ISBM Research
N E W S L E T T E R
November, 2012
Volume 5, Issue 3
IN THIS ISSUE . . .
In This Issue . . .
In This Issue ............................................ 1
B2B Leadership Board Update: “Innovation
to Drive Customer Growth: B2B Research
Priorities and a Call for Proposals”
(Fred Wiersema & Abbie Griffin)............2
Contemplating Trust, Confidence and
Loyalty in B2B Relationships
(Lisa Scheer) ..................................... 3
From the Membership: Highlights of
September 2012 Members’ Meeting:
“Keys to Alignment and Execution:
Going Beyond a Great Plan – To
Brilliant Implementation”
(Ralph Oliva) ......................................6
IPSS Update: Spring 2013 Lineup
(Raj Grewal) .......................................8
T
his will be our last Newsletter issue of 2012,
so on behalf of the ISBM we want to wish
you all a happy and healthy holiday season
and a happy new year!
We lead off this issue with a most important
feature from Abbie Griffin and Fred Wiersema,
entitled: “Innovation to Drive Customer
Growth: B2B Research Priorities and a Call for
Proposals.” We urge you to read this feature
Gary L. Lilien
Raj Grewal
carefully. We have been publishing items
from the B2B leadership board, promising definitive research priorities and action
items. Well, here they are—and the ISBM plans to invest significantly in high quality
responses to this Call for Proposals. Please contact Abbie Griffin directly if you have
an idea or question about how to proceed. And please do respond—it is up to all of
us to shape the future of the field.
We are delighted to welcome our most recently inducted ISBM Fellow, Prof. Lisa
Scheer. Both academics and practitioners will find her remarks about the subtle
but profound differences between trust, confidence and loyalty both insightful and
thought (and research)-provoking.
Ralph Oliva, in his From the Membership column, recaps the highlights of September’s
ISBM Member’s meeting. The theme of the meeting was “Keys to Alignment and
Execution: Going Beyond a Great Plan – To Brilliant Implementation.” There are
many important and neglected (from a research perspective) implications there so do
have a careful look.
Raj Grewal announces the next two IPSS courses to be offered in Spring 2013:
Rob Palmatier and newly inducted ISBM Fellow Lisa Scheer offering Relationship
Marketing and Kersi Antia offering Channel Management. Please pass the information
about these courses on to your most promising PhD students.
Happy holidays once again and enjoy!
CONTACT INFORMATION
Gary and Raj
Research Director
Gary L. Lilien, (GLilien@psu.edu)
Gary L. Lilien
Research Director
Institute for the Study
of Business Markets
Associate Research Director
Rajdeep Grewal, (rgrewal@psu.edu)
Raj Grewal
Associate Research Director
Institute for the Study
of Business Markets
Executive Director
Ralph Oliva, (ROliva@psu.edu)
Institute for the Study of Business Markets
Smeal College of Business
The Pennsylvania State University
484 Business Building
University Park, PA 16802
USA
+1-814-863-2782 • WWW.ISBM.ORG
As always, we hope you find this issue a valuable resource to connect with the ISBM community
(practitioners, faculty, and students) around the world. If you would like to suggest or contribute
items, please let either of us know. This issue and past issues or our newsletter can be found at
http://isbm.smeal.psu.edu/research/isbm-research-newsletter.
PAGE 2
B2B Leadership Board Update:
Innovation to Drive Customer Growth: B2B Research
Priorities and a Call for Proposals
I
Fred Wiersema
Abbie Griffin
nnovation is one of the key topics
shaping the new ISBM research
agenda. It is hard to dispute the
pivotal nature of innovation as key
driver of customer growth—especially
in marketplaces that are in a flux. We
only need to go back to the Spring 2012
issue of the ISBM Research Newsletter
where Gerry Tellis, in his article “The
Innovation Imperative,” made an
incisive case for innovation’s importance
and pointed out various associated
research challenges. Likewise, the B2B
Board’s recent B2B Agenda exploration,
drawing on input from 72 senior B2B
marketers and 30 academics, identified
the innovation-marketing interface along
with its connection to sales as a top
priority.*
In August, the B2B Board held a mini-conference in
Chicago (orchestrated by Abbie Griffin) with a select group
of experts from academia and practice to delineate main
areas for focused attention. Drawing on extant knowledge
as well as insights from the B2B Agenda work, we identified
four key innovation themes. Pending the preparation of a
paper to discuss our findings more fully, the following is a
summary of the themes, along with a call to action from the
B2B research community.
