
State of B2B Marketing Report
The “Great Resignation,” a term coined to describe the uncharacteristically high rate of employees voluntary resigning from their jobs, has
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 “Great Resignation,” a term coined to describe the uncharacteristically high rate of employees voluntary resigning from their jobs, has
Organizations that are hyper-focused on their customers may also reap the benefits of more enthusiastic job recommendations from their employees.
What distinguishes growth leaders from growth laggards? In this interview, George Day and Gregory P. Shea discuss how organically growing firms successfully attract, nurture, and retain innovation talent. The commitment to innovation is ingrained in a firm’s culture and organizational structures and processes. Innovation talent is drawn to organizations with these characteristics.
Racism has, unfortunately, affected businesses for years. Customers, employees, managers, and CEOs all may find themselves in situations in which racism plays a role. Many companies consider sending their employees to a diversity training. But are these diversity programs effective? This article from Knowledge at Wharton – from 2018, but more current than ever – discusses unconscious bias and ways to combat it.
A report published by McKinsey (in May) on inclusion is highly relevant right now. In this report, McKinsey discusses the business case for inclusion and diversity. This report discussed concrete steps companies should take in order to increase diversity among their talent. In this report, four short case studies are included as well (Citigroup, Pentair, Target, and Lockheed Martin).
Many employees are practicing social distancing by working from home. This new environment prevents the free flow of ideas, especially those originating from informal hallway conversations and coffee breaks. The lack of ideas coming from the organization hurts innovation processes and quite frankly, the main operations and firm practice too. How can we maintain the flow of ideas at a (social) distance? This article offers advice on maintaining connection, interaction, and idea generation in virtual settings.
Salespeople are the principal vehicle through which B2B firms, particularly firms with a complex and differentiated offering, communicate and exchange information with their customers. Wotruba (1991) identifies the following roles for salespeople within a firm’s marketing program: (1) informer; (2) persuader; (3) problem solver; and (4) value creator. This chapter focuses on the different sets of knowledge, skills and abilities required by salespeople in the various roles.
The world will change more in the next 10 years than it has in the past 30. It’s difficult for leaders at every level to know where change will happen next, and even more so, the implications to their organization’s success.
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.
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