B2B Marketing

İnternet, uluslararası ticaretteki sınırların çoğunu ortadan kaldırmak için kullanılabilecek muazzam bir teknolojidir. İnternet teknolojisi sayesinde bir alıcının dünyanın herhangi bir yerinde bulunan bir ürünü edinebilmesi kolaylaşmıştır. Öte yandan internet, işletmelerin yabancı pazarlara girişini hızlandırmaktadır. İşletmeler böyle bir imkânı mümkün olduğunca etkin şekilde değerlendirirlerse pazarlama faaliyetlerini arttırabilirler.
Kurumsal web sitesi, bir işletmenin uluslararasılaşma sürecini etkileyen bir unsurdur. Genellikle alıcılar, kendine yakın hissettikleri işletmelerle iletişime geçmektedirler. Bu yüzden kurumsal web sitesindeki dil, kültür, renk, tasarım vb. etkenler önem teşkil etmektedir.
Bu çalışmanın amacı, Türkiye’de ihracat yapan işletmelerin kurumsal web sitelerini ne ölçüde uluslararasılaştırdıklarını araştırmak ve ihracat yapan firmaların kurumsal web siteleri arasında farklılıklar olup olmadığını tespit etmektir. Çalışmanın birinci bölümü uluslararasılaşmayla ilgili kavramları içermektedir. İkinci bölümde elektronik ticarete ve kurumsal web sitelerine değinilmiştir. Son bölümde ise ihracat yapan işletmeleri inceleyen bir uygulama yapılmıştır. Uygulamada işletmelerin kurumsal web siteleri içerik analizi yöntemiyle incelenmiştir. Çapraz tablo analizi ve ki-kare testiyle ihracat yapan işletmelerin kurumsal web siteleri arasında farklılık olup olmadığı belirlenmiştir. 
Yapılan çalışma sonucunda Türkiye’de ihracat yapan işletmelerin kurumsal web sitelerinin uluslararasılaşma düzeylerinin yetersiz olduğu gözlemlenmiştir. Ayrıca geleneksel sektörlerde ihracat yapan işletmeler ile geleneksel olmayan sektörlerde ihracat yapan işletmelerin kurumsal web siteleri arasında kayda değer bir farklılık saptanmamıştır. -
Internet is a wonderful technology that can be used to remove most of borders on international trade. Thanks to internet technology, buying a product that be anywhere in the world have been easy for a person. On the other hand, internet accelerates the entrance of companies into foreign markets. Companies can improve their marketing activities if they evaluate such an opportunity as effectively as possible.
Corporate website is an element that affects an enterprise's internationalization process. Generally, buyers communicate with businesses that they feel close to themselves. Therefore, factors such as language, culture, color and design in corporate websites are important.
The purpose of this study is to explore what is the internationalization level of corporate websites of exporting companies in Turkey and to determine whether there is any difference between corporate websites of exporters. In the first part of the study, internationalization concepts were expressed. In the second part, electronic commerce and corporate websites were mentioned. In the last part, a study was carried out which examines exporters. In research, corporate websites of businesses were analyzed by content analysis method. Whether or not exporters have differences between corporate websites were determined by cross-tabulation analysis and chi-square test.
It has been observed that the level of internationalization of corporate websites of exporting companies in Turkey is insufficient. Furthermore, no significant difference was found between corporate websites of companies that export in traditional sectors and corporate websites of companies that export in non-traditional sectors.

The new business challenges in the B2B sector are determined by connected ecosystems, where data-driven decision making is crucial for successful strategies. At the same time, the use of digital marketing as a communication and sales channel has led to the need and use of Customer Relationship Management (CRM) systems to correctly manage company information. The understanding of B2B traditional Marketing strategies that use CRMs that work with Artificial Intelligence (AI) has been studied, however, research focused on the understanding and application of these technologies in B2B digital marketing is scarce. To cover this gap in the literature, this study develops a literature review on the main academic contributions in this area. To visualize the outcomes of the literature review, the results are then analyzed using a statistical approach known as Multiple Correspondence Analysis (MCA) under the homogeneity analysis of variance by means of alternating least squares (HOMALS) framework programmed in the R language. The research results classify the types of CRMs and their typologies and explore the main techniques and uses of AI-based CRMs in B2B digital marketing. In addition, a discussion, directions and propositions for future research are presented.

