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Business-to-business market research
Harvard business review on rebuilding your business model
In: The Harvard business review paperback series
Business‐to‐business Service Marketing: HOW DOES IT DIFFER FROM BUSINESS‐TO‐BUSINESS PRODUCT MARKETING?
In: The journal of business & industrial marketing, Volume 8, Issue 1, p. 45-57
ISSN: 2052-1189
Business‐to‐business service marketing has received comparatively
less attention in the academic literature than business‐to‐business
product marketing; much of the service marketing literature discusses
the ways in which services and products are different. Compares service
marketing to product marketing in the industrial sector from the
perspective of customer value creation. Results of a study of managers
in the telecommunications industry provide some insight into criteria
used by customers to evaluate services and products. According to the
results, more similarities than differences exist between service and
product marketing in the industrial sector. Managerial implications of
this finding are presented.
Business combinations and international business
In: Ikonomičeska misăl, Volume 66, Issue 5, p. 125-126
ISSN: 2815-3189
The issues of mergers and acquisitions in international business are the subject of various fields of scientific knowledge, but there are relatively few publications on them in the Bulgarian scientific space. Against this background, the book by prof. Danail Danailov, in which he develops the permanently present in his research and teaching portfolio topic of business combinations in the context of globalization, digitalization and the pandemic of COVID-19. What defines the relevance of this edition? A close reading allows several lines of research to emerge.
Business Finance in Japanese Business History
In: Japanese Yearbook on Business History, Volume 1, p. 24-46
ISSN: 1884-6181
SSRN
Business reengineering: Modeerscheinung oder "Business Revolution"?
In: Zeitschrift Führung + Organisation: ZfO, Volume 63, Issue 6, p. 356-363
ISSN: 0722-7485
Buisiness Reengineering stellt die Prozeßorganisation als ein neues Element der Organisationsgestaltung in den Mittelpunkt. Gleichzeitig werden Prozesse durch die neuen Informationstechnologien als key enablers verkürzt und für die Mitarbeiter so überschaubar gemacht, daß sie im Wege der Selbstorganisation koordiniert werden können. Wenn es gelingt, Kernprozesse zu identifizieren und diese so zu gestalten, daß sie den gesamten Wertschöpfungsprozeß eines Produkts oder einer Dienstleistung umfassen, dann wäre das Schnittstellenproblem gelöst: Business Reengineering stellt dann tatsächlich eine 'Business Revolution' dar. (IAB2)