development, implementation and use of B2B and B2C e-commerce models can be seen as an integral part of business management under the threat of bankruptcy. In practice, insolvent enterprises have very limited opportunities to implement B2B and B2C e-commerce models, so in such a situation it is very important to set priorities and find their own reserves. The priority of internal sources of financing activities in the field of e-commerce of enterprises in crisis is also due to the following: domestic sources can be mobilised in a short time and, as a rule, do not require significant capital expenses; mobilisation of internal sources reduces the company’s dependence on external creditors, partners and counterparts. The main way to identify internal sources of funding for projects for the development, implementation and use of B2B and B2C e-commerce models is collecting information about the organisation, results of its activities, financial condition and trends, analysis of financial indicators. The world economic development shows that those enterprises that do not pay proper attention to e-commerce do not have a chance to stay on the market for a long time. The development of e-commerce models causes a change in the structure of the economy. Effective development, implementation and use of B2B and B2C e-commerce models determines the company’s ability to quickly adapt to changing external environment and stay on the market for as long as possible
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Balčiūnė, Aurelija. "NESĄŽININGŲ SĄLYGŲ PREKIAUTOJŲ TARPUSAVIO (B2B) SUTARTYSE KONTROLĖ PAGAL LIETUVOS TEISĘ." Teisė 105, no. 105 (December 12, 2017): 100. http://dx.doi.org/10.15388/teise.2017.105.11118.
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Iki šiol nesąžiningų sąlygų kontrolė suderinta tik sutarčių tarp verslo subjektų ir vartotojų (B2C) atžvilgiu, o apsauga nuo nesąžiningų sąlygų sutartyse tarp verslo subjektų (B2B) skiriasi priklausomai nuo šalies. Šis straipsnis papildo kitų autorių diskusijas, susijusias su nesąžiningų sąlygų reglamentavimu B2B sutartyse, atsižvelgiant į dabartinį reglamentavimą Lietuvoje, užsienio praktiką, negriežtosios teisės (angl. soft law) priemones ir Bendrosios Europos pirkimo–pardavimo sutarčių teisės (CESL) projekto pasiūlytą nesąžiningų sąlygų B2B sutartyse reguliavimą iš Lietuvos perspektyvos.
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Сюмаченко-Дроздова, Юлия Николаевна. "Роль впечатлений в потребительском выборе B2B-покупателей (на примере рынка коммерческого транспорта)." Russian Journal of Entrepreneurship 20, no. 4 (April 30, 2019): 905. http://dx.doi.org/10.18334/rp.20.4.40595.
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Концепция маркетинга впечатлений достаточно широко раскрыта в научной литературе, а также знакома маркетологам и применяется в практической деятельности. О том, как впечатления влияют на потребительское поведение на B2C-рынках, существует много исследований, в то время как сектор B2B на этот предмет исследован недостаточно. Автором проведено качественное исследование по изучению процесса потребительского выбора B2B-покупателей в сфере коммерческого транспорта и поставлены следующие исследовательские вопросы: применимы ли инструменты маркетинга впечатлений на промышленных рынках, и какое влияние оказывают впечатления на поведение B2B-покупателей? Сбор данных проводился с помощью глубинных интервью, в которых приняли участие специалисты по закупке коммерческого транспорта. В результате исследования выявлена роль клиентских впечатлений на разных этапах B2B-сделки
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BLAKE, M. BRIAN. "Agent-oriented approaches to B2B interoperability." Knowledge Engineering Review 16, no. 4 (December 2001): 383–88. http://dx.doi.org/10.1017/s0269888901000236.
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The use of agents in electronic commerce has been explored greatly over the past several years. A large majority of this effort is toward commerce where businesses have direct transactions with consumers (B2C). However, the transactions that occur between businesses (B2B) are far more prevalent than B2C. Research where agents are used for B2B can be classified in five basic areas, service discovery, mediation, negotiation, process management (be it workflow or supply-chain management), and evaluation. At the 2001 International Bi-Conference Sessions on Agent-Based Approaches to B2B Interoperability (AgentB2B), practitioners were invited to present their research and industry efforts in each of these areas. This paper summaries the work and conclusions presented at these two events.
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Feldmann, Anna, and Frank Teuteberg. "Understanding the Factors Affecting Employees’ Motivation to Engage in Co-Creation in the Banking Industry." International Journal of Innovation and Technology Management 17, no. 02 (April 2020): 2050015. http://dx.doi.org/10.1142/s0219877020500157.
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Increasing digitalization and new technological possibilities also entail substantial changes for working methods in the B2B (business-to-business) environment in banking. In this context, the concept of co-creation is critical. Although this concept and the motivation factors behind it have been thoroughly investigated in the B2C (business-to-consumer) sector, only a few research results exist for the B2B context. This study aims to bridge the current knowledge gap and investigate individuals’ motivation to participate in B2B co-creation. By using a case study and qualitative interviews, this study focuses on two aspects: (a) It reveals how a co-creation measure is used in practice in the B2B environment; and (b) it provides information on the motivation factors and outcome from the point of view of the participants in the B2B co-creation project. The paper concludes with an integrative model of the main motivation factors behind B2B co-creation and their effects.
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Mencarelli, Rémi, and Arnaud Rivière. "Perceived value in B2B and B2C." Marketing Theory 15, no. 2 (October 10, 2014): 201–20. http://dx.doi.org/10.1177/1470593114552581.
