B2B Pulse: Content Library

The ISBM Pulse content library contains archived copies of previous member meeting presentations, webinars, courses, articles/reports, and a multitude of other knowledge. This material is freely available for our ISBM members.

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The Relative Influence of Economic and Relational Direct Marketing Communications on Buying Behavior in B2B Markets (Kim and Kumar)

B2B firms spend significant resources in direct marketing to manage their customer relationships. Firms should understand how customers evaluate these organizational marketing communications, which ultimately affect their buying behaviors. Based on four years of customer relationship management data of a Fortune 500 B2B service firm, Kim and Kumar (2018) built a model that aids B2B firms to strategically allocate marketing resources across economic and relational value messaging.

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Corporate Board Interlocks and New Product Introductions (Srinivasan, Wuyts, and Mallapragada)

Firm’s board interlocks represent bridges to valuable market intelligence that could be used in developing incremental innovations and thus, could lead to new product developments and introductions. By analyzing new product introductions of 30 firms over the period of 1997 to 2012, Srinivasan et al. (2018) have found that the strength of the positive relationship between board interlocks and new product introductions depends on the board composition.

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Strategies to Connect with Barricaded Buyers (Chase and Murtha)

When responding to a Request for Proposal (RFP) in both the public and the private sector, suppliers’ access to buyers is often restricted due to law and informal rules of engagement. The authors term these buyers ‘barricaded buyers’. Despite having limited access to these individuals, suppliers can still increase their competitiveness and selection likelihood when selling to barricaded buyers. 

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The Temporary Marketing Organization (Hadida, Heide, and Bell)

As marketing departments are shrinking and CMO tenures are getting shorter, marketers are increasingly relying on temporary marketing organizations to meets objectives with immediate impacts. However, temporary marketing organizations’ outcomes exhibit high variance. Thus, Hadida et al. (2019) propose a conceptual framework to guide firms in determination of the most appropriate selection and enforcement mechanisms depending on the form of temporary marketing organization.  

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Should a B2B Firm Have a Customer on the Board of Directors? (Bommaraju et al.)

One way to gain insight into their customers’ needs is to invite customers to have a seat on the board of directors. Based on a sample of 329 B2B firms in S&P 900 firms over nine-year period (2007-2015), Bommaraju et al. (2019) concluded that having a customer on the board of directors enhances customer orientation of firms and provides unique insights, especially when demand uncertainty is high.

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