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Journal articles on the topic 'Industrial marketing'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 July 2024

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1

LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 36, no. 7 (October 2007): 843. http://dx.doi.org/10.1016/j.indmarman.2007.06.002.

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2

LaPlaca, Peter J. "Industrial Marketing Management,." Industrial Marketing Management 36, no. 8 (November 2007): 1019–21. http://dx.doi.org/10.1016/j.indmarman.2007.08.001.

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3

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 1 (January 2008): 1–2. http://dx.doi.org/10.1016/j.indmarman.2007.09.004.

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4

LaPlaca, Peter J. "Industrial Marketing Management." Industrial Marketing Management 37, no. 2 (April 2008): 117–19. http://dx.doi.org/10.1016/j.indmarman.2008.01.004.

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5

LaPlaca, Peter J. "Industrial marketing management." Industrial Marketing Management 37, no. 3 (May 2008): 245–46. http://dx.doi.org/10.1016/j.indmarman.2008.03.001.

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6

Melkman, Alan V. "Strategic industrial marketing." Long Range Planning 23, no. 2 (April 1990): 115. http://dx.doi.org/10.1016/0024-6301(90)90207-k.

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7

Brownlie, Douglas. "Strategic industrial marketing." European Management Journal 8, no. 1 (March 1990): 84–85. http://dx.doi.org/10.1016/0263-2373(90)90068-h.

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8

Penn, William S. "Marketing Industrial Consulting." Journal of Professional Services Marketing 1, no. 1-2 (September 16, 1985): 89–96. http://dx.doi.org/10.1300/j090v01n01_12.

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9

Penn, William. "Marketing industrial consulting." Services Marketing Quarterly 1, no. 1 (1985): 89–96. http://dx.doi.org/10.1080/15332969.1985.9984788.

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10

Dolan, Dennis J. "Industrial marketing strategy." Industrial Marketing Management 14, no. 3 (August 1985): 218–19. http://dx.doi.org/10.1016/0019-8501(85)90042-2.

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11

Wilson, Timothy L. "Strategic industrial marketing." Industrial Marketing Management 15, no. 3 (August 1986): 253. http://dx.doi.org/10.1016/0019-8501(86)90035-0.

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12

Calantone, Roger J., and C. Anthony di Benedetto. "Defensive industrial marketing strategies." Industrial Marketing Management 19, no. 3 (August 1990): 267–78. http://dx.doi.org/10.1016/0019-8501(90)90019-r.

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13

Johnston, Wesley J., Jeffrey E. Lewin, and Robert E. Spekman. "International Industrial Marketing Interactions." Journal of Business Research 46, no. 3 (November 1999): 259–71. http://dx.doi.org/10.1016/s0148-2963(98)00036-8.

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14

Grigorova, V. "Strategic Marketing Decisions of Industrial Business Organizations." Economic Herald of the Donbas, no. 4 (58) (2019): 132–37. http://dx.doi.org/10.12958/1817-3772-2019-4(58)-132-137.

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15

Krasyuk, Irina, and Alexey Bragin. "Marketing methods of industrial activity management: adaptive marketing." E3S Web of Conferences 402 (2023): 13008. http://dx.doi.org/10.1051/e3sconf/202340213008.

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The actualization of marketing management methods is due to the ongoing policy of import substitution and the promising development of strategic directions of industrial business. The adaptation of "old" business models and the development of new ones requires the formation of a new marketing paradigm. The purpose of this work is to systematize and evaluate traditional approaches to marketing, substantiate the need to build an adaptive marketing system. Based on the concept of strategic marketing and ecosystem approach, the methodological foundations of building an adaptive marketing system are substantiated, its main tasks and planned results are determined.
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16

Fernández Bedoya, Victor Hugo. "Marketing industrial: un tópico poco explorado." Espí­ritu Emprendedor TES 4, no. 2 (April 23, 2020): 41–48. http://dx.doi.org/10.33970/eetes.v4.n2.2020.193.

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El propósito de este artículo fue el de proporcionar una fuente actualizada en relación a los tópicos de marketing industrial. Se analizaron los fundamentos del marketing en empresas industriales (de ahora en adelante B2B) de diversas fuentes, comparándolo con el marketing de empresas de consumo (de ahora en adelante B2C). Para finalizar, el investigador presentó las conclusiones del análisis y una serie de recomendaciones para su correcto aprovechamiento en la industria.
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17

MCCLELLAND, IAN. "Marketing ergonomics to industrial designers." Ergonomics 33, no. 4 (April 1990): 391–98. http://dx.doi.org/10.1080/00140139008927142.