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Mahapatra, Sabita, ATP Ramani, and Avinash D. Kulkarni. "Must have or nice to have." Journal of Business & Industrial Marketing 34, no. 1 (February 13, 2019): 39–48. http://dx.doi.org/10.1108/jbim-09-2017-0209.
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PurposeThis paper aims to provide an opportunity to study organization buying behavior, specifically buying and selling in the B2B context. The case demonstrates the need to understand the expectations of the buyer’s decision-making unit and the challenges involved in acquiring and retaining customers based on the articulated value proposition of the product. The case also provides an opportunity to explore the critical issues related to an organization’s buying process, while emphasizing on the importance of customer relationship management and the challenges involved in sales conversion.Design/methodology/approachThe case is a filed-based study that aims to provide insight on differences between buying and selling in B2B & B2C and an understanding on customer value proposition in B2B buying context.FindingsThe case provides a comprehensive overview on the key role of decision-making units and decision-making process in B2B context.Originality/valueThis is an India-specific field-based case study on B2B selling situation. The case provides a framework on salesperson B2B selling approach, techniques and skills in view of the changing business selling environment in the age of technologically advanced digital world.
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Hong, Ju, Rui Tu, Rui Zhang, Lihong Fan, Pengfei Zhang, Junqiang Han, and Xiaochun Lu. "Analyzing the Satellite-Induced Code Bias Variation Characteristics for the BDS-3 Via a 40 m Dish Antenna." Sensors 20, no. 5 (February 29, 2020): 1339. http://dx.doi.org/10.3390/s20051339.
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The satellite-induced code bias variation of geostationary satellite orbit satellites and medium earth orbit satellites of the second-generation BeiDou Navigation Satellite System (BDS-2) exceeds 1 m, which severely affects the accuracy and stability of the ambiguity resolution and high-precision positioning. With the development of the third-generation BDS (BDS-3) with a new system design and new technology, analysis of the satellite-induced code variation characteristics of BDS-3 has become increasingly important. At present, many scholars have explored the satellite-induced code bias of BDS-3, but most of them focus on BDS-3 experimental satellites via normal geodetic antenna. Compared to normal geodetic antenna, the 40-m dish antenna from the National Time Service Center can accurately detect satellite-induced code variations with low noise and high gain. Thus, observational data from fifteen BDS-3 medium earth orbit satellites are collected with the B1I/B2b/B3I/B1C/B2a frequency bands on the day of year (DOY) 199–206 in 2019, the PRN numbers of which are C19/C20/C21/C22/C23/C24/C25/C26/C27/C28/C30/C32/C33 /C35/C37, via the 40 m dish antenna to analyze the code bias variation characteristics. The results show that the obvious satellite-induced elevation‑dependent code bias variations exist in the B1I/B2b/B3I/B1C/B2a frequency bands of C28, compared with other satellites. Similarly, the multipath (MP) combination of B3I has an obvious elevation‑dependent variation within a range of 0.1 m for C21/C24/C27/C28/C37 and elevation‑dependent variation of the B2a and B2b frequency bands also exists in most satellites with a range of 0.1 m. However, the MP combination values of some satellites are asymmetric with respect to elevation, which is different from BDS-2 satellites and especially obvious for BDS-3 satellites B1I and BIC frequency bands with elevation‑dependent variations of 0.2 m, indicating that the code bias variation is not uniquely related to elevation, especially for the B1I/BIC frequency bands. What’s more, the satellite-induced code bias variation of the BDS-3 satellites is greatly reduced compared with that of the BDS-2 satellites. In addition, the similar code bias variation appears at the Xia1 station with a normal geodetic antenna of B1I/B1C/B3I/B2a/B2b of C21, B3I/B2a/B2b of C24 and B2b of C28 among B1I/B1C/B3I/B2a/B2b of C21/C24/C27/C28/C37. The influence of the BDS-3 satellite-induced elevation‑dependent code bias on precision positioning and ambiguity fixing is worth further study using different antennas or receivers.
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Pandey, Santosh Kumar, and Amit Mookerjee. "Assessing the role of emotions in B2B decision making: an exploratory study." Journal of Indian Business Research 10, no. 2 (June 18, 2018): 170–92. http://dx.doi.org/10.1108/jibr-10-2017-0171.
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Purpose Emotions in business-to-business (B2B) interactions are relatively unexplored when compared with business-to customer (B2C) industry wherein sufficient evidence implicating the role of emotions in decision-making is available. This study aims to explore the role of emotions in B2B decision-making, and a customer experience model is suggested for the B2B industry. Design/methodology/approach The qualitative research methodology using structured and semi-structured interviews along with a repertory grid technique was followed during the study. Purposive sampling was done to identify respondents who were involved in the vendor choice process either as a buyer or a seller in their respective organizations. Findings Exploratory research conducted during this study supports the presence of five dimensions of customer experience – sensory, emotional, relational, behavioural and intellectual – in a B2B context. The study further indicates that the experiential value for B2B decision-making is derived from functional, symbolic, emotional and cost values which are assessed by the buyer during their interaction with the product or the service ecosystem and has an impact on the purchase intentions of an industrial buyer. Originality/value This paper identifies the role of specific customer experience dimensions in a B2B environment and proposes the role and mechanism of emotional factors affecting the decision-making process in B2B exchange.
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Habibi, Fatemeh, Caroline Anne Hamilton, Michael John Valos, and Michael Callaghan. "E-marketing orientation and social media implementation in B2B marketing." European Business Review 27, no. 6 (October 12, 2015): 638–55. http://dx.doi.org/10.1108/ebr-03-2015-0026.
