ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
Many B2B suppliers are seeking the benefits of being more market-driven to aid both product innovation and commercial engagement for their consumer-driven customers. This presentation is about how Lubrizol is developing an Insights culture and capability through a pragmatic approach, focused on selling and storytelling.
Since its earliest beginnings, and throughout its ongoing development, the marketing discipline in general and business-to-business research in specific has heavily relied upon the survey method. The advent of alternative data collection techniques has given us pause for thought with respect to the continued use of survey research methods. Our chapter seeks to provide an overview of survey methods as applied by marketing scholars in the business-to-business relationship context. We identify and address several challenges currently facing survey research. In addition, we outline several promising new developments in the conduct of, and analysis based on, survey research. Our hope is that a thoughtful and balanced consideration of the benefits, limitations, and future potential of survey research will serve current and future marketing scholars alike in their efforts to shed new light on business-to-business research.
Marketing managers face increasing accountability of their programs by their colleagues. Finance executives need to assess the payoffs of marketing investments. A recent McKinsey survey, presented at the Chief Marketing Officer Summit at Wharton, found that CEOs expect marketing leaders to not only cut costs but also increase contributions to growth. Across diverse industries, marketing and finance executives are under incredible pressure to make every dollar count. With this in mind, in this chapter, I will discuss approaches to allocating resources across marketing programs and evaluating the effectiveness of these programs, including the creation of intangible assets including, brands, channels and customer satisfaction. I will discuss methods to evaluate the financial impact of marketing expenditures, both in the short term and the long term, specifically for business to business firms. The chapter will touch on various topics including: Linking marketing metrics to financial metrics, assessing the ROI of alternative growth paths, what the CFO wants to hear from marketers, Brand as a platform strategy, Measuring brand value, Assessing the lifetime value of customers, Measuring the likelihood of repeat purchases, Measuring marketing assets and Measuring Customer satisfaction: linking drivers, outcomes, and profits.
In this Issue (July 2019):
– Feature: Using Experiments in B2B Research (Mahima Hada)
– From the Membership: The B2B Curriculum (Lynn Yanyo)
– 2018 Dissertation Support Award Competition Winners Announced
– 2019 Dissertation Support Award Competition Announcement
– IPSS Update: Fall & Spring Lineup ISBM PhD Camp and Academic Conference 2020
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.
In this Issue:
– ISBM’s B2B Academic Conference and PhD Camp for Research in B2B Markets
– Feature: Choosing and Managing B2B Marketing Metrics (Andrew Petersen)
– From the Membership: Next Members Meeting Customer Engagement as a Differential in B2B Growth and Profitability (Lynn Yanyo)
– IPSS Update: Fall Lineup
– 2018 Dissertation Support Award Competition Announcement
The Keynote of the conference, delivered by Bernie Jaworski and Russ Klein, tackling the seven big opportunities (and problems) facing marketing – B2B focused insights from the AMA Intellectual Agenda 1.0.
This presentation by Liam Fahey covers how to translate domain change insights (about customers, competitors, and products/solutions) into business implications (mindset shifts, strategy, and execution).
Most companies are not in the business of acting on hunches. Gut feelings aren’t usually the foundation of a growth strategy. But sometimes the evidence is hard to extract or even put to the test. This article from Ivey Business Journal gives guidance for decision makers who are ready to pursue data in a more aggressive and relevant way.
Data-driven marketers report higher levels of customer engagement and market growth. Effective data-driven marketing is accompanied by listening and engaging with customers, in other words data-driven marketing is customer-centric marketing. The Cisco Customer Insights team will share its transformational journey as their marketing organization evolves to become more data-driven. The presentation covers how to go from the delivery of analytical models, research and insights, to success and demonstrating impact on business results – while being dependent on facilitating tight integration between organizations.
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