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18

Herbig, Paul, John C. Milewicz, and Robert Gulbro. "Marketing Signals in Industrial Markets." Industrial Management & Data Systems 94, no. 9 (November 1994): 16–21. http://dx.doi.org/10.1108/02635579410072117.

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19

Vieira, Francisco, and Carlos Brito. "Science mapping in industrial marketing." Journal of Business & Industrial Marketing 30, no. 1 (February 3, 2015): 105–15. http://dx.doi.org/10.1108/jbim-02-2014-0027.

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Purpose – This study aims to map scientific knowledge in industrial marketing. Design/methodology/approach – The research was conducted on the basis of a quantitative and descriptive research using scientometric analysis based on scientific records. It analyzes more than 14,000 scientific records on the Scopus database from 1956 to 2009. The sample fits Bradford’s and Lotka’s power laws of distribution of science in use. Findings – The study reveals the existence of four stages: the genesis of this stream of research (1956-1984), the early development (1985-1995), the consolidation of production (1996-2003) and the phase of scientific maturity (from 2004) with an increasing number of records in recent years. Regarding authorship, there is a clear predominance of single authorship and an average increase in the number of authors per record from one to two authors for recent years. The main sources of knowledge are the Journal of Business & Industrial Marketing and the Industrial Marketing Management journal. A statistical significance is shown between the number of records and the number of papers per journal, highlighting that Management Science and Industrial Marketing Management journals are the most cited sources. Practical implications – Practitioners find in this paper a sound basis for a wide perspective of the key issues addressed by researchers on industrial marketing over the past decades, as well as good insights in terms of the main challenges faced by companies in this field. Originality/value – Evidence was found of the existence of a long tail behavior in scientific literature of industrial marketing regarding chronology, sources, number of records with a single author and number of records cited.
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20

Merigó, José M., Anna M. Gil-Lafuente, and Jaime Gil-Lafuente. "Business, industrial marketing and uncertainty." Journal of Business & Industrial Marketing 31, no. 3 (April 4, 2016): 325–27. http://dx.doi.org/10.1108/jbim-02-2016-0042.

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Purpose This special issue of the Journal of Business & Industrial Marketing, entitled “Business, Industrial Marketing and Uncertainty”, presents selected extended studies that were presented at the European Academy of Management and Business Economics Conference (AEDEM 2012). Design/methodology/approach The main focus of this year was reflected in the slogan: “Creating new opportunities in an uncertain environment”. The objective was to show the importance that uncertainty has in our current world, strongly affected by many complexities and modern developments, especially through the new technological advances. Findings One fundamental reason that explains the economic crisis is that the government and companies were not well prepared for these critical situations. And the main justification for this is that they did not have enough information. Otherwise, they would have tried any possible strategy to avoid the crisis. Usually, uncertainty is defined as the situation with unknown information in the environment. Originality/value From a theoretical perspective, the problem here is that enterprises and governments should assess the information and the uncertainty in a more appropriate way. Usually, they have some studies in this direction, but many times, it is not enough, as it was proved in the last economic crisis.
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21

Hult, G. Tomas M. "Cycle time and industrial marketing." Industrial Marketing Management 31, no. 4 (July 2002): 287–90. http://dx.doi.org/10.1016/s0019-8501(01)00170-5.

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22

Lancioni, Richard. "Pricing issues in industrial marketing." Industrial Marketing Management 34, no. 2 (February 2005): 111–14. http://dx.doi.org/10.1016/j.indmarman.2004.07.009.

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23

Mentzer, John T., and Nimish Gandhi. "Expert systems in industrial marketing." Industrial Marketing Management 22, no. 2 (May 1993): 109–16. http://dx.doi.org/10.1016/0019-8501(93)90036-7.

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24

Bricker, Eugene M. "Industrial Marketing and Medical Ethics." New England Journal of Medicine 320, no. 25 (June 22, 1989): 1690–92. http://dx.doi.org/10.1056/nejm198906223202511.

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25

Krings, Werner, Roger Palmer, and Alessandro Inversini. "Industrial marketing management digital media optimization for B2B marketing." Industrial Marketing Management 93 (February 2021): 174–86. http://dx.doi.org/10.1016/j.indmarman.2021.01.002.

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26

Blanch, Francois, and Philippe Chassagne. "Industrial Marketing: Can Strategic Marketing be Applied to Subcontracting?" Journal of Euromarketing 22, no. 3 (2013): 26–37. http://dx.doi.org/10.9768/0022.03.026.