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Purpose – The purpose of this paper is to consider the potential of an organisational orientation, namely the electronic marketing orientation (EMO) to address implementation issues in business-to-business (B2B) social media implementation. Previous research has demonstrated differences between B2B and business-to-consumer (B2C) marketing. Design/methodology/approach – The paper draws on existing B2B marketing, social media and organisational orientation literature, both academic and practitioner. This facilitates the development of a conceptual model and research proposition as a basis of further research into addressing contemporary barriers to B2B social media implementation. Findings – The paper contends that each of the four components of the EMO addresses different implementation issues faced in implementing social media and, more specifically, the unique issues faced by B2B marketers. Research limitations/implications – The paper is conceptual in nature; however, it provides directions for future empirical research. Practical implications – The differences in promotional and sales channels and messages required in B2B context are addressed in the research propositions. The paper highlights implementation challenges and how a particular organisational orientation can facilitate the decision-making in dealing with them. Originality/value – The paper provides a unique theoretical contribution by introducing the EMO conceptual model in a specific context of B2B social media marketing.
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Zolkiewski, Judy, Victoria Story, Jamie Burton, Paul Chan, Andre Gomes, Philippa Hunter-Jones, Lisa O’Malley, Linda D. Peters, Chris Raddats, and William Robinson. "Strategic B2B customer experience management: the importance of outcomes-based measures." Journal of Services Marketing 31, no. 2 (April 10, 2017): 172–84. http://dx.doi.org/10.1108/jsm-10-2016-0350.
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Purpose The purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement. Design/methodology/approach This is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level. Findings The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda. Research limitations/implications This paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation. Practical implications Existing measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures. Social implications Improving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors. Originality/value This paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified.
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Indah Wahyu Putri, Faradilla, and Moh Agung Surianto. "Strategi Mengelola Hubungan Pelanggan Pada Kajian Business To Business PT Wakabe Indonesia." Jurnal Indonesia Sosial Sains 3, no. 1 (January 20, 2022): 44–56. http://dx.doi.org/10.36418/jiss.v3i1.501.
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Hubungan antara organisasi dan pelanggannya merupakan isu penting ketika membangun hubungan jangka panjang. Hal ini berlaku tidak hanya dalam hubungan Business to customer (B2C), tetapi juga dalam hubungan Business to business (B2B). Untuk menjaga hubungan jangka panjang, organisasi harus menciptakan loyalitas pelanggan dalam bisnis. Pentingnya dan manfaat menarik dan mempertahankan pelanggan setia telah muncul karena ada penerimaan umum bahwa loyalitas pelanggan diikuti oleh keuntungan. Penelitian ini bertujuan memberikan peningkatan mengenai pengelolaan dan pemeliharaan hubungan pelanggan-pemasok dalam pemasaran B2B. Selain itu, hasil dari penelitian ini adalah memberikan beberapa saran untuk menciptakan loyalitas pelanggan pada aplikasi pemasaran B2B. Analisis kualitatif digunakan dalam penelitian ini karena merupakan metode yang cocok untuk tujuan penelitian. Untuk melakukan penelitian ini digunakan subjek perusahaan yang bergerak di bidang pengadaan barang (PT. Wakabe Indonesia). Beberapa indikator untuk mengevaluasi praktik pemasaran B2B adalah: tujuan pertukaran, karakteristik komunikasi, sasaran manajerial, fokus manajerial, investasi manajerial, dan jenjang manajerial. Hasil penelitian ini menunjukkan bahwa Pemasaran B2B dilakukan dengan baik dan perusahaan harus merespon kebutuhan pelanggan untuk mempertahankan pelanggan dan menciptakan loyalitas pelanggan
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Nath, Atanu, Parmita Saha, and Esmail Salehi-Sangari. "Blurring the borders between B2B and B2C: a model of antecedents behind usage of social media for travel planning." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1468–81. http://dx.doi.org/10.1108/jbim-11-2018-0329.
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Purpose The purpose of this paper is to call for a scrutiny of the dualist approach to business-to-business (B2B) and business-to-customer (B2C) marketing in industries driven by consumer-generated content. It posits that individual consumer-centric factors are influential for B2B marketing as well in sectors such as the travel industry and investigates the determinants of tourists’ intention to use social media websites for travel planning. Design/methodology/approach Integrating constructs from IS and marketing literature, the paper proposes information quality and perceived enjoyment as antecedents of perceived usefulness, attitude and intention to use. The research model is tested using data from social media users with experience in travel planning. Findings Results show that perceived usefulness and information quality are stronger predictors of attitude and behavioral intention than perceived enjoyment. Enjoyment was not found to be strongly influential. Relevancy and reliability of information and its usefulness concerning travel-planning needs were found more influential. Research limitations/implications Data were collected from social media users, raising possible issues of representativeness. Practical implications The paper offers clarity regarding antecedents of downstream user behavior which can be of significant value. Demarcations in B2B and B2C perspectives blur in the context of social media, enabling more effective integration. Originality/value The paper brings in and validates the roles of information quality and enjoyment as influencers of behavior. Identifying the travel industry as a sector having greater likelihood of B2BC convergence, the paper extends IS adoption research to user-interactive sites in the travel-planning context, which can benefit the consumer as well as the supply side.
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Cawsey, Timothy, and Jennifer Rowley. "Social media brand building strategies in B2B companies." Marketing Intelligence & Planning 34, no. 6 (September 5, 2016): 754–76. http://dx.doi.org/10.1108/mip-04-2015-0079.