Global campaigns that transcend geographical barriers are often important for brand building and qualified lead generation. Therefore, when marketers buy doctors' email lists from HC marketers, they get access to a tele-verified list that can maximize campaign success and help in effective brand promotion. The doctors' email database has been collated by a team of researchers and validated to ensure that global campaigns gain momentum. If quick returns and higher ROI are your campaign goals, buy doctors' b2b lists and reap unmatched campaign success. You may opt for the customization of lists which will significantly reduce campaign costs and help in list building. Besides, the lists are up-to-date and delivery-riven to ensure that global campaigns gain momentum.

Purpose
The purpose of this paper is to comprehensively explore marketing issues for foreign industrial companies of large, small and medium size entering emerging markets (EMs), particularly transition economies in Eastern Europe. The vast majority of current studies about emerging markets focus only on defining suitable strategies related to large consumer goods corporations.

Design/methodology/approach
The research adopted a multiple case study approach. Five Italian companies belonging to different business-to-business industries that have entered emerging countries in Eastern Europe were selected for investigation.

Findings
Empirical analysis uncovered recurring issues related to: institutional factors causing market uncertainty and instability; difficulties in building a sales network; a need for product adaptation to guarantee satisfactory performance; choices related to communication, branding and trade fairs; and considerations about competition and first mover advantage. Results can be interpreted as an extension of the analysis of institutional voids by Khanna and Palepu (1997).

Research limitations/implications
The study is based on the analysis of five case studies of companies operating in specific emerging markets, namely in Eastern Europe Countries (EEc) Further research based on different samples and different emerging countries is needed before generalizing results.

Practical implications
The study shows that the main institutional void affecting business-to-business companies entering emerging markets (EEc) is the lack of locally developed sales and after-sales networks. This institutional void slows the entry process of business-to-business companies in EMs. Given these constraints, from the perspective of business-to-business SMEs, it may be fruitful to pursue niche positioning in EMs.

Originality/value
The study analyzes emerging markets opportunities and entry strategies from the business-to-business marketing perspective, uncovering the most critical issues.

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The dynamics of up-to date business- to-business markets, with respect to competitive supply and behavior, search parameters, affordability and preferences of each industrial client, economic conditions ( pointing out continuing financial crisis ) etc. suggest more flexible attitude of supplier companies with regards to their tenders – type and content, in order to gain new clients and keep the present.This report aims at systematizing key factors determining market success of tender adaptations, also brings out major opportunities to supplier in order to provide more flexible tenders.

Artificial Intelligence (AI) in its current rendition is poised to transform or even disrupt business interactions, relationships and networks. Recent developments associated with AI, including robotics and cognitive agents have not just automated industrial processes but can now change most business activities. AI is discussed in terms of development into types of intelligent agents-weak and strong-and their role in business relationships, interactions and networks. A set of research insights focused on defining and exploring AI within the IMP approach are discussed-and are urgent, or this may be not completed by human actors.

https://doi.org/10.1108/JBIM-12-2018-0410

Purpose Establishing thought leadership by disseminating relevant digital content through social media has become one of the main priorities for marketers in business-to-business (B2B) settings. However, academic research has only recently started to address this phenomenon. In particular, researchers have not yet examined whether and how thought leadership positively influences a firm's relationship with its customers. This paper proposes and tests a model to explain how a firm's thought leadership improves its customer relationship performance. Design/methodology/approach A cross-sectional research design was applied using covariance-based structural equation modeling to estimate the suggested model. Data were collected from a sample of 160 firms in different industries that create and share content on social media. Findings Thought leadership on social media positively influences brand performance and, in turn, customer relationship performance in B2B settings. Moreover, establishing thought leadership on social media results from specific thought leadership capabilities and is supported by social media capabilities. Research limitations/implications This study advances knowledge on social media thought leadership in B2B settings by proposing and testing a model that combines available insights from three distinct but interrelated B2B