THEME 1: DEEPENING OUR KNOWLEDGE OF B2B
CUSTOMER NEEDS AND PARTICULARLY THE IMPACT
OF CUSTOMER INVOLVEMENT IN THE INNOVATION
PROCESS
Given that customer knowledge is the central ingredient
that gets utilized by B2B marketers to provide valueadded to their firms, this theme is of growing importance.
Managers facing mounting competitive pressures and
shifting customer requirements are searching for more
pertinent and timely customer insights to improve their
NPD processes. Customer involvement in NPD raises
questions such as who to involve, in what way, and how to
account for downstream customers (customers’ customers).
Deepening customer knowledge takes on another
dimension when companies move on to the next theme:
THEME 2: INNOVATING BEYOND THE LAB
There is a growing realization that to improve innovation
performance significantly, firms will need to find new ways
to create customer value—e.g., by moving beyond a strict
product-centric approach and toward a broader customer
solution perspective and/or adoption of new business
processes and practices (e.g., R&D outsourcing or crowd
sourcing/open innovation to discover new customer value).
This kind of innovation is bound to affect and involve
other functions in the firm, and as such raises strategic,
organizational and process issues that will expand the
traditional scope of B2B marketing. Issues such as shifting
from an R&D-dominant culture to a customer-solution
focus entail change management issues with rich potential
for research.
THEME 3: IDENTIFYING WHY B2B FIRMS ARE
RELUCTANT TO USE OUR INNOVATION CONCEPTS,
MODELS AND INSIGHTS
There is an ample body of research showing that various
innovation-related concepts, models and approaches (e.g.,
lead user research, voice of customer practices) can improve
performance significantly, yet their utilization falls well
short of their promise. Why is that? What influences the
degree of dissemination and application of our findings
under varying conditions?
THEME 4: WHAT IS B2B MARKETING’S OVERALL ROLE
IN INNOVATION – FOR BOTH THE TRADITIONAL NPD
PARADIGM, AND FOR INNOVATING BEYOND THE LAB?
Marketing’s connection to innovation decisions has not
crystallized in practice, varies from firm to firm, and
is often arbitrary in nature. With customer knowledge
becoming more pivotal in innovation-related decisions,
with innovation beyond the lab gaining ground, and with
the dissemination of insights and models having unrealized
potential, what are the implications for marketing’s role in
B2B innovation?
THE CALL FOR ACTION
The ISBM seeks ambitious research proposals from
academics in B2B marketing, innovation and other
related disciplines that address any of the above four
continued on page 3
PAGE 3
B2B Leadership Board Update:
Innovation to Drive Customer Growth: B2B Research
Priorities and a Call for Proposals continued from page 2
themes. Priority will be given to research proposals with
the potential for generating substantive and breakthrough
findings. A 2-stage proposal review process will be used in
making funding decisions:
•
January 15: Deadline to submit a 2-3 page
extended abstract of the proposed research that
covers:
1. The nature of the research problem (the gap in
our knowledge that it addresses).
2. Research methods to be employed.
3. Expected findings and importance for theory
and practice.
4. Anticipated level of funding or other support.
•
January 30: Review team will indicate which
proposals will go forward for a full review.
•
March 1: Full research proposal due (15 pages max).
•
April 1: Funding decisions announced.
The B2B Board is planning a joint practitioner-researcher
Symposium on Innovation and Marketing in May 2013.
