Search results

1 – 10 of 23
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 4 June 2019

Priyanka Sharma, Raghu Nandan Sengupta and J. David Lichtenthal

The purpose of this paper is to highlight various aspects of business-to-business brand equity (B2BBE) and explain relative impact of marketing/advertising, research and…

744

Abstract

Purpose

The purpose of this paper is to highlight various aspects of business-to-business brand equity (B2BBE) and explain relative impact of marketing/advertising, research and development (R&D), human resource and distribution network to build compelling business brands that display better firm performance.

Design/methodology/approach

A total of 51 in-depth semi-structured interviews with distributors and industrial buyers revealed different facets of B2BBE. Generalized method of moments (GMM) was applied on a large-scale panel data set of industrial firms to estimate the effects of firms’ R&D, advertising/marketing, distribution and staff training (proxy to sources of B2BBE) on sales.

Findings

First, varying levels of product application criticality and end-customer brand stature reflect four distinct organizational purchase requirements, namely, assured performance, prestige, brand leaders and commodity. Second, a taxonomy of five sources of B2BBE (prominence, solutions, accessibility, relationships and network strength) manifests buyers’ interactive experience during the purchase cycle. Third, it illustrates the positive short-term effect of all explanatory variables coupled with the positive long-term impact of R&D on sales.

Practical implications

Features like B2C brand image, clear and precise product information, credit/flexible payment terms, distributor image, add-on services to the core product and upstream–downstream referrals characterize strong brands. GMM model results help managers, in budget allocation.

Originality/value

The originality of this paper lies in proposing a comprehensive B2BBE framework based on triangulation; deployment of a common structure to simultaneously investigate distributors and industrial buyers, to discover whether their philosophies reinforce/undermine industrial branding strategies; and suggesting the use of GMM model to arrive at actionable insights.

Details

Marketing Intelligence & Planning, vol. 37 no. 7
Type: Research Article
ISSN: 0263-4503

Keywords

Access Restricted. View access options
Article
Publication date: 10 June 2022

Priyanka Sharma and J. David Lichtenthal

The purpose of the study is applying and comparing models that predict optimal time for new product exit based on its demand pattern and survivability. This is to decide whether…

292

Abstract

Purpose

The purpose of the study is applying and comparing models that predict optimal time for new product exit based on its demand pattern and survivability. This is to decide whether or not to continue investing in new product development (NPD).

Design/methodology/approach

The study investigates the optimal time for new product exit within the hi-tech sector by applying three models: the dynamic learning demand model (DLDM), the generalized Bass model (GBM) and the hazard model (HM). Further, for inter- and intra-model comparison, the authors conducted a simulation, considering Weiner and exponential price functions to enhance generalizability.

Findings

While higher price volatility signifies an unstable technology, greater investment into research and development (R&D) and marketing results in higher product adoption rates. Imitators have a more prominent role than innovators in determining the longevity of hi-tech products.

Originality/value

The study conducts a comparison of three different models considering time-varying parameters. There are four scenarios, considering variations in advertising intensity and content, word-of-mouth (WOM) effect, price volatility effect and sunk cost effect.

Details

Benchmarking: An International Journal, vol. 30 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

Access Restricted. View access options
Article
Publication date: 1 August 1998

J. David Lichtenthal and Mary M. Long

The authors note how the lack of proper support services impedes the adoption process for capital goods characterized as installations. Unstructured interviews were conducted with…

1056

Abstract

The authors note how the lack of proper support services impedes the adoption process for capital goods characterized as installations. Unstructured interviews were conducted with key managers, technical personnel, and boundary role individuals. In particular, service support factors between manufacturers, distributors, and end users are identified for pumps used in the oil production process. This includes service support provided by the manufacturer for the distributor in terms of timely delivery and processing of orders, advice and dealer training, and promotional support; between the manufacturer and the customer in terms of parts replacement and assistance for initial installations; and between the distributor and the customer in terms of follow‐up maintenance and customer education. An examination of every link in the chain from manufacturer through to end user, points to the manufacturer’s responsibility to augment service support at every step. The level of service support varies along a continuum depending on the type of capital goods installations. The gaps service quality model appears to have application in guiding service support for industrial goods.

Details

Journal of Business & Industrial Marketing, vol. 13 no. 4/5
Type: Research Article
ISSN: 0885-8624

Keywords

Access Restricted. View access options
Article
Publication date: 1 December 2006

J. David Lichtenthal, Gopalkrishnan R. Iyer, Paul S. Busch and Thomas Tellefsen

This paper seeks to argue that a business‐marketing outlook is a lucid perspective for enhancing the value of business school faculty services provision and administration. Given…

2199

Abstract

Purpose

This paper seeks to argue that a business‐marketing outlook is a lucid perspective for enhancing the value of business school faculty services provision and administration. Given the number of scholars worldwide in the area of business marketing (several hundred) compared with the number in consumer behavior (many thousands), there is speculation as to why business marketing attracted fewer scholars until recently (even though the phenomenon and subject have been around just as long). The evolution of business and industrial marketing as a bona fide field of academic study is documented. The importance of the business‐marketing arena is reaffirmed by arguing that it is not simply a field of inquiry but a perspective that helps legitimately align the academic world to the business world and ensures relevance and rigor in everything people do as marketing professors.

Design/methodology/approach

This is both a historical examination and a contemporary analysis of business marketing. It is based on the authors' interpretation of why a business marketing approach is relevant for all professional arenas within the academic field of marketing. Some of the indigenous hallmarks of a business marketing outlook are: the motivation for all interactions are to serve professionally as opposed to personally motivated arenas, a high degree of mutual dependence among the parties to a relationship, and the sharing of rewards, responsibilities and value creation across any dyad. These characteristics are applied to a myriad university educational activities seen through the lenses of a business marketing service provider.

Findings

A strong case is made for the value added by applying a business marketing perspective on a range of scholarly and curricular issues, including: conducting research, manuscript reviewing processes, the distinct roles of reviewer, editor and author, faculty time utilization, and enhancement of degree programs at all four levels of university instruction. Effectively applying business‐marketing characteristics will result in the long‐term enhancement of scholarly research productivity, and education within the marketing discipline and business school.

Originality/value

The paper provides a derivation of the implications of a business marketing perspective for the manufacture of research, management of reviewing processes and personnel, utilization of faculty time, and enhancement of university‐level degree programs in the field of marketing.

Details

Journal of Business & Industrial Marketing, vol. 21 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Access Restricted. View access options
Book part
Publication date: 8 April 2005

Abstract

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

Available. Content available
Book part
Publication date: 26 August 2010

Abstract

Details

Organizational Culture, Business-to-Business Relationships, and Interfirm Networks
Type: Book
ISBN: 978-0-85724-306-5

Available. Content available
Book part
Publication date: 24 August 2011

Abstract

Details

Interfirm Networks: Theory, Strategy, and Behavior
Type: Book
ISBN: 978-1-78052-024-7

Available. Content available
Book part
Publication date: 16 April 2012

Abstract

Details

Business-to-Business Marketing Management: Strategies, Cases, and Solutions
Type: Book
ISBN: 978-1-78052-576-1

Available. Content available
Book part
Publication date: 11 June 2009

Abstract

Details

Business-To-Business Brand Management: Theory, Research and Executivecase Study Exercises
Type: Book
ISBN: 978-1-84855-671-3

Available. Content available
Book part
Publication date: 1 November 2008

Abstract

Details

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

1 – 10 of 23
Per page
102050