Η εν λόγω  παρουσίαση αφορά  μια  πρωταρχική όψη  του σχεδιασμού , και τα  πρώτα στάδια  για την επέκταση  μιας  υπάρχουσας  ψηφιακής  επιχείρησης  (της διεθνοποιημένης εταιρίας Κορρές).
1. Πρόταση μια ιδέας  για ψηφιακή επιχείρηση .
2. Τα επιχειρήματά ( προσωπική άποψη  ότι είναι καλή & καινοτόμος επιχειρηματική ιδέα).
3. Μερίδιο της αγοράς  στο οποίο απευθύνεται.
4. Αναφορά στον ανταγωνισμό.
5. Διαφορετικές & καινοτόμες  προτάσεις  για να αντιμετωπιστεί ο ανταγωνισμός.
6. SWOT  ανάλυση ( Strengths ,weaknesses , opportunities, Threats )  για την ιδέα αυτή για ψηφιακή επιχείρηση.
7. Porter ανάλυση ανταγωνισμού.

The infusion of data-driven services in manufacturing provides new opportunities for long-term competitive advantage; however, it also poses new challenges and entails tradeoffs among strategic options. Digital servitization changes intra-firm processes and customer relationships as well as overall ecosystem dynamics. Drawing on an extensive study of ABB Marine & Ports, a market-leading systems integrator, the concept of digital servitization is examined by analyzing its key characteristics, including opportunities and challenges for manufacturers. The resource integration patterns that connect actors and the dual role of technology in both increasing resource integration complexity and in facilitating the coordination of complexity are discussed. Advancing digital servitization requires fostering service-centricity and executing strategic change initiatives for both the internal organization and the broader ecosystem. Firms must undertake three interlinked changes: (1) digital, (2) organizational, and (3) ecosystem transformations. In addition to contributing to the service literature, these findings provide actionable insights for managers.

Purpose-The importance of information service offerings is directly linked to decision-making processes for buying and selling in business-to-business (B2B) companies. B2B companies intend to offer information that helps other companies choose a product or service. This paper aims to identify the relationship between the types of information offered by a B2B company in its B2B marketing strategy and the decision-making of the companies which buy products and services. Design/methodology/approach-For this purpose, a data set has been consulted that contains 439 observations that are the result of transactions using customer relationship managements (CRMs) of B2B-type companies. A total of 9 different products were consulted from 20 B2B vendors that manage their transactions with CRM software for B2B operations. A total of 439 different transactions were recorded by these vendors during 2018 (n = 439) with their information service offerings strategies. The results were analyzed with the partial least squares structural equation modeling. Findings-The results showed that the significance of the relationship between internal control factors and external control factors (H4) is the strongest one when using information services offerings strategies in a B2B environment. The results of this research can help B2B companies to improve their decision-making strategies and to define the structure of the information offered in their B2B marketing plans. Originality/value-This research makes a contribution to an existing gap, which is to identify what the most important information is for purchasing companies in B2B environments and the relationship with this information, so that B2B purchasers can make good decisions thanks to the information service offerings strategy of the selling companies using CRMs.

Business-to-business (B2B), also known as B-to-B,'' is a sort of trade between businesses, like one between a producer and wholesaler, along with even a wholesaler and a retailer. Business-to-business identifies a business that's conducted between companies, as opposed to between a business and personal consumer. What is the B2B Business ? Business-to-business (B2B) is a trade or business ran between a business and another, like a wholesaler and retailer. B2B trades have a tendency to take place in the distribution chain, in which a single firm will buy raw materials from the other to be utilized in the production procedure. B2B trades can also be commonplace for automobile industry providers, in addition to property management, management, and industrial cleaning businesses. Meanwhile, business-to-consumer trades (B2C) are a revenue model where services and products are offered directly involving a business and a consumer, or involving two consumers in an electronic market. Recognizing Business-to-Business (B2B) Business-to-business trades are typical in a normal supply chain, as firms buy products and components like other raw materials to use in the production procedures. Finished goods can subsequently be offered to people via business-to-consumer trades. From the context of communicating, business-to-business describes approaches by which workers from various businesses can connect together, like through social networking. This sort of communication involving the workers of a couple of businesses is known as B2B communication. Example of Business-to-Business (B2B) Business-to-business trades and big company accounts are trivial for companies in producing. For Example, Samsung is just one of Apple's biggest suppliers in the creation of this iPhone. Apple additionally holds B2B connections with companies including Intel, Panasonic and semiconductor manufacturer Micron Technology. B2B trades will also be the backbone of the auto market. Many automobile components are fabricated independently, and automobile manufacturers buy these components to build cars. Tires, batteries, electronic equipment, hoses, and door locks, by way of instance, are often manufactured by several companies and marketed directly to auto manufacturers. Founders Talk India one of the biggest b2b marketing places for the automobile industry. Service suppliers also take part in B2B transactions. Businesses specializing in real estate management, management, and industrial cleaning, as an instance, frequently sell these solutions exclusively to other businesses, instead of individual consumers.