Researchers whose proposals are selected will be invited to
present and discuss their work at this Symposium.
Proposal abstracts should simultaneously be emailed to
Abbie Griffin at the University of Utah
(abbie.griffin@business.utah.edu) and Lori Nicolini at
ISBM (lnicolini@psu.edu). Any questions should be
directed to Abbie Griffin by email or by calling 801 5851772.
* The B2B Agenda was published by the ISBM in the fall of
2012. Researchers who do not receive a hard copy by December
15th and would like one should send an e-mail showing their
postal address to lnicolini@psu.edu to obtain a complimentary
copy. The document can also be purchased on Amazon.com.
Fred Wiersema
ISBM Fellow and
Chair, B2B Leadership Board
fredw@B2Bboard.org
Abbie Griffin
Royal L. Garff Presidential
Chair in Marketing
University of Utah
abbie.griffin@business.utah.edu
Contemplating Trust, Confidence and Loyalty in B2B
Relationships
T
he honor of being an ISBM Fellow
is particularly meaningful to me, as
I grew up in business-to-business
(B2B) services. Working as a teenager
in my family’s trucking company,
I witnessed B2B trust, confidence
and loyalty, though they sometimes
functioned in puzzling ways. They still
fascinate me today, for despite extensive
Lisa K. Scheer
research, much is yet unknown. Lack of
theoretical clarity and operational imprecision has resulted
in unchallenged implicit assumptions, misinterpretation of
results, and potentially inaccurate managerial implications.
DISENTANGLING TRUST AND CONFIDENCE
Trust has been examined extensively, so is it possible we
don’t have a clear picture by now? I think not. In casual
conversation, the term refers to beliefs that vary drastically
in nature and scope. “Trust” that a delivery will arrive is
very different from trust that our business partner considers
our interests as well as its own. The essential nature of trust
in “I trust my car” is not equivalent to that in “I trust my
dearest friend.” We have intermingled and confused trust
with confidence.
Trust is the belief that one’s exchange partner can be relied
on to fulfill future obligations and to behave in a manner
that will serve one’s needs and long-term interests (Scheer
and Stern 1992). Confidence is the belief that one’s exchange
partner will behave in a predictable manner; it is manifest
in the willingness to act on that belief. If you believe that
a business partner is honest and considers your interests
as well as its own, that trust is a source of confidence. Or
you may have calculative confidence in a partner because
circumstances and incentives align that partner’s self-interest
with your own.
Confidence is present-oriented and involves expectations
about predictable behavior; trust is present- and futurecontinued on page 4
PAGE 4
Contemplating Trust, Confidence and Loyalty in B2B
Relationships continued from page 3
oriented, involving beliefs about motives for behavior.
Confidence permits the prediction of partner behavior
in situations similar to the status quo, but trust enables
extrapolation to situations unforeseen and substantially
different from the present. Confidence forms a foundation
for future interaction, but trust promotes development of
loyalty and deeper relational ties.
We must disentangle trust and confidence, for their
antecedents and consequences may differ significantly.
This requires theoretical clarity regarding their conceptual
domains as well as development and use of appropriate
measures that effectively discriminate between the concepts.
This will also necessitate interpreting prior studies as
examining trust or confidence. For example, in my opinion,
Moorman, Zaltman and Deshpande’s (1992) excellent,
influential JMR article on the dynamics of trust examines
confidence. Their measure and oft-referenced definition
focus on “willingness to rely on an exchange partner in
whom one has confidence” (p. 315). No basis for that
confidence is specified. Willingness to rely could be based in
trust, but it could be based in calculative confidence as well.
Disentangling trust and confidence offers conceptual
clarity that can lead to new insights. For example,
consider relationship development. In the initial stages of
a B2B relationship, it may be more crucial to eliminate
distrust and establish confidence than to build trust. Two
parties explore doing business together because they have
seemingly compatible interests and a minimal but sufficient
level of mutual trust. However, a degree of distrust also
exists with a new partner. We probe to determine if that
partner’s interests are truly compatible with or in conflict
with our own.