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Purpose The purpose of this paper is to provide a unique overview of business-to-business (B2B) companies engagement with and strategic approach to use of social media in brand building. This research complements the much more extensive knowledge base regarding social media use in business-to-consumer (B2C) contexts. Design/methodology/approach Since social media marketing is a relatively new activity for B2B companies an interpretivist stance that is inductive in nature is adopted. Semi-structured interviews were conducted with marketing professionals involved in managing social media programmes in France, Ireland, the UK and the USA. Findings The study found that the level of enagement with social media marketing varied, as summarised in the B2B Social Media Engagement Taxonomy. Enhancing brand image, extending brand awareness and facilitating customer engagement were the most common social media objectives. There was no evidence to suggest that companies saw social media as heralding a paradigm shift in brand management and control of the kind discussed and experienced in B2C social media contexts. The B2B social media strategy framework is proposed; this identifies the following six components of a social media strategy: monitoring and listening, empowering and enagaging employees, creating compelling content, stimulating electronic word of mouth, evaluating and selecting channels, and enhacning brand presence through integrating social media. Originality/value The research contributes to the knowledge base associated with social media marketing by offering insights into and a framework summarising B2B social media strategy.
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Pohorilenko, A. "LEGAL REGULATION FOR CONTRACTUAL RELATIONS IN THE FIELD OF ELECTRONIC COMMERCE." Bulletin of Taras Shevchenko National University of Kyiv. Legal Studies, no. 116 (2021): 44–47. http://dx.doi.org/10.17721/1728-2195/2021/1.116-9.
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This paper examines the Law of Ukraine "On e-commerce", central legal act in the relevant field, in terms of the scope of its legal regulation, in particular on the inclusion of B2B contractual relations in its range. According to the research, in accordance with international practice, the field of e-commerce includes various types of legal relations, including the following: B2C (Business-Consumer), C2C (Consumer-Consumer), B2G (Business-Government), G2B (Government-Business) and B2B (Business-Business). At the same time, B2B relations makes up its largest segment. Nevertheless, as revealed by the analysis of the legislation, abovementioned law of Ukraine in the field of e-commerce does not take into account the needs of economy and excludes this largest segment of e-commerce from the scope of legal regulation. Moreover, analysis of the key provisions of the relevant law governing the composition of participants of e-commerce has led to the conclusion that business entities wishing to enter into an agreement in the relevant field will not be considered as e-commerce subjects at all. As a result, they are deprived of the entire scope of legal regulation provided by this law for "selected" participants of e-commerce, i.e. the provisions of the relevant law on the obligations of the seller (performer, supplier) of goods, works, services in the field of e-commerce, the obligations of the buyer in the field of e-commerce, provisions on the moment of signing of the electronic agreement etc. Hence, these provisions do not apply to the parties of the business agreement, which by all indications belongs to the field of e-commerce. All the above mentioned may have a negative impact on the development of e-commerce and B2B relations in Ukraine. According to the results of the study, it was concluded that the Law of Ukraine "On e-commerce" should be supplemented by provisions including B2B relations to the field of e-commerce.
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Rogers, Beth, and Lillian Clark. "CABS: a conceptual model for context-aware B2B sales applications." Journal of Research in Interactive Marketing 10, no. 1 (March 14, 2016): 50–66. http://dx.doi.org/10.1108/jrim-03-2015-0023.
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Purpose – This paper aims to propose a conceptual model that will guide development of mobile applications to support value-added business-to-business (B2B) sales activities. Design/methodology/approach – The paper reviews the concepts of context-aware applications and context-marketing, then examines B2B selling and the creation of value, utilizing Terho’s model of value-based selling, and presenting the potential role of context-aware B2B selling in creating value. Terho’s model is then combined with a taxonomy of context modeling to produce step-by-step a conceptual model for developing context-aware B2B sales applications (CABS). Findings – By mapping the context-aware application development taxonomy against each stage of Terho’s “value-based selling” model, the CABS model is proposed. This model provides a platform for the B2B salesforce, their customers and information technology (IT) staff to work together in developing requirements and prototypes for mobile B2B context-aware applications. Research limitations/implications – The CABS model would require empirical testing to assess its viability and suitability. This would initially be done via focus groups in targeted sales organizations. Practical implications – The CABS model could utilized by sales staff and their customers to develop requirements for mobile context-aware applications to support B2B activity. In addition, the CABS model could be utilized in joint application design processes to enable sales and IT staff to work together in developing prototype mobile applications. Originality/value – While context-aware applications are beginning to transform business-to-sale (B2C) sales activities, it is clear that B2B sales could also benefit from these types of applications, but little progress has been made in understanding or developing their potential. The CABS model enables B2B sales staff and their customers to recognize these benefits and facilitate working with IT staff in defining requirements and developing prototypes.
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GRANADOS, JUAN C., LEONOR M. PÉREZ, José A. Pedraza-Rodríguez, and Martina G. Gallarza. "Revisiting the quality-value-satisfaction-loyalty chain for corporate customers in the travel agency sector." European Journal of Tourism Research 27 (March 1, 2021): 2711. http://dx.doi.org/10.54055/ejtr.v27i.1921.
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Most traditional travel agencies offer their services to corporate clients, although literature focuses on end customers. This paper addresses this research gap, but also aims at bridging the gap between B2C and B2B literature. Specifically, the authors revisit the Quality-Value-Satisfaction-Loyalty chain, a well-established postulate from the B2C literature in tourism, but adding Trust and Commitment as mediating variables between Satisfaction and Loyalty to adapt the chain to the B2B context. Using PLS-SEM, the analysis of data confirmed the Service Quality - Customer Value - Customer Satisfaction - Trust/Commitment - Customer Loyalty chain for corporate customers.