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Purpose: This paper aims to examine salesperson skills, including listening, communication, and adaptive selling, that can enable value co-creation with customers and increase sales performance, while taking into consideration the contingent role of salesperson relationship-enhancing activities. Methodology: Survey and objective sales performance data were collected from 201 B2B salespeople in the industrial goods industry. The hypotheses were tested using PLS-SEM. Findings: The results show adaptive selling, listening, and communication of salespeople positively impact the behaviors of salespeople to co-create value with customers. The results show that when salespeople co-create value with customers, they will have a positive effect on sales performance. Results show how value co-creation mediates the effects of listening and adaptive selling on sales performance. Research Implications: Salespeople need to effectively listen to their customers to provide needed solutions by jointly working with them to co-create value. Similarly, a salesperson's communication and adaptive selling skills have collective impacts that positively contribute to the value co-creation process. Results supplement previous findings in the literature by showing value co-creation holds a positive effect on sales performance at the micro salesperson level. The results offer additional support to the ongoing dialog on the role of a salesperson as a value co-creator. Practical Implications: This study has identified several variables that engender successful cocreation by salespeople in B2B sales contexts. Findings demonstrate that salespeople who can adapt their selling approach, are good listeners, and can effectively communicate with customers can engender the value co-creation process with customers. The findings serve as a base to create professional guidelines about the skills and capabilities salespeople need to successfully execute a value co-creation process. Originality/Value: The study adds to the literature on value co-creation by highlighting three factors that can enhance the value co-creation process at the level of salespeople leading to better sales outcomes. This research adds the existing literature on the role of value co-creation in sales by empirically examining the relationship between value co-creation and sales performance at the salesperson level.

Designing and implementing a Key Account Management (KAM) programme represents a key task for suppliers that are looking to expand the scope of their relationships with their key customers. Though research has explored the issues of Key Account Management and value within business to business (B2B) relationships, very little research has focused on how KAM can be used to maximise value from these relationships. The work of Pardo, Henneberg, Mouzas and Naudé (2006) theorised a model they dubbed the KAM Value Model. They posited that the value within a KAM framework is multi-dimensional and thus to truly achieve the objectives of any KAM programme, the focus should be on fulfilling the potential of value created and co-created.
The essence of this research is to study the nature of value between the supplier and the customer through a KAM programme by obtaining qualitative information through interviews with key account managers at EPI Service Ltd and quantitative data from surveys from the main contacts of 58 of EPI Service Ltd’s key accounts both in the UK and internationally.
Conclusions established that Key Account Management is vital in harnessing value from the customer, adding value to the customer and establishing value by the relationship itself. There are also a number of similarities found between the KAM value model developed by Pardo et al (2006) and the value construct created and harnessed by the EPI Service Ltd’s KAM Programme.

South Asia has seen a digital revolution in recent years. The number of persons who use the internet has risen drastically. They use it for shopping, social media, and online sales. However, there exists a literature gap as far as the effect of outbound digital marketing in B2B markets is concerned. The research builds a model based on brand and consumer interactions in Indian B2B markets using a vector autoregressive model to systemically analyze the cost and outcome of digital marketing efforts by the start-ups operating in South Asia. The multivariate time series was analyzed in identifying simultaneous and consistent impacts by the start-ups. We use Vector autoregressive model as it allows us to analyze the relationship among the factors as it changes over time. The research finds evidence for the conceptual framework in South Asian markets. The results prove that sales are greatly influenced by digital media, and outbound marketing efforts, predominantly word of mouth, have a huge impact in building a brand image as it spread over on the social media platforms. It is observed that the digital marketing strategies and consumer interaction are the same across South Asia, but its effect varies from country to country within South Asia thus suggesting a need of developing a new strategy in digital marketing for B2B markets.

