ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
When the Filtration Group acquired Porex, they made a large investment to increase sales and marketing resources to drive growth. See how Porex established a plan and program to recruit, onboard, and develop a large increase in commercial resources.
The numbers tell the story: Record low unemployment. No growth in workers ages 25-54 for the next decade. Slow immigration. The Age Shift. It’s little wonder we’re in an all-out war for qualified talent. In this fast-paced and engaging session, John will share the Institute for Tomorrow’s insights on how to win the war for workers.
Empower your employees to take ownership of their career by providing the tools they need to design their own development plans. Learn about how Sherwin-Williams has leveraged their partnership with ISBM to expand their suite of career development resources.
Learn about Gore’s unique culture built on 60 years of employee empowerment and see how they’re developing and rolling out a new Marketing Competency model and curriculum.
Benchmark your own firm and compare against The AIM Institute’s recent research that identified the importance of 8 key capabilities to drive Organic Growth, then understand actions you can take on the most important capabilities.
Today, more than ever, we must adapt, be agile, and develop a new perspective that is populated with new tools and deeper insights. Organizations looking at customer and employee engagement must rethink value creation based on their experiences and the impressions they make. In this talk, we’ll look at the evolution of tools and perspectives that move from V 1.0 to V 2.0 of your customer and employee experience.
Global market dynamics and trends have changed the B2B success playbook forever. Commoditization, pricing pressure, channel complexity, customer demands for knowledge, and more have all combined the way we think about how we engage and deliver value to customers. B2B customers, facing the same pressures, are looking for new and better ways to partner with their suppliers, thus creating the need for B2B marketers to take a more strategic approach to the experience they deliver. In this session, we examine the case for rethinking your approach to experience management in order to deliver mutual value.
This presentation outlines best practices for B2B product development market research and focuses on market research and its role in customer engagement; the 12 common errors in carrying out B2B market research; B2B market research practices that you can put into effect right away; B2B market research case studies; and a practical roadmap for implementation.
As B2B industries have become increasingly commoditized, B2B companies have recognized the need for establishing a different type of relationship with their customers. Simply selling and delivering on a good set of products is no longer enough. B2B companies need to become partners with their customers, helping those customers address some of their most pressing business challenges. This had led to the proliferation of value-added services and solutions across B2B industries. It has also forced B2B companies to rethink how they manage their accounts to be customer-centric. This session will explore what it takes for B2B organizations to optimize their customer relationships to create a customer-centric culture and how focusing on your entire ecosystem can help unlock new ideas and growth opportunities for your organization and energize your culture.
Despite the enormous resources placed into strategic planning, there’s very little evidence for its effectiveness. Many companies fail to achieve the intended results which typically focus on mission, vision, and values or elaborate budgeting processes. Using examples from B2B firms that have implemented Customer-Based Strategic Planning, we’ll introduce a simple method for linking customer value to organizational competencies and strategic planning that results in agility, effectiveness, and financial accountability.
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