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Regular version of the site
Of all publications in the section: 7
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Article
Alajoutsijarvi K., Ojansivu I., Salo J. Journal of Business & Industrial Marketing. 2015. Vol. 5. No. 30. P. 572-583.

Purpose – The purpose of this research is to increase understanding of post-project business relationships in service-intensive projects, a topic unexplored to date. This research contributes to the project marketing research focusing on post-project interaction, by building a conceptual research framework capable of illustrating the path from the initiation of a relationship through the project’s afterlife. Design/methodology/approach – A comparative case study is used across four different service-intensive project contexts to highlight the conceptual research framework, derived from the IMP-related interaction research, in practice. Findings – According to the research findings, there are at least four potential post-project business relationships associated with service-intensive projects. Furthermore, the findings indicate that these relationships embody certain antecedent and process characteristics, enabling us to compile four distinct development paths. Research limitations/implications – The four cases of the empirical research were chosen on theoretical grounds to highlight the conceptual research framework in practice, and thus the purpose was mainly descriptive. The findings should be generalized only with caution, as more empirical research is needed in this emerging project context. Practical implications – For managers, the findings provide practical guidance to deal with different post-project relationships. They will help managers to initiate, maintain and develop post-project relationships and to avoid a mismatch between relationship antecedent, processes and outcomes. Originality/value – Post-project buyer – seller interaction has been studied by the project marketing research stream, but mainly from the perspective of social exchange and sleeping relationships. With the advent of service-intensive projects, however, a whole new breed of post-project business relationships is unfolding and demanding research attention. This research is a step toward understanding the different post-project business relationships associated with service-intensive projects.  

Added: Jun 5, 2018
Article
Olga A. Tretyak, Sloev I. Journal of Business & Industrial Marketing. 2013. Vol. 28. No. 3. P. 221-228.

Purpose: The purpose of this paper is to construct a system of indicators that will allow firms to evaluate the long-term results of their marketing activities along the value chain. Design/methodology/approach: The paper integrates the concepts of network relationships, value chain management, and customer lifetime value (CLV). The authors use participative inquiry and case studies to validate and clarify the model. Findings: The authors develop the customer flow conceptual model and propose a sequence of actions to translate it into measures and indicators that will allow firms to understand their role in the creation of sustainable value. Using this model, the authors conduct comparative analyses of the acquisition and retention strategies of a multinational firm in the European and Russian markets. The results provide a crucial justification for new directions in future long-term marketing activities. Research limitations/implications: The model is validated in two cases in different industries. Further research is required to examine the implementation of suggested tools in different industries. Practical implications: The model was simplified for a practical application and indicators for future monitoring process and customer flow management were developed. Originality/value: The authors developed the concept of customer flow to assess the long-term results of marketing activities and to emphasize the difference between managing new and existing customers. New performance metrics are proposed based on customer flow and its structural characteristics. This allowed comparing of acquisition and retention strategies of the same company in different markets and reveals the crucial differences between the marketing strategies prevailing in Russia and those in Europe. The authors have demonstrated how the concept may help firms to develop and implement successful strategies.

Added: Mar 12, 2013
Article
Tretyak O., Popov N. I. Journal of Business & Industrial Marketing. 2009. Vol. 24. No. 5. P. 408-420.

The purpose of this paper is to extend existing theories of b2b networks over non-proft networks. The paper sheds light on the network organisational forms recently implanted in the academic community. The analytic induction method is used to extend b2b network concepts to a non-profit context. The concepts of b2b networks are critically analysed and applied to explorative case studies of networks in academia. The paradox of open knowledge exchange in these networks is revealed and an attempt is made to elucidate it. B2b network concepts should be modifed before being extended to non-profits. Propositions are suggested to adapt b2b network concepts to explain non-profit networks. Questions to address in further research are developed. The main conclusions are only applicable to speciec types of networks. Only academic networks are reviewed. The case study approach does not allow for generalizing the findings and deriving a set of concepts for non-profit networks, and thus, calls for further research. There may be space for achieving excellence in research by facilitating interpersonal rather than interorganisational research networks. This is important, since by facilitating interpersonal networks one can escape from organisational bureaucracy. The study reports networking between the non-profits, an issue largely neglected by marketing researchers, and contributes to its understanding in the frame of existing b2b network concepts.

Added: Jan 25, 2013
Article
Klimanov D., Tretyak O. Journal of Business & Industrial Marketing. 2019. Vol. 34. No. 1. P. 117-136.

Purpose – The purpose of this paper is to establish a connection between the business model (BM) and B2B marketing research by developing a new approach to the BM analysis and improvement, which is based on inter-organizational networks and value chains.

Design/methodology/approach – The methodology is based on mutual enrichment of methods and results of BM and B2B marketing studies that are relatively isolated from each other, and on integration of them to the unified structured approach that could be applied to analyze both BM and a set of interfirm relationships of individual market players. The paper is based on extensive literature review in the areas of BM and relationship/industrial marketing. The review is based on most cited and contemporary articles found in the Scopus and Ebsco databases.

