Table Of ContentJournal of ISSN 0885-8624
BUSINESS &
INDUSTRIAL
MARKETING
Volume 17 Number 2/3 2002
Business marketing in the decade ahead: the key challenges we face
Guest Editor: Michael K. Rich
This issue is part of a comprehensive
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Access to Journal of Business & Industrial Marketing online 98
............
Editorial advisory board 99
........................................................
Abstracts and keywords 100
........................................................
Guest editorial 102
....................................................................
Customer perceived value: a substitute for satisfaction in business
markets?
Andreas Eggert and Wolfgang Ulaga 107
...........................................
Measuring network competence: some international evidence
Thomas Ritter, Ian F. Wilkinson and Wesley J. Johnston 119
....................
Supplier Web-page design and organizational buyer preferences
Kenneth R. Lord and Alice Ford Collins 139
.......................................
Adoption of electronic commerce tools in business procurement:
enhanced buying center structure and processes
Talai Osmonbekov, Daniel C. Bello and David I. Gilliland 151
.................
Simulating buyer center decision processes: propositions and
methodology
Regina McNally 167
...................................................................
Stakeholder analysis for multi-sector innovations
Michele D. Bunn, Grant T. Savage and Betsy B. Holloway 181
.................
Marketing’s role in the knowledge economy
Cynthia J. Bean and Leroy Robinson Jnr 204
......................................
Are we losing trust through technology?
Michael K. Rich 215
...................................................................
Internet currency
Edited by Dennis A. Pitta 223
........................................................
Executive summary and implications for managers and executives 225
....
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98 JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002
Editorial Advisory Board
RiadAjami RogerA.Kerin
Rochester Instituteof Technology, USA SouthernMethodistUniversity, USA
SyedTariq Anwar KeySuk Kim
West TexasA&M University, USA OregonState University, USA
ThomasApaiwongse RaymondW.LaForge
ClarkAtlanta University, Atlanta, USA Universityof Louisville,USA
Siva Balasubramanian RichardC.Leventhal
SouthernIllinois UniversityatCarbondale, USA RegisUniversity, USA
Donald Barclay Jeffrey E.Lewin
Universityof WesternOntario, Canada WesternCarolina University, USA
JosephA.Bellizzi J.David Lichtenthal
ArizonaState University, USA CityUniversity ofNew York, USA
JamesBoles Donald Lindgren
GeorgiaState University, USA LindgrenResearch Associates, USA
DennisJ. Cahill Ritu Lohtia
Cleveland,USA GeorgiaState University, USA
S. TamerCavusgil Michael H.McBride
Monash University, Australia Southwest TexasState University, USA
MarjorieJ. Cooper Paul Matthyssens
BaylorUniversity, USA Limburg UniversityCentre, Belgium
JamesM. Daley LauraMilner
JohnCarrollUniversity, USA Universityof AlaskaFairbanks, USA
PhilDawes Michael S.Minor
Wolverhampton BusinessSchool,UK Universityof Texas– Pan American, USA
Paul Dion ThomasG. Noordewier
SigmundWeis School ofBusiness, USA Universityof Vermont, USA
AwadB. El-Haddad BenA.Oumlil
Suez CanalUniversity, Egypt Universityof Dayton,USA
EugeneFram Michael K.Rich
Rochester Instituteof Technology, USA Southwest StateUniversity, Marshall, Minnesota, USA
DavidGood Bruce K. Pilling
Grand Valley State University, USA GeorgiaState University, USA
AndrewC.Gross JohnRonchetto
Cleveland StateUniversity, USA Universityof San Diego,USA
SteveHenson Theresa M.Rosania
Universityof New Orleans, USA Kean College ofNew Jersey Union, USA
Craig A.Hollingshead BobRothberg
Texas A&M University, USA RutgersGraduate School ofManagement, USA
George C.HozierJr ElaineSherman
Universityof New Mexico,USA Hofstra University, USA
TomasM.Hult RichardSpiller
Michigan StateUniversity, USA California StateUniversity, USA
Michael D.Hutt Shirley Stretch
ArizonaState University, USA California StateUniversity, USA
Daniel E.Innis DaveWilemon
OhioUniversity, USA SyracuseUniversity, USA
Peter F.Kaminski Elizabeth J.Wilson
NorthernIllinois University, USA Louisiana StateUniversity, USA
JeffKaumeyer ThomasR.Wotruba
HammondFarrell, USA San Diego StateUniversity, USA
JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002,p.99,#MCBUPLIMITED,0885-8624 99
Abstracts and keywords
Customer perceived value:a substitute forsatisfaction inbusiness markets?
