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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.
As buyers become increasingly comfortable purchasing online, B2B sales representatives may need to redefine their roles when faced with evolving buyer customer preferences.
Although many applications of the metaverse have been provided in B2C contexts, the potential impact of an engaging virtual environment can also be significant for B2B companies.
Although trust in marketing relationships is imperative, it can also give rise to boundary spanner corruption that is detrimental to both parties.
To build the capabilities necessary to compete in the current digital selling environment, B2B firms must take three key actions.
As firms increasingly focus on more sustainable business models, an increased focus on the concept of B4B (business-for-business) may prove impactful.
Buyer-seller relationships have changed in two key ways: information asymmetry and face-to-face communications have both decreased. The future of buyer-seller relationships will depend on addressing these challenges.
The “Great Resignation,” a term coined to describe the uncharacteristically high rate of employees voluntary resigning from their jobs, has also significantly impacted business-to-business (B2B)
While expanding business offerings to attract B2B buyers can untap a new lucrative market, companies must consider the unique challenges inherent in serving B2B customers online.
B2B firms wishing to acquire additional revenue from aftermarket products and services must consider the impact of five key “levers” that they control.
While industrial OEMs face significant challenges when designing improved customer experiences, following several key principles can provide meaningful progress.
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