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Hinterhuber, Andreas, and Stephan M. Liozu. "Thoughts: premium pricing in B2C and B2B." Journal of Revenue and Pricing Management 17, no. 4 (January 30, 2018): 301–5. http://dx.doi.org/10.1057/s41272-018-0138-0.
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Helander, Nina, Jari Jussila, and Hannu Kärkkäinen. "Value Creation in Business-to-Business Crowdsourcing." International Journal of Knowledge Society Research 4, no. 4 (October 2013): 52–63. http://dx.doi.org/10.4018/ijksr.2013100106.
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In knowledge society the utilization of social media as a communication channel between people, groups and even companies is increasing. Current innovation and social media research has already shown the potential of crowdsourcing in the business-to-consumer (B2C) markets. The authors argue in this paper, however, that crowdsourcing has a great and yet partly undiscovered potential also in the context of business-to-business (B2B) markets. In order to get the full potential, a more detailed understanding of the logic of value creation in crowdsourcing activities between multiple stakeholders in B2B context is needed. This paper presents an exploratory study that is carried out as an empirical netnography-based multiple case study. The study opens up potential future research avenues by starting the discussion of value creation logic in B2B crowdsourcing. Practical implications are created through cases revealing what kind of value companies have already been able to gain from crowdsourcing in B2B context.
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Helander, Nina, Hannu Kärkkäinen, and Jari Jussila. "Value Creation in Business-To-Business Crowd Sourcing." International Journal of Knowledge Society Research 5, no. 1 (January 2014): 28–39. http://dx.doi.org/10.4018/ijksr.2014010103.
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In knowledge society the utilization of social media as a communication channel between people, groups and even companies is increasing. Current innovation and social media research has already shown the potential of crowdsourcing in the business-to-consumer (B2C) markets. The authors argue in this paper, however, that crowdsourcing has a great and yet partly undiscovered potential also in the context of business-to-business (B2B) markets. In order to get the full potential, a more detailed understanding of the logic of value creation in crowdsourcing activities between multiple stakeholders in B2B context is needed. This paper presents an exploratory study that is carried out as an empirical netnography-based multiple case study. The study opens up potential future research avenues by starting the discussion of value creation logic in B2B crowdsourcing. Practical implications are created through cases revealing what kind of value companies have already been able to gain from crowdsourcing in B2B context.
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Tacheva, Zhasmina, Natalie Simpson, and Anton Ivanov. "Examining the Role of Top Management in Corporate Sustainability: Does Supply Chain Position Matter?" Sustainability 12, no. 18 (September 11, 2020): 7518. http://dx.doi.org/10.3390/su12187518.
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A burgeoning stream of sustainability research explores the role of companies’ top management team (TMT) characteristics in corporate sustainability efforts, while another stream investigates the effect of a company’s supply chain position on its likelihood of engaging in sustainability. This study shows the importance of integrating the two research streams by demonstrating that supply chain position moderates the relationship between TMT characteristics and sustainability and thus establishes boundary conditions for this relationship. By matching 758 corporate sustainability initiatives with control observations, our results show that the size of the top executive team and the average age of its members, two well-known predictors of corporate sustainability, are distinctly moderated by supply chain position. While business-to-business (B2B) companies are less likely to report a sustainability initiative compared to business-to-consumer (B2C) organizations, we found that B2B TMT size has a greater positive effect on sustainability initiative likelihood than B2C TMT size. Conversely, average B2C TMT age has greater predictive power in explaining sustainability initiative likelihood than average B2B TMT age. The implications of these findings in advancing corporate sustainability and organizational change are discussed.
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Gligor, David, Siddik Bozkurt, Ismail Gölgeci, and Michael J. Maloni. "Does supply chain agility create customer value and satisfaction for loyal B2B business and B2C end-customers?" International Journal of Physical Distribution & Logistics Management 50, no. 7/8 (August 3, 2020): 721–43. http://dx.doi.org/10.1108/ijpdlm-01-2020-0004.
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PurposeDespite the recent wealth of supply chain agility literature, scholars have yet to thoroughly examine its impacts on the customer experience. To address this gap, we assess the effects of supply chain agility on customer value and customer satisfaction, including the moderating role of customer loyalty, from the perspectives of both business customers (B2B) and end-customers (B2C).Design/methodology/approachWe used multivariate regression analysis to evaluate direct, indirect and conditional effects across survey responses from 148 senior-level supply chain managers (buyers) (Study 1) and 170 end-customers (i.e. consumers) (Study 2).FindingsThe results reveal that supply chain agility retains a direct link to both B2B and B2C’ value and satisfaction. However, a higher level of customer loyalty reduces the strength of these relationships, signifying that agility is less important with established customers. In this respect, agility is important to attract new customers, but more agility is not always beneficial once the customer relationship is established.Originality/valueThe current study is among the first to examine end-customer response to supply chain agility. The findings complement existing literature by providing novel insights into the impact of supply chain agility on both business customers (B2B) and end-customers (B2C).
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E. Plank, Richard, and Robert Hooker. "Sales and operations planning." Journal of Research in Interactive Marketing 8, no. 1 (March 4, 2014): 18–36. http://dx.doi.org/10.1108/jrim-08-2013-0059.