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27

Pedersen, Carsten Lund, and Thomas Ritter. "Updating the theory of industrial marketing: Industrial marketing as a Bayesian process of belief-updating." Industrial Marketing Management 102 (April 2022): 403–20. http://dx.doi.org/10.1016/j.indmarman.2022.02.008.

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28

Johnston, Wesley J., and Jeffrey E. Lewin. "Advances in industrial marketing theory and research from the Journal of Business and Industrial Marketing." Journal of Business Research 38, no. 3 (March 1997): 199–209. http://dx.doi.org/10.1016/s0148-2963(96)00129-4.

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29

Ekman, Peter, Cecilia Erixon, and Peter Thilenius. "Information technology utilization for industrial marketing activities: the IT–marketing gap." Journal of Business & Industrial Marketing 30, no. 8 (October 5, 2015): 926–38. http://dx.doi.org/10.1108/jbim-01-2014-0014.

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Purpose – This study aims to investigates the possible gap between the logic of these information technology (IT) systems and industrial firms’ marketing practices. Industrial firms rely extensively on IT systems for their business. Design/methodology/approach – Based on the contemporary marketing practice (CMP) model, which depicts firms’ marketing practice as ranging from transactional to more relational and networked-based, the logic of IT systems and how users in industrial firms adopt them are amended to create an extended model. The extended model is used to analyze an in-depth case based on 63 interviews regarding one industrial firm’s business with customers and suppliers and how IT is utilized in this setting. Findings – Results show that industrial firms’ relationship-oriented business is poorly supported by currently used IT systems. This gap between the IT systems, which are transaction-focused, and industrial firms’ marketing practice, which is relationship-based, has severe effects on adoption and efficiency of IT systems. The marketers prefer local, non-integrated, IT with limited usefulness on an overall firm level while resisting the firms’ comprehensive IT systems. This forms an IT–marketing gap given that current IT does not match the marketing practice of relationship-oriented industrial firms. Originality/value – This study applies an extended CMP model in a novel way focusing one industrial firm, its customers and suppliers and the IT used in this setting. The study shows that all marketing practices of the CMP model can be found in one firm’s business, albeit one category, i.e. interaction marketing (a relationship approach), is dominating. The use of the CMP framework offers new and valuable insights into the fundamental cause to the industrial marketers’ limited use of integrated IT.
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30

Korzh, Maryna, and Sviatoslav Zhukov. "Psychological aspects of change management in the industrial marketing." Journal of Law and Psychology 4, no. 1 (November 30, 2013): 28–36. http://dx.doi.org/10.7813/jlp.2013/4-1/4.

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31

LaPlaca, Peter J. "Contributions to marketing theory and practice from Industrial Marketing Management." Journal of Business Research 38, no. 3 (March 1997): 179–98. http://dx.doi.org/10.1016/s0148-2963(96)00128-2.

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32

Schiavone, Francesco, and Daniele Leone. "Guest editorial: Industrial marketing in healthcare." Journal of Business & Industrial Marketing 37, no. 8 (June 21, 2022): 1577–79. http://dx.doi.org/10.1108/jbim-06-2022-566.

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33

Ramaswamy, Venkatram, Hubert Gatignon, and David J. Reibstein. "Competitive Marketing Behavior in Industrial Markets." Journal of Marketing 58, no. 2 (April 1994): 45. http://dx.doi.org/10.2307/1252268.

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34

Deshpande, Ajit S. "Marketing Information System for Industrial Products." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 3, no. 1 (January 23, 2013): 71–76. http://dx.doi.org/10.24297/ijmit.v3i1.4644.

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Use of an information system in Business organizations has become a necessity to survive for a long term in the business. As we know today an organization is making huge profits due to introduction of new products or product lines, but proper investment in R & D, Quality Systems and an organization wide Information system is must for a firm for long term survival. Along with other information system implementation of Marketing Information System has become quite common in case of Consumer Product Manufacturers. But in case or Industrial Products, Marketing Information System is not yet formalized or not considered important by many business firms. Due to stiff competition, dynamic marketing environment in Industrial Marketing, a business organization cannot afford to neglect the importance of Marketing Information System. This work is an effort to show the advantages of developing a Marketing Information System in the organizations manufacturing & selling Industrial Products/Services.
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35

Ramaswamy, Venkatram, Hubert Gatignon, and David J. Reibstein. "Competitive Marketing Behavior in Industrial Markets." Journal of Marketing 58, no. 2 (April 1994): 45–55. http://dx.doi.org/10.1177/002224299405800204.