The opportunities virtual reality provides for B2B marketing are increasingly recognized by the trade press in discussions of interesting examples from early adopters like GE, Siemens and Airbus. However, while there is growing recognition of its promise and potential, the specific impact of virtual reality on B2B marketing remains an unexplored research area. This paper provides an early theoretical consideration of the topic by developing a framework and offering propositions that describe the impact of virtual reality on B2B buyer perceptions of value-in-use during the post-purchase stage of the buyer's purchase journey. The paper also considers the moderating impact of several aspects of buyer-supplier relationships, including knowledge complexity, social complexity and task complexity, on virtual reality's contribution to value-in-use perceptions. The discussion provides B2B marketing scholars with several directions for future research and makes several recommendations for B2B marketers interested in leveraging the opportunities presented by virtual reality.

Purpose
In the past decades, a growing body of studies has assessed the importance of brands in business-to-business (B2B) markets. However, until date, a comprehensive understanding of B2B branding strategies is lacking. Hence, the purpose of this paper is to develop a framework to select and manage B2B branding strategies.

Design/methodology/approach
This study’s arguments are developed in line with MacInnis’s (2011) guidelines on conceptual contributions in marketing.

Findings
As a result of the arguments of this study, a framework is developed to identify the relationships between the types of B2B contexts and effective B2B branding strategies.

Research limitations/implications
Despite deriving from an extensive analysis of the literature, the framework requires future empirical validation. Moreover, the relationship linking a supplier to its customer is unique, and hence, each supplier should carefully select a branding strategy depending on the specific situation.

Practical implications
The suggested framework provides actionable insights to inform managers’ decisions about the most effective B2B strategy for their firm, based on the relational complexity (number of customers, intensity of co-production and co-creation, and dyadic vs multiple-actor view).

Originality/value
This is the first study to provide a comprehensive model of B2B branding strategies. Therefore, it contributes to both advance theoretical knowledge and managerial practice.

Customer are no rational buyers. This statement has long been acknowledged in Business-
to-Customer (B2C) marketing theory. In Business-to-Business (B2B), rational and

procedural models and frameworks are the norm. However, exceptions to rational buying
decisions are frequently observed. Researchers and practitioners are now looking to

upgrade their theories and practices to include the human factor. To that extent, value-
based pricing (VBP) is an ideal candidate to supplant current cost- and competition-
centered pricing strategies. In this literature review, we will analyze the state of knowledge

and literature gaps existing in the VBP research field. This analysis provides us a robust
base to identify caveats and missing empirical validations, leading to a rich research
agenda.

Due to the COVID 19 crisis, the B2B event industry faces a double challenge: On the one hand, it needs to deal with the negative impacts of the pandemic and deliver or compensate the services related to all postponed or cancelled events in this period; on the other hand, it needs to reinvent itself, effectively using digital tools and concepts to provide virtual events, which will be more than just a short-term ‘replacement’ for live events. Thus, while struggling with financial losses, the industry needs to massively increase its investments not only in the respective event technology, but also into the development of concepts and approaches to delivering virtual events as genuine digital products. The article focuses on the main challenges of digitizing business events and by summarizing the most relevant respective experiences of the previous one and a half years, provides a detailed analysis of this process as well as valuable practical advice how to successfully develop virtual events as a next step of an overarching evolution of the B2B event industry.

Purpose
Previous research has shown that business-to-business (B2B) brand image has positive effects on customer loyalty. However, the results have been inconsistent because they have highlighted that B2B brand image has either direct or mediated effects on loyalty. Drawing on the framework of service transition, this study develops and tests a model that reconciles previous findings. This model suggests that goods-related and service-related B2B brand images coexist in customers’ perceptions and impact customer loyalty in different ways.

Design/methodology/approach
A model was developed and estimated using covariance-based structural equation modeling. The data used in the analysis were collected through a survey in the Italian healthcare industry, focusing on the relationship between hearing aid manufacturers and audiologists.

Findings
Both goods-related and service-related B2B brand images have positive effects on loyalty. However, while the effects of goods-related image on loyalty are fully mediated by satisfaction, service-related image has both direct and mediated effects on loyalty.