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Purpose – The purpose of this paper is to outline the usage of interactive marketing tools in the area of sales and operations planning (S&OP) to further collaboration among supply chain partners. Emergent challenges and research directions are proposed. Design/methodology/approach – Using extant literature from S&OP, supply chain management and interactive marketing, the authors integrate those to show the value of using interactive marketing tools to further integration across the supply chain of important S&OP processes. Findings – S&OP utilizes sophisticated software to integrate various business processes beyond B2C and into B2B relationships. Research limitations/implications – Uncertainty exists as to the measurement of the performance of a supply chain, or the network or system of companies, is not developed enough to deal with that issue. However, this is addressed in the research questions section. Practical implications – The practical implications for the use of integrative marketing tools to link B2C as well as B2B partners through S&OP are numerous and far reaching. Originality/value – This study uniquely examines the use of interactive marketing tools for B2B, as opposed to simply B2C.
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Hutchins, Jennifer, and Darlene Xiomara Rodriguez. "The soft side of branding: leveraging emotional intelligence." Journal of Business & Industrial Marketing 33, no. 1 (February 5, 2018): 117–25. http://dx.doi.org/10.1108/jbim-02-2017-0053.
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Purpose The purpose of this paper is to support the need for further research and theory building on emotions in business-to-business (B2B) industries. Specifically, this research conceptualizes emotional intelligence (EI) as an alternative to building brand equity for B2B companies beyond name recognition, product quality and catchy slogans. Additionally, the authors closely analyze social media content marketing by B2Bs as a channel through which to exercise EI with the goal of enhancing brand image and growing brand equity. Design/methodology/approach This study takes a conceptual approach, building on current literature to develop a model of functional and emotional paths to B2B brand equity. The study uses content analysis methodology to examine 11 “best in class” B2B companies recognized for their social media content marketing. The analysis reveals the level to which each company demonstrates the collective EI of the firm through content marketing. Findings EI is a learned skill that can be an essential behavioral asset. In addition to hard skills such as product development and process refinement, leveraging a firm’s soft skills and collective EI is also a viable route to increasing brand equity. Additionally, B2B companies that are considered the best at content marketing demonstrate EI through their online communication strategies. Research limitations/implications This research reveals another avenue through which B2B firms to increase brand equity, but there is a need to empirically validate the model and connections made in this paper. Practical implications Leveraging EI in B2B firms through content marketing is a source of or key driver of competitive advantage and increased brand equity. Originality/value By providing the history and importance of EI, and by connecting existing knowledge of B2B communications to concepts of improving brand equity, this study offers a unique, extended framework that urges further research to expand this field.
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Hesselink, Martijn W. "Towards a Sharp Distinction between b2b and b2c? On Consumer, Commercial and General Contract Law after the Consumer Rights Directive." European Review of Private Law 18, Issue 1 (February 1, 2010): 57–102. http://dx.doi.org/10.54648/erpl2010004.
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Abstract: The proposed directive fits very well with a sharp distinction between b2c and b2b contracts and comprises several features that – especially as a combination – provide an optimal basis for a future European consumer (contract) code. Still, nothing in the directive renders further distinction between b2c and b2b compulsory. This raises the question as to whether a rigid, categorical distinction between rules governing b2c and those governing b2b contracts is desirable. This paper argues that no substantive ground justifies such a categorical distinction. Non-consumers, especially small businesses, often encounter situations identical to those usually invoked to justify consumer protection. In such cases the equality principle would require that the legislator extend the protection prescribed for consumers to include this group. In this respect, greater transparency may be expected from the European Commission. How does the Commission view the future: does a European Code of Consumer Law lie ahead? The Council of the European Union and the European Parliament should ask the Commission for guidance here and should adopt a clear position themselves. This is important for two reasons. The first is that prior to transposition of this directive, Member States should know what to expect. The second is that if a European Code of Consumer Law ever materializes, it will need to be the outcome of a deliberate decision to this effect. Zusammenfassung: Der Richtlinienvorschlag passt sehr gut zu einer scharfen Abgrenzung zwischen b2c und b2b Verträgen. Darüber hinaus beinhaltet sie eine Anzahl wesentlicher Merkmale, die, insbesondere als Kombination, eine optimale Grundlage für ein zukünftiges Verbraucher(vertrags)gesetz darstellen. Allerdings enthält die Richtlinie keinerlei Bestimmungen, die zwingend eine Abgrenzung zwischen b2c und b2b Verträgen vorgeben. Hierdurch stellt sich die Frage, ob eine strenge, kategorische Abgrenzung zwischen den auf b2c und den auf b2b anwendbaren Bestimmungen überhaupt wünschenswert ist. In diesem Beitrag soll dargestellt werden, dass keine stichhaltige Gründe eine solche kategorische Abgrenzung rechtfertigen. Nicht-Verbraucher, insbesondere kleine Unternehmen, sind oft identischen Situationen ausgesetzt, die normalerweise zur Rechtfertigung der Verbraucherschutzes aufgeführt werden. In diesen Fällen würde der Gleichheitsgrundsatz den Gesetzgeber dazu verp. ichten, um den auf Verbraucher anwendbaren Schutz auch auf diese Gruppe auszuweiten. In diesem Zusammenhang wäre eine größere Transparenz von der Europäischen Kommission wünschenswert. Wie sieht die Europäische Kommission die Zukunft? Liegt ein Europäisches Verbrauchergesetz in der Zukunft? Der Rat und das Europäische Parlament sollten hierzu die Europäische Kommission um eine Anleitung fragen und ihrerseits eine klare Stellung beziehen. Das ist aus zwei Gründen sehr wichtig. Der erste Grund ist, dass vor der Umsetzung dieser Richtlinie, die Mitgliedstaaten wissen sollten, was sie erwartet. Der zweite Grund ist, dass im Falle der Einführung eines Europäischen Verbrauchergesetzes dieses das Resultat einer freien Entscheidung sein sollte.