Induction of newest ISBM Fellow, Lisa K. Scheer.
(left to right) Gary Lilien, Lisa K. Scheer, Ralph Oliva
Efforts to build trust are futile until concerns about
conflicting interests are allayed. If we deem the partner’s
self-interest is sufficiently aligned with our own, distrust is
resolved and a stable relationship can be built on calculative
confidence. If we seek a deeper relationship, we can engage
in trust-building strategies that involve risk-taking and
exposure to potential exploitation; if the partner responds
constructively, the relationship may evolve into one based
in trust (Scheer 2013). Disentangling trust and confidence
clarifies different mechanisms for achieving a stable
relationship.
CONTEMPLATING LOYALTY
Loyalty is another issue in need of additional contemplation
and investigation. Managers can become complacent
when repeat sales, share of wallet, customer surveys, and
Net Promoter Scores indicate that their customers express
loyalty in attitudes or actions. Unfortunately, the most
ubiquitous measures of customer loyalty intermingle
firm-based sources of loyalty with interpersonal sources
of loyalty. Are customers loyal to the firm, or to specific
individuals within the firm?
Many managers and researchers consider the question a
moot point—after all, surveys specifically ask about loyalty
to the firm. Yes, but what referents are considered when a
customer answers questions about loyalty, positive word-ofmouth, or intent to do future business? In reality, “the firm”
is often implicitly interpreted by the customer as including
all elements presently associated with that firm—including
its personnel. It’s dangerous to assume that expressed
customer loyalty represents purely loyalty to the firm, for a
significant portion of that reported loyalty could be owned
by customer-contact personnel (Palmatier, Scheer and
Steenkamp 2007). Researchers and managers should strive
to disentangle personally-owned loyalty from companyowned loyalty. And there is much we do not yet know
about their antecedents and consequences.
In some contexts, the importance of interpersonal loyalty is
more apparent, such as in personally created and delivered
services, or when one person serves as the primary contact
point for a customer. In some cases, customer loyalty will
be based primarily in firm-owned elements such as unique
goods, proprietary systems, or a cadre of interchangeable
personnel. However, it’s dangerous to presume customer
loyalty is based solely in firm-owned elements, for
continued on page 5
PAGE 5
Contemplating Trust, Confidence and Loyalty in B2B
Relationships continued from page 4
interpersonal (P2P) relationships can impact B2B
relationships in a number of less obvious ways.
to managers and despite these mechanisms largely being
overlooked by academic researchers.
Consider a firm that seeks blind bids from potential
suppliers for an annual supply contract based on the firm’s
specifications. How might P2P relationships play a role?
Details of the specifications are generated using input
from employees with knowledge of the firm’s needs and
about alternatives in the supply market. Often, knowledge
about possible solutions and supply alternatives is gleaned
through P2P relationships with the personnel of potential
supply partners. These P2P relationships can impact the
details of the specifications in the call for bids; in extreme
circumstances, specifications may be so narrowly defined
that very few suppliers can meet all qualifications.
CHALLENGE ASSUMPTIONS
Even if specifications are not influenced by personallyowned loyalty, P2P relationships can have an impact
through other mechanisms. The decision of whether
to renew an existing contract is based in part on
recommendations of the firm’s personnel. To what degree
are renewal recommendations impacted by cross-firm
interpersonal relationships with selling firm counterparts
that have developed during the contract? Those
relationships can provide real value for the firm, such as
providing insurance that the firm will be given priority by
the seller in the event of supply shortages.
Most research has focused on buyer-seller dyads within
B2B relationships, drawing data about sales/purchases
and surveying individuals who hold buying authority or
their sales counterparts. These important P2P relationships
impact B2B relationships through the nature and pricing
of negotiated deals and contracts. However, interpersonal
relationships at the operational level also have critical
profitability implications, for they impact costs incurred
in implementation. The success of contracts depends not
only on the negotiated price, but also on the effectiveness
of the execution of those contracts, yet another way P2P
relationships are important.