Andreas EggertandWolfgang Ulaga
Keywords Value, Customer satisfaction, Relationship marketing,
Business-to-business marketing
Inrecentyears,therehasbeenaresurgenceofinterestinthevalueconstructamongboth
marketingresearchersandpractitioners.Despiteagrowingbodyofresearch,itisstillnot
clearhowvalueinteractswithrelatedmarketingconstructs.Researchers havecalledfor
aninvestigationoftheinterrelationshipbetweencustomersatisfactionandcustomervalue
toreducetheambiguitiessurroundingbothconcepts.Investigateswhethercustomervalue
and satisfactionrepresent two theoretically andempirically distinctconcepts. Also
addresseswhethervalueisabetterpredictorofbehavioraloutcomesthansatisfactionina
businessmarketingcontext.Twoalternativemodelsaredevelopedandempiricallytested
ina cross-sectional surveywithpurchasing managers inGermany. The firstmodel
suggestsadirectimpactofperceivedvalueonthepurchasingmanagers’intentions.Inthe
second model,perceivedvalue ismediated bysatisfaction. This researchsuggests that
value and satisfactioncan beconceptualized and measuredas twodistinct, yet
complementary constructs.
Measuringnetwork competence:some internationalevidence
Thomas Ritter,Ian F.Wilkinson andWesley J.Johnston
Keywords Networks, Management, Competences, Marketorientation, Performance
Arguesthattheabilityofafirmtodevelopandmanagerelationswithkeysuppliers,
customersandotherorganisationsandtodealeffectivelywiththeinteractionsamongthese
relationsisacorecompetenceofafirm–onethathasadirectbearingonafirm’scompetitive
strengthandperformance.Thisisreferredtoasafirm’snetworkcompetence.Inthefirstpart
ofthepaperworkinGermanythathasledtothedevelopmentandcalibrationofascaleto
measureafirm’snetworkcompetenciesisdescribed.Inthesecondparttheresultsof
preliminarystudiesdesignedtodevelopandtestthevalidityofthescaleinanEnglish-
speakingcontextarereported.Theresultsshowthatthemeasurementofnetworkcompetence
isvalidandthatthesamerelationsbetweennetworkcompetenceandperformancemeasures
foundintheGermanresearchhold.Itisfurthershownthatthemeasureofnetwork
competenceisempiricallyandconceptuallydistincttothatofthemarketorientationscale.
Supplier Web-pagedesign andorganizational buyer preferences
KennethR. LordandAliceFordCollins
Keywords Purchasing, Internet,Segmentation
Gaugestheaccessibilityofvendorstoorganizationalcustomersandcomparessellers’
approachestoonlinecommunicationwiththepreferencesexpressedbybuyers.Asurveyof
organizationalbuying-centermembersrevealedthatrespondingorganizationsreliedatleast
partiallyonWeb-basedresearchforameanof40percentofpurchasesinvolvingsupplier/
vendorsearch.Distinctsegmentsareobservedthatdifferintheirdesireforsuppliers’Web
sitestoprovideinformationaboutpurchasefacilitators(e.g.onlineordering,prices,product
andservicesinformation),quality/performanceassessment(e.g.financialstatements,
companyprofiles,certificationinformation),andnon-purchaseinformation(e.g.community
activities,jobopportunities,companynews).AnanalysisofvendorWebsitesdemonstratesa
needformoresystematicinclusionofprices,onlineordering,literaturerequests,answersto
frequentlyaskedquestions,certificationinformationandfinancialstatements.
Adoption ofelectronic commerce toolsin business procurement: enhancedbuying
center structure andprocesses
TalaiOsmonbekov, Daniel C.Bello andDavid I.Gilliland
Keywords Internet, Purchasing
Modernprocurementisbeingshiftedfrompaper-based,people-intensivebuyingsystems
toward electronic-based purchase procedures that relyonInternet communications and
Web-enhancedbuyingtools.Developsatypologyofe-commercetoolsthathavecometo
100 JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002,pp.100-101,#MCBUPLIMITED,0885-8624
characterizecutting-edgeindustrialprocurement.E-commerceaspectsofpurchasingare
organized intocommunication and transaction toolsthat encompass bothinternal and
externalbuyingactivities.Further,amodeloftheimpactofe-commerceonthestructure
and processes ofan organization’s buyingcenter isdeveloped. Theimpact of the
changingbuyingcenteronprocurementoutcomesintermsofefficiencyandeffectiveness
isalsoanalyzed.Finally,implicationsforbusiness-to-businessmarketersandresearchers
are discussed.