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Беленов, О. Н., and И. В. Гончарова. "СОСТАВ И СТРУКТУРА МАРКЕТИНГОВЫХ ИНСТРУМЕНТОВ." Вестник ВГУ. Серия: Экономика и управление, no. 1 (March 25, 2020): 136–40. http://dx.doi.org/10.17308/econ.2020.1/2765.
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Rudawska, Edyta. "Sustainable marketing strategy in food and drink industry: a comparative analysis of B2B and B2C SMEs operating in Europe." Journal of Business & Industrial Marketing 34, no. 4 (June 7, 2019): 875–90. http://dx.doi.org/10.1108/jbim-05-2018-0171.
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Purpose The paper aims to make a contribution by providing a comprehensive understanding of the scope of the implementation of sustainable marketing tools in SMEs operating in the food and drink industry in Europe. The focus will be put on the identification of differences between companies operating in business-to-business (B2B) and business-to-customer (B2C) context. Design/methodology/approach The empirical basis is a survey of 770 European SMEs, of which 369 operate in Western European countries (including UK, Germany and Spain) and 401 in Central and Eastern Europe (including Poland, Croatia and Russia). The respondents in the particular countries were stratified according to company size, measured by the number of employees. The research covered 316 micro companies, 5 small companies and 209 medium ones. The questionnaire was completed by the managing directors of the enterprises (CEOs) or heads of the marketing departments (CMOs). The research was conducted between April 2016 and January 2017. An in-depth analysis of the findings helped to identify differences between the two groups of SMEs, i.e. operating in the B2B and B2C context, in terms of the extent of sustainable marketing implementation. The non-parametric U Mann–Whitney test was used to examine the significance of the differences between the two groups of companies. Findings The research results suggest that both groups of B2B and B2C companies implement sustainable marketing tools to some extent. However, in most cases, B2B organizations do it to a significantly greater extent. Nevertheless, these activities relate mainly to those tools, which are directly visible to customers, both institutional and individual, such as packaging, product ingredients or certificates. To a lesser extent, they involve marketing activities of an internal nature, such as production process and the level of energy, water or resources used. Originality/value To the best knowledge of the author, this is the first empirical research study on the implementation of the sustainable marketing concept in SMEs operating in European countries. The study is a comparative analysis of the phenomenon between B2B and B2C companies, which has not been previously researched.
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Dugar-Zhabon, Ruslana. "NTERNET MARKETING TOOLS IN THE CONSTRUCTION INDUSTRY." Scientific Papers Collection of the Angarsk State Technical University 2021, no. 1 (July 5, 2021): 263–66. http://dx.doi.org/10.36629/2686-7788-2021-1-1-263-266.
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Sales-Vivó, Vicente, Irene Gil-Saura, and Martina Gallarza. "Modelling value co-creation in triadic B2B industrial relationships." Marketing Intelligence & Planning 38, no. 7 (June 16, 2020): 941–55. http://dx.doi.org/10.1108/mip-11-2019-0574.
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PurposeThis study examines the triadic approach of value co-creation (VcC) in B2B relationships between the industrial manufacturer, its main supplier and its main client, by validating VcC as antecedent of Trust and Commitment, which, in turn, affect Satisfaction.Design/methodology/approachA model studies the association of VcC to Trust, Commitment and Satisfaction, the latter in its economic and social dimensions. The relationships in the model are empirically contrasted twice (with suppliers and clients) for a sample of 77 firms participating in an industrial panel, the Spanish Furniture Market Observatory.FindingsUsing PLS-SEM, results suggest that, in industrial B2B relationships, VcC acts as antecedent of Trust and, to a minor extent, of Commitment. It also has a positive effect on Social Satisfaction, the latter having a positive effect in turn on Economic Satisfaction.Research limitations/implicationsResults are limited to the Spanish furniture industry with a cross-sectional approach. The linkages between VcC and Commitment, as well as the differences found between Social Satisfaction and Economic Satisfaction, need replications.Practical implicationsThe study suggests that VcC is the core of B2B industrial relationships. VcC may also boost Economic Satisfaction.Originality/valueLiterature on VcC has been extensive in B2C and B2B mostly for service contexts; this paper contributes by bringing evidence from a B2B manufacturing context. At the same time, it depicts a triadic approach of VcC in B2B, by measuring the relationships with both the manufacturer's main supplier and main client. The study also contributes with evidence to the role played by Trust and Commitment in the relationship between VcC and two Satisfactions.
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Biswas, Mukesh K., and Damodar Suar. "Employer Branding in B2B and B2C Companies in India: A Qualitative Perspective." South Asian Journal of Human Resources Management 5, no. 1 (June 2018): 76–95. http://dx.doi.org/10.1177/2322093718768328.
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The employer branding (EB) phenomenon has garnered the attention of practitioners and academicians over the past decade. However, the subjective experiences of managers on EB are hardly tapped. This study explores company executives’ views on EB through the case study method with semi-structured interviews in the context of the business-to-business (B2B) and business-to-consumer (B2C) companies located in India. Four key categories relevant to EB emerged from the data. These are (a) essence of a successful EB, (b) precursors of EB, (c) visibility of the employer and (d) outcomes of EB. Attributes of these categories were explored along the sub-themes, which reveal the respondents’ perceptions regarding their implementation of EB strategy. These attributes were similar in B2B and B2C companies.