These examples illustrate how strategy selection can be
influenced by personally-owned loyalty of decision-makers
and those who provide inputs in the decision process. They
illustrate how strategy implementation can be impacted
by the personally-owned loyalty of boundary spanners
and others involved in implementation. Interfirm P2P
relationships can impact B2B relationships through a
variety of mechanisms, even though it may not be apparent
To summarize, we must identify and challenge implicit
assumptions. Confidence does not equal trust. Eliminating
distrust may be a prerequisite to developing stable
relationships, which could be rooted in either trust or
calculative confidence. The configuration of customer
loyalty is critical, not just the degree of customer loyalty.
Never presume P2P is irrelevant in a B2B relationship
without exploring the ways interpersonal relationships can
impact costs as well as revenues. There is much research yet
to be done on trust, confidence and loyalty in business-tobusiness relationships.
REFERENCES
Moorman, Christine, Gerald Zaltman & Rohit Deshpande
(1992), “Relationships Between Providers and Users of
Market Research: The Dynamics of Trust Within and
Between Organizations,” Journal of Marketing Research,
29 (August), 314-28.
Palmatier, Robert W., Lisa K. Scheer, and Jan-Benedict E.
M. Steenkamp (2007), “Customer Loyalty to Whom?
Managing the Benefits and Risks of Salesperson-Owned
Loyalty,” Journal of Marketing Research, 44 (May), 18599.
Scheer, Lisa K. (2013), “Trust, Distrust and Confidence in
B2B Relationships,” Handbook on B2B Marketing, Gary
L. Lilien and Rajdeep Grewal, eds., Cheltenham, UK:
Edward Elgar Publishing Ltd.
Scheer, Lisa K. and Louis W. Stern (1992), “The Effect of
Influence Type and Performance Outcomes on Attitude
toward the Influencer,” Journal of Marketing Research,
29 (February), 128-42.
Lisa K. Scheer
Emma S. Hibbs Distinguished Professor
University of Missouri
scheerl@missouri.edu
PAGE 6
From the Membership:
Highlights of the September 2012 Members’ Meeting:
“Keys to Alignment and Execution: Going Beyond a
Great Plan – To Brilliant Implementation”
current state is unacceptable –
and will get more so. We can’t
afford to stay there.
A
t our ISBM Members Meeting
on September 11-12, 2012 we
explored overcoming obstacles
to going beyond planning to
implementation, and….
A Common Theme Emerged
The style, personality, and approach
of key leaders, and those they
chose to help them lead the charge
for implementation, seem to be
the biggest levers in getting a
plan implemented. Compelling
personalities such as Jeff Hayzlett,
the former CMO of Kodak, Brian
Chermside, VP and Chief Commercial
Officer of Dow Corning, Sue Sears,
Chief Marketing Officer of KimberlyClark Professional, and Bill Midgette,
CEO of Porex, shared a common set
of practices; Effective Leaders….
• Clarify the “why” – and
the final destination on project
execution – and why it was
compelling and important, and
something to mobilize both the
left brain and right brain of the
people involved – across many
different functions.
• Make it clear that “where we
are now” is not an acceptable
place to be. A plan to go to a
better place has been created.
That’s where we’re going. The
• Mobilize the right people –
managerial/personality/leadership
style – at the right points in
time. Jeff Hayzlett explored this
concept – the people who don’t
just sit and watch a problem but
rather the people who jump to fix
it. If you’re looking to get a plan
done –especially one involving a
big effort –have the “eagles” lead.
Feed them. Enable them.
Research Implications: Can we
develop stronger frameworks for
thinking through which leaders
actually are better at mobilizing for
execution as we move beyond the Gen
X toward the Millennials? And which
behaviors produce the best results
as we deal with over-busy, multiple
priorities, and ambiguous challenges?