Simulating buyingcenter decision processes: propositionsandmethodology
ReginaMcNally
Keywords Purchasing, Decision making,Rules
Organizationalpurchasingdecisionscanbethoughtofasrule-discoverytasksinwhich
membersofthebuyingcenterdevelopproposalsregardingthebestchoiceofproductsand
vendors.Theuncertaintyassociatedwithbuyingcenterdecisionscausesthegrouptosearch
forgeneralizationsthatdescribethedistinguishingcharacteristicsofsuccessfulsuppliers.
Suchgeneralizationsidentifythe‘‘rules’’usedtocategorizefuturevendors;discoveryofthe
bestrulesiskeytoaccurateclassification.Acknowledgingtheprocessofsearchingfor
patternsnotonlyfocusesattentionontheinformationmembersusetoderivepatterns,butalso
providesamechanismforinvestigatinghowmembersinfluenceeachother’sassessmentof
thepatterns.Researchintorule-discoverytaskshasthepotentialtoenablemonitoringof
simulatedorganizationalpurchasingdecisionprocessesinthecontrolledenvironmentofan
experiment.Thepurposeofthispaperistosuggestasetofpropositionsandamethodology
forexaminingrulediscoverytaskbehaviorinbuyingcenters.
Stakeholder analysisformulti-sector innovations
Michele D.Bunn,Grant T. Savage andBetsy B. Holloway
Keywords Business-to-business marketing,Innovation,Stakeholders,
Marketingstrategy, Public sector
Business-to-businesstechnologydevelopmentfirmsfaceauniquesetofchallengeswhen
participating intheopportunitiesmade possible byemergingmulti-sector innovations.
Thegreatestchallengeinvolvesthefirm’seffortstoinfluenceandshapethemarketinits
favor.Thisrequiresstrategiesfordealingwithnumerousstakeholders–manywithwhich
thefirmhashadlittleexperience.Becauseboththerisksandpay-offsaregreat,thefirm
needsan analytical and systematic process forstakeholder analysis toprovidethebasis
forstakeholder management strategies. The case ofone significant multi-sector
innovation– wireless technologies forintegratedtraffic managementand emergency
response– provides anillustrative context fordemonstratinga five-step process for
stakeholder analysis.
Marketing’s role inthe knowledgeeconomy
CynthiaJ.Bean andLeroy RobinsonJr
Keywords Marketingstrategy, Value analysis, Business-to-businessmarketing,
Technology, Networks, Knowledgeworkers
Apotential weakness ofmarketing inthestrategy dialogue hasbeen atendency onthe
part ofmarketing scholars tostaywithoutmoded frameworks. As theeconomyis
decreasingly influenced byindustrialvalue creation and increasinglyinfluenced by
knowledgecreationanddissemination,theroleofmarketinginvaluecreationandthusin
strategy isaccentuated. Synthesizingcurrentliterature regardingtheenvironmental
changesandtheunderlyingfoundationsforvaluecreationaffectedbythesechanges,and
contrastingthemtotraditional,industrialvaluecreation,anargumentforthecentralrole
ofmarketingintheknowledgeeconomyisprovidedandexamplessupportthenewvalue
creation-marketing link.
Are welosingtrustthrough technology?
MichaelK. Rich
Keywords Value, Trust, Ethics,Technology, Sales, Internet
The fieldof marketinghas hada history ofindividuals andorganizations attempting
short-termgainthrough lessthan ethicalmeans. The advent oftheWeb andother
technological advances has placed powerfulresources inthehands ofpractitioners.
Coupled withthat power isanacute public awareness of marketingabuses thathave
adversely hinderedsubsequent marketing efforts. Marketers needto address basic
marketing skillsthroughold-fashioned personal contactand personalrelations that
probablyneverwill be effectively replaced withmodernIT methodology.Additionally,
marketingshouldtakeaproactiveapproachtodefiningmarketingresponsibilitiestothe
publicitservestoovercomethereputationthatisestablishedbyafewwhoareunethical
intheir approach tothecraft.
JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002 101
Guest editorial
About the Guest Editor After completing 27 years of steady advancement
in industrial sales and marketing positions with such firms as Kennecott
Copper, Eastman Kodak, Nordson, and Automated Packaging, Michael K.