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Punin, Yuriy. "CLUSTER ANALYSIS OF MARKETING INTERNET ACTIVITY OF INDUSTRIAL GOODS ENTERPRISES." Economic Analysis, no. 27(4) (2017): 273–79. http://dx.doi.org/10.35774/econa2017.04.273.
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Introduction. Internet marketing, which has traditionally been considered as a marketing B2C tool, has started to gain its position in the markets of industrial goods. Marketing experts consider that the main purpose of online B2B marketing lies in the growth of high quality leads. Purpose. The article aims to assess marketing activity of enterprises of separate segments of flexible packaging market in Internet and to determine their impact on the financial performance of the investigated business entities. Methodology. In order to achieve the goal, there has been made a cluster analysis of the sample of enterprises according to their marketing Internet activity level. The calculation of main financial indicators for each cluster has been done. Results. According to the analysis, it has been determined that Internet marketing has not yet become widespread in the B2B sector. It is considered more as an alternative to promotion in view of restricted or lacking marketing budget. The most optimal, in our opinion, is a model of marketing activity, which includes a combination of online and offline marketing activity. For B2B sector, the most important tool for B2B marketing is search engine optimization of a site, its convenience and content.
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Knoll, Matthias. "App4U – Mehrwerte durch Apps im B2B und B2C." HMD Praxis der Wirtschaftsinformatik 53, no. 4 (June 29, 2016): 557–59. http://dx.doi.org/10.1365/s40702-016-0243-8.
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Verma, Rajeev, G. K. Murthy Kothapalli, and Ranjani Kumari. "B2B or B2C dilemma in maintenance industry: UrbanKare." Emerald Emerging Markets Case Studies 10, no. 4 (November 23, 2020): 1–25. http://dx.doi.org/10.1108/eemcs-12-2019-0328.
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Learning outcomes The learning outcomes are as follows: assessing the changing trend in the needs of the customer, leading to evolution of new types of businesses in the urban areas. Deep understanding of household service industry and its future. Assessing the skills and capabilities required to become an entrepreneur and follow entrepreneurship. Understanding the aggregator, two-sided business model prevailing in the market. Understand the concept of business-to-business (B2B), business-to-consumer (B2C) business model in household industry. Case overview/synopsis This case study is about two first-generation entrepreneurs from India who started a new innovative service delivery platform, UrbanKare with a vision to organize the household maintenance services industry. The company was founded in 2016 with a seed capital support of the State Government. The idea behind this initiative was to provide customers a professional, reliable and convenient household repair and maintenance services at their fingertips. The biggest challenge they were facing was that of aggregation of service providers (skilled workforce) and maintaining the service quality in the context of B2B and B2C service provision. Complexity academic level PG level courses – Industrial Marketing Startup and Business Entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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D’Andrea, Fernando Antonio Monteiro Christoph, Filipe Rigon, Ana Carolina Lopes de Almeida, Bertran da Silveira Filomena, and Luiz Antonio Slongo. "Co-creation: a B2C and B2B comparative analysis." Marketing Intelligence & Planning 37, no. 6 (September 2, 2019): 674–88. http://dx.doi.org/10.1108/mip-08-2018-0306.
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Purpose The purpose of this paper is to qualitatively analyze and compare people’s objectives when participating in two sets of co-creation initiatives – business-to-consumer (B2C) and business-to-business (B2B) – to what the theory in the field states about that participation. Design/methodology/approach A qualitative approach has been adopted; it uses laddering, a qualitative technique, in a novel manner through the analysis of an abstract product: the co-creation process. Findings Results in B2C point to a disconnection between the motivation of participants and what the theory suggests that should be expected from a co-creation agenda. In the B2B setting, the disconnections are much smaller. Research limitations/implications The research used small and narrow samples. Additionally, the research considers only the consumers’ perspective. Practical implications Considering the context in which they compete (industrial or consumer market), companies must come up with better selection criteria for co-creators and must be more specific in setting and pursuing the goals of the co-creation projects. By doing so, organizations can achieve more fruitful results in those innovation initiatives. Originality/value The present study is innovative in the use of laddering to understand not a product nor a service, but a process: co-creation. The study reveals that, despite the buzz about co-creation, practical examples suggest that this process may not be as fruitful or satisfying as the theories suggest.
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Balocco, Raffaello, Alessandro Perego, and Sara Perotti. "B2b eMarketplaces." Industrial Management & Data Systems 110, no. 8 (August 31, 2010): 1117–37. http://dx.doi.org/10.1108/02635571011077799.
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Jones, R. "B2B integration." Manufacturing Engineer 80, no. 4 (August 1, 2001): 165–67. http://dx.doi.org/10.1049/me:20010414.
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Клименко, E. Klimenko, Петрище, and Vitaliy Petrishche. "FACTORS AND CONSTRAINTS AFFECTING FORMATION AND DEVELOPMENT OF ENTREPRENEURIAL POTENTIAL OF CULTURAL INSTITUTIONS." Journal of Public and Municipal Administration 4, no. 2 (June 25, 2015): 121–27. http://dx.doi.org/10.12737/13182.
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The article examines the factors limiting development of entrepreneurial potential of socio-cultural organizations of different types. The possible risks of production and promotion of cultural products on the system B2C and B2B are presented.