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The authors outline a conceptual framework for analyzing differences in competitive marketing behavior of businesses in established industrial markets. They explicitly distinguish between retaliatory and cooperative marketing behavior. The structural characteristics of the served markets and the competitive positions of businesses are postulated to affect the nature and likelihood of retaliatory and cooperative behavior with respect to price and sales force expenditures. The authors specify different models explaining these dimensions of competitive marketing behavior at the strategic business unit level and test their hypotheses by estimating the various competitive behavior models using relevant data obtained from the PIMS (Profit Impact of Market Strategies) Program. The empirical results support several theoretical arguments and provide insights into the determinants of competitive marketing behavior in industrial markets.
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36

Kadirov, Djavlonbek, and Richard J. Varey. "Towards post-industrial marketing: marketplace wisdom." Journal of Customer Behaviour 9, no. 4 (December 6, 2010): 379–98. http://dx.doi.org/10.1362/147539210x543574.

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37

Smith, David, and Rob Taylor. "Organisational Decision Making and Industrial Marketing." European Journal of Marketing 19, no. 7 (July 1985): 56–69. http://dx.doi.org/10.1108/eum0000000004723.

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38

Wagner, William B., and Srinath Gopalakrishna. "Incorporating shortage strategies in industrial marketing." Journal of Business & Industrial Marketing 16, no. 7 (December 2001): 540–52. http://dx.doi.org/10.1108/eum0000000006191.

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39

Cooke, Ernest F. "What Is Business And Industrial Marketing?" Journal of Business & Industrial Marketing 1, no. 1 (January 1986): 9–17. http://dx.doi.org/10.1108/eb006008.

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40

Honeycutt, Earl D., Theresa B. Flaherty, and Ken Benassi. "Marketing Industrial Products on the Internet." Industrial Marketing Management 27, no. 1 (January 1998): 63–72. http://dx.doi.org/10.1016/s0019-8501(97)00038-2.

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41

Lindgreen, Adam. "Value in Business and Industrial Marketing." Industrial Marketing Management 41, no. 1 (January 2012): 4–7. http://dx.doi.org/10.1016/j.indmarman.2011.11.006.

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42

Bramwell, Bill, and Liz Rawding. "Tourism marketing organizations in industrial cities." Tourism Management 15, no. 6 (December 1994): 425–34. http://dx.doi.org/10.1016/0261-5177(94)90063-9.

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43

Nickolaus, Nicholas. "Marketing new products with industrial distributors." Industrial Marketing Management 19, no. 4 (November 1990): 287–99. http://dx.doi.org/10.1016/0019-8501(90)90001-c.

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44

Stevenson, Thomas H., D. Anthony Plath, and Chandler M. Bush. "Using expert systems in industrial marketing." Industrial Marketing Management 19, no. 3 (August 1990): 243–49. http://dx.doi.org/10.1016/0019-8501(90)90016-o.

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45

Giunipero, Larry C., William Crittenden, and Vicky Crittenden. "Industrial marketing in non-profit organizations." Industrial Marketing Management 19, no. 3 (August 1990): 279–85. http://dx.doi.org/10.1016/0019-8501(90)90020-v.

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46

Michell, Paul C. N., Peter Quinn, and Edward Percival. "Marketing strategies for mature industrial products." Industrial Marketing Management 20, no. 3 (August 1991): 201–6. http://dx.doi.org/10.1016/0019-8501(91)90018-b.

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47

Lichtenthal, J. David, and Gul Butaney. "Undergraduate industrial marketing: Content and methods." Industrial Marketing Management 20, no. 3 (August 1991): 231–39. http://dx.doi.org/10.1016/0019-8501(91)90022-8.

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48

Weinrauch, J. Donald, O. Karl Mann, Julie M. Pharr, and Patricia A. Robinson. "Marketing strategies of small industrial manufacturers." Industrial Marketing Management 20, no. 3 (August 1991): 251–59. http://dx.doi.org/10.1016/0019-8501(91)90024-a.

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49

Jackson, Ralph W., and Philip D. Cooper. "Unique aspects of marketing industrial services." Industrial Marketing Management 17, no. 2 (May 1988): 111–18. http://dx.doi.org/10.1016/0019-8501(88)90013-2.

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50

Lindgreen, Adam, and C. Anthony Di Benedetto. "The future of Industrial Marketing Management." Industrial Marketing Management 67 (November 2017): 1–4. http://dx.doi.org/10.1016/j.indmarman.2017.09.009.

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