Rich left his position as vice-president and general manager of North-West
Telecommunicationstoinitiateacareerinacademe.Aftersecuringatenure-
track position at California University of Pennsylvania, he entered the
doctoral program at the University of Pittsburgh. During the six-and-a-half
years required to complete that objective on a part-time basis, he developed
an academic marketing discipline while achieving tenure and promotion to
the rank of professor. He subsequently developed a marketing discipline at
Southern Polytechnic State University in Marietta, Georgia while achieving
tenure.HeisnowaprofessorofmarketingatSouthwestStateUniversity,in
Marshall, Minnesota while also fulfilling responsibilities as the field-
marketingadvisorfortheAgriculturalUtilizationResearchInstitute(AURI)
that serves the State of Minnesota. He has had several articles published in
JBIM and continues to serve on its editorial board. He is also the book
review editor for the journal and has previously served as a guest editor. He
has effectively completed numerous advising contracts in the fields of
salesforcetraining,marketingresearch,andorganizationaldevelopment.His
extensive practitioner background with salesforce leadership, advertising
campaign development, organizational restructuring and business
acquisitions has been a valuable background for effective research and
teaching.
Thisspecialissuefeaturessevenpapers,fiveofwhichwerepresentedduring
the 2000 CBIM Academic Workshop, held in Atlanta, Georgia. The
workshop, ‘‘Business marketing in the decade ahead: the key challenges we
face,’’ featured papers on a wide range of subjects[1]. The papers selected
for this special issue represent a cross-section of those presented and offer
some insight into the potential direction of the marketing field during the
coming decade. Verification of a trend toward continuing specialization
withinthedisciplineseemstobesustainedbythevarietyofsubjectscovered
at the conference. This appears to support evidence that the field continues
to mature and assume a life of its own after initially adopting theories and
approaches from other disciplines.
There seems to be a paradox developing as technology continues to play an
ever-increasing role in the business-to-business spectrum – that of pursuing
increased relationship building while embracing a greater dependence on
the inanimate devices that encompass the technology spectrum currently
being pursued in business today. As organizations pursue customer
relationshipmanagement (CRM), they discover that theintegrationprocess,
in and of itself, is not enough to retain customers (McKenzie, 2001).
Connecting with customers is the bigger challenge and today’s businesses
mustfindwaystoincorporatethenewtechnologiesandconverseonaglobal
scale rather than relying on the old marketing, sales, and communication
techniques. Businesses need to move from a monologue to dialogue with
102 JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002,pp.102-106,#MCBUPLIMITED,0885-8624
customers and from providing traditional services to engaging in value-
adding conversations. CRM integration without a sound approach toward
conversation is likely to fall short of producing expected business benefits.
Increased bottom-line pressures have caused many organizations to take a
very pragmatic approach to improving that number through wholesale
downsizing (or rightsizing to be politically correct). The effect on CRM of
such overt moves is not fully understood although early attempts to
determine the magnitude of its impact have been made (Lewin, 2001). The
ability of surviving members of an organization to be as aggressive in
meeting customer demands might be tempered with an increased tendency
toward risk-aversion behaviors as security and income stability enter the
thought process of those remaining employed. Interests of self will begin to
beconsideredwithgreateremphasiswhencomparedwiththeinterestsofthe
company. Horizons tend to become more short term than had previously
been the case. In short, the time-consuming and sometimes more long-term
aspects of building relationships with all of the associated benefits run the
risk of being somewhat overlooked when confronted with today’s fast-paced
and technology-driven methods of pursuing business activities in an ever-
increasing competitive global marketplace.
AndreasEggertandWolfgangUlagapresenttheresultsoftheirsurveyinthe
first article to determine the distinction between value and satisfaction as
perceived by purchasing managers. They indicate that despite a growing
body of research, it is still not clear how value interacts with related
marketing constructs. Although value has been considered pivotal in
consumermarketingandhasbeenwidelyresearchedinthatregard,business
markets have generally been examined for developing methods of value
assessment for physical products. Research on customer value in business-
to-business relationships is just now receiving attention and has been
conducted at a conceptual level. This paper reports on actual evaluations
intowhethercustomervalueandsatisfactionrepresenttwotheoreticallyand
empirically distinct concepts. It further examines whether value is a better
predictor of behavioral outcomes than satisfaction in a business-marketing
context. Their research suggests that value and satisfaction can be
conceptualizedandmeasuredastwodistinct,yetcomplementary,constructs.