Research limitations/implications
This study reconciles previous work arguing that B2B brand image has either direct or mediated effects on loyalty by focusing on the transition from a goods-oriented logic for branding to service branding. In particular, the analysis focuses on the role of the brand in the co-creation process, suggesting that a service-related brand image reflects the value unfolding over time through co-created experiences. However, additional research needs to be conducted in other industries before the results can be generalized.

Practical implications
The findings provide managers with insights for the co-creation of their B2B brand images. In particular, the results urge managers to integrate the traditional goods-oriented approach to branding with service branding, showing that enriching B2B brand image with service-related aspects will have a direct and positive effect on loyalty. However, brand image cannot be created or changed unilaterally by the firm as it is determined by the customer based on co-creation experiences.

Originality/value
This is the first study to explicitly and separately consider the effects of goods-related and service-related aspects of B2B brand image on loyalty. It also one of the first studies to apply service logic to B2B branding issues.

The power of "E" helps marketing by anyone, form anywhere and anytime in just a mouse click. E-Marketing refers to the paperless exchange of business information using electronic data interchange. Generally libraries are provided free service but some special services/products need to be marketed through exchange of price for its fund which helps towards its growth and development. In E-Marketing efforts, libraries need to be serve through electronic/online media for user satisfactory services in basis of cost, time, place etc., because only satisfied users come back again and again and dissatisfied users will find some other suppliers of information to meet their information need. The concept of e-marketing of library services is still not fully understood by many librarians. To consciously practice marketing librarians have to be convinced that marketing is good for libraries. They should be aware that marketing definitely improves and increases the effectiveness of libraries. Each library needs to identify the primary target markets and the composition of needs that it would like to serve as its key constituency. E-marketing will be a successful business model for libraries. E-marketing of information product and services will be essential for libraries very soon and the value of Library and Information Science Professionals will be bright and trained as Information managers of E-marketing efforts.

Bilgi teknolojileri alanında doğan yeni nesil şirketler yeni ekonomi şirketleridir.Yeni nesil şirketler, yeni teknolojileri kullanan ve yeni iş modellerini benimseyen şirketlerdir. Yeni ekonomi ile gelen yeni teknoloji, kişiler, şirketler ve devletler arasında kurulan ağlar yardımı ile iş süreçlerini, işlemleri ve değerleri değiştirmektedir. İnternet milyonlarca bilgisayarın birbiriyle bağlanması sonucu oluşan ağların üzerinde kurulduğu bir alt yapıdır (Kırçova, 2001: 6).
Ticari işlemler yüz yıllardır mevcut olmasına rağmen, günümüzde pazar yeri kavramı devrim niteliğinde kökten bir dönüşüme uğramaktadır (Strader ve Shaw, 1997: 185). “Elektronik Ticaret” kavramı son zamanlarda yaygın olarak kullanılmasına rağmen, nadiren açık ve net olarak tanımlanmaktadır. Elektronik ticaret radyo, televizyon gibi iletişim araçlarının bir türü olarak görülmektedir. Oysa, elektronik ticaret bir kitle iletişim aracı olmaktan daha fazla şey ifade eder. On-line satışlardan promosyona kadar farklı pazarlama amaçları için kullanılmaktadır (Thellwall, 2001: 122). Gittikçe daha fazla kabul gören dar anlamdaki tanıma göre “işlemlerini internet veya hiç kimsenin özel malı olmayan Web tabanlı sistemlere kaydıran ticari faaliyetlere” e-ticaret adı verilmektedir. Bazı anketlerde ve piyasa araştırmalarında dar anlamdaki e-ticarete “İnternet Ticareti” olarak atıfta bulunulmaktadır. İnternet’in bir iş yürütme aracı olarak gelişmeye başladığı tarih 1995 yılıdır. Geniş anlamda e-ticaret tanımı, internet ticaretine ek olarak, özel elektronik alışveriş sistemleri ile yapılan ticari işlemleri kapsamı içine almaktadır (Dolanbay, 2000: 16). Elektronik ticaret, ticari işlemleri kolaylaştırmak için, ağtabanlı teknolojilerin kullanımına izin veren süreçtir (Kleindl, 2002: 169). Sonuç olarak elektronik ticaret, mal ve hizmetlerin üretim, tanıtım, satış, sigorta, dağıtım ve ödeme işlemlerinin bilgisayar ağları üzerinden yapılmasıdır (Dış Ticaret Müsteşarlığı, www.e-ticaret.gov.tr).