Insight from Cases:
Brian Chermside, CMO of Dow
Corning shared a fascinating case
that has been unfolding over the
past 10 years, the Dow Corning/
Xiameter strategy. His story involves
the creation of an entirely different
culture, a methodology for serving
customers, and a new business
design – an extreme implementation
challenge. Brian showed how Dow
Corning had to constantly drive
change in the design of the Xiameter
business model to accommodate rapid
changes in customer buying behavior.
Early on they would attempt to
recognize and accommodate customers
who moved from needing the service,
support, and the high value/high
price that Dow Corning offers, to
an ordinary re-buy situation where
the customer only needed the (often
commodity) product, Now Dow
Corning is managing that process,
commoditizing their own products,
while constantly innovating on their
high-end Dow Corning brand.
Many firms face the challenge Dow
Corning faced: the needs of their
customers change through their
buying cycles. So why aren’t there
more Xiameters? Brian discussed
the need for raw courage in
implementation, from leaders willing
to stay visibly committed, supportive
and who “walk the talk” consistently,
Research Implications: What are
the personal and organizational traits
necessary to implement a radically new
business design?
Atlee Valentine-Pope of Blue Canyon
Partners stressed that a key to
execution is painting a clear portrait
of what the end game looks like and
to build associated metrics for financial
performance, value proposition,
organization, operations, and market
presence.
Sue Sears, VP of Global Marketing
and Sales for Kimberly Clark
Professional set a grim stage for their
implementation story: their core
offerings are largely commodities
(toilet paper, wipers, etc.) , with
high fixed cost and flattening market
demand. As she described it - a “race
to zero”.
continued on page 7
PAGE 7
From the Membership:
Highlights of the September 2012 Members’ Meeting:
“Keys to Alignment and Execution: Going Beyond a
Great Plan – To Brilliant Implementation” continued from page 6
KCP took inspiration from the
work of Simon Sinek (who wrote
“Start With Why”) and built a
powerful organizing principle around
the concept “Together we create
exceptional workplaces”. More than
a tag line, this “why” has mobilized,
aligned, and integrated efforts across
sourcing, manufacturing, marketing,
and right through the sales force.
Research Implications: Do firms with
a powerful motivating purpose do
better than those seeking “Shareholder
Value” as their primary driving force?
Christine Mendoza-Frohn of Bayer
Material Science shared a case on
how her firm was able to create a
change in business design that enabled
them to serve their customers better
at lower cost, and what it took to
make it happen. She demonstrated
the need for: (a) A clear definition
of what success will look like and
why it’s important in clarifying the
economic case for implementation;
(b) Compelling and continued
communication; (c) Leadership
with passion, courage, and a clear
understanding that leadership will
not tolerate anything other than
movement forward. Christine also
pointed to the power of “branding” the
implementation process, crystallizing
of the communication around
the change. Bayer used distinctive
graphics and a brand message to help
their customer-contact employees
through the process of changing from
“anything the customer wants” to “just
what the customer really needs,” at
reduced cost.
Liam Fahey and Hubert Saint-Onge
presented an approach to marketing
execution centered on three key
principles: focus, capability, and
coherence. They showed that different
execution approaches were needed
depending on the type of marketing
strategy being implemented.
Research Implications: Liam and
Hubert called for additional research
on their proposed models and
the contingencies associated with
successful marketing execution.
Over dinner, we inducted our latest
ISBM Fellow, Dr. Lisa Scheer, whose
comments are found elsewhere in
this newsletter, including a call for
additional research on the difference
between trust and confidence and
what that difference matters.
Steve Erickson, VP of Strategic
Marketing of Parker Hannifin and
consultant Edmond Bradford, began
our second day covering key themes
from their new book “Marketing
Navigation, How to Keep Your
Marketing Plan on Course to
Implementation Success.”
They outlined two dimensions of
risk in getting a plan implemented:
commitment risk, and business risk.