Thomas Ritter, Ian Wilkinson and Wesley Johnston’s contribution to this
issue, ‘‘Measuring network competence: some international evidence,’’
addresses the ability of a firm to develop and manage relations with key
suppliers,customers,andotherorganizationsandtodealeffectivelywiththe
interactionsamongtheserelations.Theauthorsindicatethatafirm’sability
in this area is its network competence, and has a direct bearing on its
competitivestrengthandperformance.Firmsarenotabletodecidewhether
to have relationships or whether to care about them; the only choice is
whether to cope with them effectively and efficiently. There has been
considerable research focusing on the nature and development of
relationships and networks, and many concepts and measures have been
used to characterize them including power, conflict, trust, commitment and
value.Inordertomoveforwardwiththisconcept,thereisaneedtoexplore
network competence in other settings and validate the findings of earlier
studies.ThefirstpartofthepaperisdevotedtoworkperformedinGermany
thathasledtothedevelopmentandcalibrationofascaletomeasureafirm’s
network competence. In the second part of the paper, the results of
preliminary studies designed to develop and test the validity of the scale in
anEnglish-speakingcontextarereported.Theresultsshowthatthemeasure
JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002 103
ofnetworkcompetenceisempiricallyandconceptuallydistincttothatofthe
market orientation scale.
The role of Web-based sales in the business-to-business market was
examined by Kenneth Lord and Alice Collins in their paper, ‘‘Supplier Web
page design and organizational buyer preferences’’. Their study gauged the
accessibility of vendors to organizational customers and compares sellers’
approaches to online communication with the preferences expressed by
buyers.Theorganizationalbuyer-sellerdyadhasanumberofcharacteristics
thatenableittobenefitdisproportionately(incomparisonwiththeconsumer
market) from the e-commerce environment. The requirement in business
markets of conformance with specifications that are sometimes complex
corresponds well with the electronic medium’s ability to transmit large
amounts of technical information with immediacy and consistency. In
addition, business buyers and sellers have long engaged in commerce
activities that have not been as geographically bound as the retail trading
area that has traditionally characterized consumer buying activity, thus
makingthemmorereceptivetotheconceptofhavingtheworldofbuyersand
vendors just a click away. An analysis of vendor Web sites demonstrated a
need for more systematic inclusion of prices, on-line ordering, literature
requests, answers to frequently asked questions, certification information
and financial statements.
The fourth paper, by Talai Osmonbekov, Daniel Bello, and David Gilliland
entitled, ‘‘Adoption of electronic commerce tools in business procurement:
enhanced buying center structure and processes,’’ develops a typology of
e-commerce tools that have come to characterize cutting-edge industrial
procurement. The explosive growth of the Internet and Web-based software
applications has brought about increasing adoption of electronic commerce
tools by businesses to achieve efficiencies in production and marketing of
products and services. The assortment of business products and services
distributed through the World Wide Web ranges from office equipment,
heavy industrial products, and computers to more esoteric services such as
consulting. Internet-based applications provide the means for industrial
buyerstofindsuppliersinthemostefficientway throughelectronicmarkets
and communities and to potentially pass on the resulting savings to end
users.E-commerceaspectsofpurchasingareorganizedintocommunication
and transaction tools that encompass both internal and external buying
activities.Theauthorsdevelopedamodeloftheimpactofe-commerceonthe
structure and processes of an organization’s buying center that is fully
explored in this paper. The impact of the changing buying center on
procurement outcomes in terms of efficiency and effectiveness is also
analyzed. Finally, implications for business-to-business marketers and
researchers are discussed.
The fifth paper, ‘‘Simulating buying center decision processes: propositions
and methodology,’’ by Regina McNally examines the rules used by buying
center members to classify vendors as to whether they would be worth the
effort required to establish and maintain a working relationship. The
uncertainty associated with buying center decisions causes the group to
search forgeneralizations thatdescribe the distinguishingcharacteristicsof
successful suppliers. Such generalizations identify the rules used to
categorizefuturevendors.Suchdiscoveryofthebestrulesiskeytoaccurate
classification. Acknowledging the process of searching for patterns used by
buying center members not only focuses attention on the information
members use to derive patterns, but also provides a mechanism for
investigating how members influence each other’s assessment of the
104 JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002
patterns. Research into rule-discovery tasks has the potential to enable
monitoringofsimulatedorganizationalpurchasingdecisionprocessesinthe
controlled environment of an experiment. Her paper suggests a set of
propositions and a methodology for examining rule discovery task behavior
in buying centers.
