ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to
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.
This presentation outlines best practices for B2B product development market research.
In this article, several insights that may inspire marketers in considering sustainability opportunities and challenges are covered. Examples are offered on how marketers innovate at hyperspeed and demonstrate agility in rethinking products and business models. Even though this article is written based on many B2C examples, changing consumer preferences will ultimately affect B2B processes as well.
Reseller selection efforts are costly, time consuming, and are sometimes questioned as effective governance mechanisms. Nevertheless, reseller selection efforts are justified as they lower suppliers’ ex post transaction costs amd weaken the likelihood of resellers’ possible exploitation of supplier-reseller relationship in the case of supplier’s investments in the relationship, and promote value creation. Analyzing two waves of surveys in a B2B supplier-reseller context, the authors of this study insights on relationship governance dynamics of reseller selection efforts.
This report composed by by the Chief Investment Office by Merrill Lynch describes how a double exogenous shock from the coronavirus and the oil price war led to historic volatility and liquidity concerns. In this report, economic developments are covered, including the economic recovery in China as well as American trade with Asia, consumer spending developments, demographic developments, and industry developments.
B2B firms are increasingly shifting to offer service solutions as competitive and commoditization threats increase. However, much of these shifts to service-oriented offerings have generated mixed results. The authors investigate this problem as a governance problem and highlight that the different phases of solutions development (experimentation, integration, and evolution) expose actors to various governance tensions.
In this Harvard Business Review article, Gary Pisano shines a light on innovative cultures and analyzes why it is so hard to achieve an innovative organizational culture. According to Pisano, innovative cultures are paradoxical, having two sides of the coin. Innovative cultures have attractive, even ‘fun’ aspects, but are married with some tougher and less fun behaviors. Attempts to create innovative cultures will fail, unless these tensions are carefully managed:
As a result of the COVID-19 crisis, across industries, the workforce needs to adapt to changing conditions. Workers get new roles, activities change. The workforce need to be upskilled in order to deliver adapted business models. This article by McKinsey drafts how companies can develop a talent strategies that develops employees’ capabilities and resilience.
In this Marketing in Uncertain Times Town Hall, as states and businesses start to reopen after COVID-19 shutdowns, this session focuses on reviving customer connections. Hear from expert panelists Laura Patterson, President of VisionEdge Marketing, Inc. and Bob Thomas, Professor of Marketing at Georgetown University and ISBM Fellow & Mastery Curriculum instructor.
In the age of COVID-19, should companies still engage in market research? Should companies – perhaps better put, how can companies do market research? Could the current crisis even benefit companies that want to field the voice of the customer? Gerry Katz – Vice Chairman of Applied Marketing Science – is an expert of the topic of VOC (Voice of the Customer). He weighs in on how the COVID-19 crisis affects market research.
It is widely believed that a B2B relationship disruption, which refers to the change of the salesperson in a customer relationship with another salesperson within the same firm, results in negative consequences such as a loss of customer knowledge, diminished interpersonal trust, and increased uncertainty. However, some B2B relationship disruptions also have positive effects that countervails some of the negative effects of disruptions. Results of this study indicate that relationship disruption can decrease resale value by 28.8% but it can also revitalize the relationship and increase new sales revenue by 52.2%.
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