Our Fellows – primarily academics with strong track records in business consulting around the globe as well as extensive teaching and publishing activities – are available for brief and focused no-cost consultations arranged through the Institute. Let’s get to know a few of them.
Geoffrey T. Boisi Professor Emeritus, Marketing Department, Wharton School of the University of Pennsylvania
Being a global leader on B2B competitive strategy in global markets and new product development and strategy.
Royal L. Garff Presidential Chair in Marketing at the David Eccles School of Business at the University of Utah; Presidential Professor, Marketing Department
Measuring and improving the B2B innovation process and the developer of Voice of the Customer.
Drucker Chair in Management and the Liberal Arts, Claremont Graduate School
(With Fellow Ajay Kohli) developing the concept, measurement and importance of Market Orientation.
Regents Professor; Richard and Susan Lenny Distinguished Chair in Marketing, Georgia State University
Extensive work on conceptualizing and measuring Customer Lifetime Value and Customer Engagement more generally.
Distinguished Research Professor of Management Science; Co-Founder and Research Director, Institute for the Study of Business Markets
Global academic leadership in B2B, Implementation of Analytics and B2B Segmentation.
When a sales representative (rep) leaves a B2B firm, the firm must reassign the rep’s customers to different sales reps (either existing reps or new hires) to minimize the loss of sales following the rep’s departure. In this research, in partnership with an Institute member, the authors show that sales rep departures lead to 13.2%–17.6% losses in annual sales and that new hires are less effective than existing sales reps in mitigating sales losses. Existing sales reps who have similar industry experience to those who they are replacing are significantly better at mitigating losses than those without such similar experience. However, high performing sales reps do not exhibit greater efficacy for mitigating sales losses than do average or low-performing sales reps. The authors show how best to (a) estimate the economic consequences of losing a sales rep and (b) how best to reassign customers to new and existing sales reps when a departure takes place.
The Institute’s academic newsletter communicates with and connects to academic and PhD students around the world who share an interest in B2B. We actively seek the contributions from engaged readers around the world.
The ISBM PhD Seminar Series (IPSS) offers a range of short, PhD-level seminars in B2B Marketing. The Institute typically offers 4 such courses each year, open to qualified PhD students around the world.
Each year, the Institute holds a global doctoral dissertation support award competition. Since its inception in 1990, the ISBM has supported 94 competition winners from universities around the world.
The B2B Handbook contains 38 chapters, each of which lays out what is known about that aspect of B2B, what that knowledge means to practitioners and what key research issues lie ahead for the field. Edited by Fellows and ISBM Professors Gary Lilien and Raj Grewal, it’s the definitive treatment of the leading edge of B2B.