The sixth paper, ‘‘Stakeholder analysis for multi-sector innovations,’’ by
Michele Bunn, Grant Savage and Betsy Holloway addresses the unique
challenges confronting a firm when participating in the opportunities made
possible by emerging multi-sector innovations. The greatest challenge
confrontingafirminthispositioninvolvesthefirm’seffortstoinfluenceand
shape the market in its favor. This requires strategies for dealing with
numerousstakeholders–manywithwhichtheprincipalfirmhashadlittleor
no direct experience. Theonly reason afirm wouldaddresssuch asituation
is the potential financial rewards that can be addressed as a result of a
successful implementation. The firm needs an analytical and systematic
process for stakeholder analysis to provide the basis for stakeholder
management strategies. This paper reviews one significant multi-sector
innovation, that of wireless technologies for integrated traffic management
and emergency response. It provides an illustrative context for
demonstrating a five-step process for stakeholder analysis.
ThenextarticlebyCynthiaBeanandLeroyRobinsonJrsynthesizescurrent
literature on environmental changes and the underlying foundations for
value currently being pursued. They develop evidence that supports the
challenges currently being faced by firms which attempt to use traditional
methods for determining firm valuation and wealth generation. Historically
firmshavebasedtheirvaluecreationonthetransformationofgoodsasthey
move from manufacturer to end-user, as evidenced by Porter’s value chain
concept and its focus on product, logistics and operations. They offer
evidence that knowledge acquisition and exploitation becomes the center of
differentiation between firms and it can sustain value creation separate and
apart from value creation generated within the traditional models. They
supply support for the premise that firms that effectively align their
organizational efforts in this direction will increase their opportunities to
create wealth above and beyond management of traditional physical assets.
They cite authorities that indicate marketing’s new strategic role is affected
by a variety of changes in the business setting, including the emergence of
the knowledge economy.
The final paper by Michael Rich, ‘‘Are we losing trust through
technology?’’, addresses the potential loss of ethical behavior as companies
rely more on technology to track and identify marketing opportunities and
less on personal contact. Several examples are offered of obvious unethical
behavior that has been experienced in the marketplace in the last few years
and then projects newly emerging potential unethical situations directly
related to technological advances. The links between ethical behavior and
trust are advanced, using new technology scenarios to reveal potential
pitfalls in maintaining trust with customers. The author suggests proactive
marketing activities to establish more firmly the role of marketing as a
protector of ethical behavior within the corporate framework.
Reviewers for the special issue
Siva Balasubramanian, Southern Illinois University at Carbondale;
Joseph A. Bellizi, Arizona State University – West;
Paul Dion, Susquehanna University;
JOURNALOFBUSINESS&INDUSTRIALMARKETING,VOL.17NO.2/32002 105
Steve Henson, University of New Orleans;
Michael D. Hutt, Arizona State University;
Peter F. Kaminski, Northern Illinois University;
Roger A. Kerin, Southern Methodist University;
Jeffrey E. Lewin, Western Carolina University;
Ritu Lohtia, Georgia State University;
Michael S. Minor, University of Texas – Pan American.
Michael K. Rich
Guest Editor
Note
1. Theselectionofthetitle,‘‘Businessmarketinginthedecadeahead:thekeychallenges
weface,’’forthe2000CBIMAcademicWorkshopwasappropriatetogeneratea
widespectrumofsubjectsandareasofinterestinthisever-broadeningfieldof
business-to-businessmarketing.Onceagain,WesJohnstonistobecongratulatedfor
havingtheinsighttoselectaworkshoptitlethatwouldgeneratesuchawiderangeof
interestingsubjectsthatareincludedinthisissue. Withoutthededicationofthe
representedauthorstopursuetheirindividualresearcheffortsandtheskilland
expertiseofthereviewersthatfine-tunedthesesubmissions,thequalityofthe
includedworkswouldnotbeofthecaliberexpectedineachissueofJBIM.
Althoughsomewhatelongatedintimerequiredforcompletion,thisissuerepresents
theeffortsofmanyskilledandcapableindividuals,diverseinbackground,butwitha
commondesiretodeliveraqualityproductthatwillhavepracticalapplicationin
today’scompetitivemarketplace.You,thereader,aretheultimatebeneficiaryofthe
extensiveprocessrequiredtodeliverthisfinalproduct.
References
Lewin,J.E.(2001),‘‘Theeffectsofdownsizingonorganizationalbuyingbehavior:an
empiricalinvestigation’’,AcademyofMarketingScienceJournal,Spring,Vol.29No.2,
pp.151-64.
McKenzie,R.(2001),TheRelationship-basedEnterprise,McGraw-HillRyerson,Toronto.
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