Findings – The paper formulates the key BM research directions and visualizes their development over time. It is demonstrated in the paper that, currently, there is little involvement of marketing researchers in the study of BM, however, there are multiple touchpoints between these areas of knowledge, which can help in further developing BM studies. Based on these findings a conceptual model and new network-based approach to BM analysis is offered, which allows addressing the complex nature of networked interaction among BM participants. The approach includes stepwise algorithm for BM analysis designed for business practitioners.

Research limitations/implications – The proposed approach can be applied by business practitioners to analyze and improve their BM via managing the interactions of inter-organizational network participants with a focus on customer interests. While the approach is of a universal character, the specific tools for evaluating BM on each stage may vary across different markets.

Originality/value – This research contributes to the current conceptual knowledge on BM studies development and their relationship with marketing. It also contributes to theory and practice by the development of a new marketing-based approach to the BM analysis focused on managing business relationships, which allows evaluation of the current state of a BM and provides directions for its improvement. This approach evaluates the alignment of interfirm relationships along the value chain and orients it towards the final consumer.

Added: Sep 27, 2018
Article
Rebiazina V. A., Tsybina E. Journal of Business & Industrial Marketing. 2013. Vol. 28. No. 3. P. 229-239.

Purpose – The purpose of this paper is to broaden the current view of customer portfolio management by including the notion of customer interconnectedness.

Design/methodology/approach – The previous research in customer portfolio theory is reviewed, with special attention to customer interconnectedness. Customer interconnectedness as a criterion to build customer portfolios is studied in the example of large Russian b2b company. First, the results of participative inquiry research within the company are presented and then the insights from five in-depth interviews are described.

Findings – Findings suggest that the assumption of customer independence in a portfolio, on which most of customer portfolio models are based, may not fit certain markets and industries. This paper sheds light on to the specifics of customer portfolio building, in the Russian context and results in the customer interconnectedness assumption.

Research limitations/implications – Additional research beyond the provided exploratory study is needed to quantitatively test the assumption and generalize the results. The main research implications relate to the new perspective on customer portfolio theory based on customer interconnectedness.

Practical implications – The paper provides researchers and practitioners with insights into customer portfolio models specifics existing in Russia. This knowledge can be helpful, also, for foreign companies entering the Russian market.

Originality/value – The process of customer portfolio building in the Russian b2b markets has been addressed for the first time in b2b marketing research. The analysis of customer portfolio building in Russian b2b context shows that customer independence assumption is challenged and should be replaced with customer interconnectedness approach.

Added: Feb 23, 2013
Article
Radaev V. V. Journal of Business & Industrial Marketing. 2013. Vol. 28. No. 3. P. 167-177.

Purpose: The purpose of this paper is to examine new rules of exchange in retailer-supplier relationships imposed by the retail chains, to analyse factors facilitating this institutional change and to reveal the links between channel power and relational conflicts. Design/methodology/approach: Survey data were collected from 500 managers of retail chains and their suppliers in five Russian cities. The sample includes firms of different sizes that sell food and home electronic appliances. After the diffusion of new contract arrangements is examined, logistic regression models are constructed to evaluate major sources of relational conflicts. Findings: The findings indicate that power-advantaged firms disseminate new rules of exchange effectively. However, relational conflicts largely originate not from these new demands but from the frequent contract infringements by both exchange parties. Research limitations/implications: The study is confined to two sectors of retail trade in one country. Further research is required to determine the effects on channel relationships of the financial crisis and of the adoption of restrictive federal legislation. Practical implications: Practitioners should recognise the need to provide socio-political legitimacy for the new rules of exchange. Otherwise, they may face relational conflicts and provoke restrictive state regulations. Public officials should know that relational conflicts may originate largely from opportunistic behaviour by exchange parties rather than from abuse of market power. Originality/value: This paper presents the first systematic quantitative study of retailer-supplier relationships in Russia. It investigates institutional change and relational conflicts as perceived by both exchange parties.

Added: Mar 29, 2013
Article
Bek M. A., Bek N. N., Sheresheva M. Y. et al. Journal of Business & Industrial Marketing. 2013. Vol. 28. No. 3. P. 240-259.

Purpose: The purpose of this paper is to develop and test models explaining the unsatisfactory innovation activity of Russian firms and the main obstacles to innovation cluster development. Design/methodology/approach: Based on statistical analysis and the results of a pilot survey of 192 local businessmen, followed by imitation modeling analysis, the study tests hypotheses regarding the impact of unsatisfactory institutional environments, including weak property rights protection, on innovation cluster development in Russia. Findings: The analysis shows that the impact of adverse factors on innovation activities of cluster members is crucial, and estimates to what extent the negative factors' influence should be reduced to prevent cluster degradation processes. Research limitations/implications: The models provide a number of sensitivity tests of the parameters; however, data from clusters with different levels of support and protection need to be obtained. Government experiments could be conducted to test the models and find ranges of optimal parameters for cluster development. Short of this, examination of actual data from different cluster in similar environments would allow estimated of optimal strategies for support. Longitudinal data can also help determine the actual cause and effect of successful innovation cluster development. Practical implications: The paper provides managerial implications for organizations involved in innovation clusters, which can be used to improve cluster members' performance and collaborative innovation activities by means of creating acceptable institutional environments. Originality/value: The paper provides evidence of the connection between collaborative activities of clustering organizations in Russia and their performance caused by expectations concerning institutional conditions on the macro level in Russia.

Added: Mar 29, 2013