This study contributes to the emerging B2B digital marketing literature by providing a realistic overview of the usage, measurement practices, and barriers surrounding digital marketing in the era of social media. Investigating 145 B2B firms from various industries reveals that despite the interest in social media, companies continue to focus on one-directional communications with established digital tools. Furthermore, the results indicate that the advances in digital measurement tools remain largely unexploited, and the firms lack the human resources and know-how to make the most of opportunities provided by the developing digital environment. The implications of the study suggest that B2B companies should update their capabilities with respect to digital marketing usage and measurement in order to adapt current practices to fit the characteristics of today's digital media landscape

EL COVID-19 nos forzó a todos a cambiar la mirada sobre nuestros negocios, sobre las estrategias que estábamos aplicando y las herramientas que estábamos utilizando. Este articulo pretende ser una mirada sobre los cambios que se vieron en el marketing B2B y de que forma debemos prepararnos, los especialistas en ese campo, para afrontar los años siguientes.

İletişim teknolojileri 1990’lardan bu yana yükselen bir ivmeyle gelişmekte ve Dijital Pazarlama da aynı hızla önem kazanmaktadır. Bu gelişme mesafeleri yok etmesi bakımından ihracat yapan işletmelere, maliyetleri düşürmesi bakımından da KOBİlere yeni fırsatlar sunmaktadır. Türkiye ekonomisinin öncelikli problemlerinden olan dış ticaret dengesinin negatif seyri ise bu fırsatların değerlendirilmesini daha da önemli kılmaktadır.

Bu bağlamda konusu belirlenen çalışmanın amacı, Türkiye’deki ihracatçı işletmelerin Dijital Pazarlama araçlarını kullanım seviyelerini ve işletme özellikleri itibarıyla bu seviyeler arasında anlamlı farklılıklar bulunup bulunmadığını tespit etmektir.

İhracat yapan işletmelerin kullanabilecekleri güncel Dijital Pazarlama araçları ilgili literatürden derlenerek çalışmanın kavramsal çerçevesi belirlenmiştir. Uygulama aşamasında yapılan istatistiki analizler sonucunda elde edilen bulgulara göre, araştırmaya katılan işletmelerin sadece %3,2’si Dijital Pazarlama araçlarını çok aktif olarak kullanırken, %5,9’unun ise hiç kullanmadıkları ortaya çıkmıştır. Ayrıca işletmelerin faaliyet alanları ve Dijital Pazarlamaya ayırdıkları bütçe oranı itibarıyla Dijital Pazarlama kullanım seviyeleri arasında anlamlı farklılıklar tespit edilmiştir. Bununla birlikte katılımcı işletmeler en fazla “yeni müşteri bulma” beklentisiyle Dijital Pazarlama araçlarını kullandıklarını ifade etmişlerdir.

Partea I-a.Caracterizarea organizaţiei şi a pieţei pe care este ea prezentă
1.Prezentarea organizaţiei alese. Resursele, identificabile, de care dispune organizaţia.
2.Definirea domeniului de activitate al organizaţiei.
3.Caracterizarea succintă a concurenţei şi a clienţilor. Inclusiv a principalelor dimensiuni ale pieţei pe care acţionează aceasta.
4.Analiza pieței pe care își desfășoară activitatea organizația aleasă.
Partea a II-a.Procesul de achiziţie pentru 5 produse.
1.Identificarea principalelor produselor de care organizaţia are nevoie în activitatea sa și clasificarea acestora în grupe.
2. Structura centrului de achiziţie,nominal, pentru fiecare produs selectat în parte.
3.Stabilirea cantităţii, calităţii şi a termenelor de livrare pentru produsele alese.
4.Definirea caracteristicilor produselor care urmează să fie achiziţionate pentru satisfacerea nevoilor identificate.
5.Identificarea furnizorilor susceptibili de a răspunde cerinţelor întreprinderii.
Furnizori
6. Analiza şi alegerea furnizorului de la care se poate cumpăra produsul și motivarea alegerii.