The resulting 2 x 2 “risk/commitment
matrix,” creates a useful template
for understanding implementation
challenges. They presented a phased
approach that has worked at Parker
Hannifin: plan, pilot, roll out,
and refinement. They stressed the
importance of knowing where you are
in order to track your implementation
progress and suggested building a
dashboard to track that progress.
Bill Midgette, President and CEO
of Porex Corporation shared the
challenge he faced five years ago: to
double revenue in 5 years and move
to higher growth markets while
significantly improving profitability.
The firm more than met that challenge
and Bill discussed their core strategies
including: organizational alignment,
investing in talent, careful mergers
and acquisitions, a galvanized
value proposition, investing in
breakthrough technology and careful
control of IP. Bill’s “Top 10 strategic
mistakes list” provided some great
insights (including my favorite, #9:
Confusing competitive advantage with
“what we are good at.”)
Research Implications: Which
mistakes are most lethal? Which can
you make and learn from? Which
happen most often? Why? Can
research point the way to better
navigation of traps in execution?
Amir Hartman of Mainstay Partners
closed the meeting, sharing work
he is doing extending eh material in
his book “Ruthless Execution”. He
summarized much of the content of
our meeting, boiling those keys to
success as: leadership, governance,
and focus on the most critical
capabilities.
Leaders that get things accomplished
“beyond the plan” create the why –
provide organizational meaning and
a clear reason why they exist. They
are “positive framers” they take
adversity and convert it into action.
They are strong “connectors” – they
build networks inside and outside their
organization and develop mentors
for their teams when they need them.
They are engaging: they join in,
take ownership, and make sure that
PAGE 8
From the Membership:
Highlights of the September 2012 Members’ Meeting:
“Keys to Alignment and Execution: Going Beyond a
Great Plan – To Brilliant Implementation” continued from page 7
the people doing the hard work get
noticed.
This was, to my view, an energetic and
energizing members’ meeting, where
engaged practitioners and academics
rolled up their sleeves and dissected
the nitty gritty of getting things done.
Brilliant Implementation is critically
important to ISBM members and
offers a number of interesting and
exciting research opportunities.
SAVE THE DATE!
Ralph A. Oliva
Executive Director
Institute for the Study
of Business Markets
Professor of Marketing
ROliva@psu.edu
Ralph Oliva
You can view a recap from the
September meeting at
http://tinyurl.com/bnamcp6
ISBM Winter Members’ Meeting
Mobilizing Customer and Market
Insight to Drive Profitable Growth
February 27-28, 2013
Renaissance Tampa International Plaza
Hotel
Tampa, Florida
From Data, to Insight, to Action:
Mobilizing Customer and Market
Insight to Drive Profitable Growth
For meeting details and speakers visit
http://tinyurl.com/c4kv5t8
IPSS Update:
Spring 2013 Course Line-up
T
wo well received IPSS courses are currently under way;
Bart Weitz is teaching Sales Management and Sundar
Bharadwaj is teaching Marketing Strategy . I want
to thank both these scholars on behalf of the PhD student
community for spending their valuable time on what is truly a
service to the discipline.
I am pleased to announce the two courses we will be offering
this coming Spring semester. Rob Palmatier and Lisa Scheer
Raj Grewal
will return to teach Relationship Marketing and Kersi Antia will
make his debut and offer Channel Management.
Please bring these two seminars to the attention of your promising BtoB Ph.D.
students. Course details and registration is available online at
http://ipss.isbm.org. Additionally if there is any other feedback or suggestions,
please do not hesitate to contact me.
Raj Grewal
Director – IPSS
rgrewal@psu.edu
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suggestions will make the newsletter
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your needs. Please email your
correspondence to:
Newsletter Editor
Lori Nicolini (LNicolini@psu.edu)
Institute for the Study of Business Markets
Smeal College of Business
The Pennsylvania State University
484 Business Building
University Park, PA 16802
USA
+1-814-863-2782 • WWW.ISBM.ORG