Index

Citation (2018), "Index", Andersson, P., Axelsson, B. and Rosenqvist, C. (Ed.) Organizing Marketing and Sales, Emerald Publishing Limited, Bingley, pp. 333-348. https://doi.org/10.1108/978-1-78754-968-520181028 Publisher: Emerald Publishing Limited Copyright © 2018 Emerald Publishing Limited INDEX ABB Group, 25, 26 ABB Robotics, 7, 24 marketing and sales activities, 33 marketing reorganization in, 25–26 structure, 28 Achrol’s view of new organizational forms, 45–46 Adaptation(s), 131, 216 of business practice, 65–66 ongoing processes of organizational, 281–282 Aerial photograph, 120, 127 Aftonbladet Sport , 107 Alfa Laval, organizational design, 11, 12, 21 Alliance networks, 272 Ambidextrous organizations consequences for processes of (re-)organizing marketing, 251–252 consequences of digitalization for marketing management and organization, 248–249 dual forces, 243 focal phenomenon and driver of organizational change, 244–247 marketing and role of new technical platforms, 247–248 marketing and sales in, 242 propositions for marketing management and organizations, 249–251 Ambiguity, 108 environment, 45 marketing organization change and, 265 Analytical framework, 226 Apple, high-profile IT company, 229–230 Apple’s customer support, 296n16 ARA model, 273 ARJO (Swedish company), 173–174 ASEA, 25 Augmentation effect, 134 Automation, 312–314 Business Area, 41 managers, 35 tools, 21 unit, 34 Automotive industry, 25, 26, 27, 37, 246 Avisa Company, 104 B2B selling processes. See Business maneuvering B2C business, 313 B2G, value in, 79–82 “Balancing” pattern, 127 Behavioral-based systems, 17 Behavioral-oriented approach, 135 Big data, 197, 204 “Boundary-spanning” drivers of digital platforms, 243 Brand orientation, 286, 299n23 I-D Logic of marketing, 305 increasing solution business and outside-in way of organizing marketing, 299 integration, 303 managerial implications, 301–302 marketing as perspective of organizing, 286–288 as method to change from products to solutions, 297–301 MOM, 289–297 theoretical implications, 302–305 Brand-dominant logic of marketing (B-D logic of marketing), 292, 293 Brand-Focused Professionals, 294 Business coordination and communication in business interactions, 282–283 environment, 65, 73 fraternization, 117, 118, 119 marketing, 158 marketing’s strategic role and connection to business management, 69 networks, 272, 310 philosophies, 122 practices, 65–66, 192–193 problems of inefficiency, 180–181 project, 120 situation, 120 standardization, 117, 119 value in business markets, 79 venture, 167 See also Customer Relationship Management systems (CRM systems) Business Intelligence (BI), 188 Business maneuvering, 116–117 contemporary B2B markets, 115–116 example, 117–119 fundaments of, 118 model, 122, 123 need for new perspective, 116 practical contributions, 120–121 voices, 114–115 win–win concept, 121–122 Business model(s), 51–52, 78 of editorial outsourcing, 96 for outsourcing deal, 115 See also Interaction model Business System (BS), 180, 185 Business Units (BU), 28 Business-to-business (B2B), 286 business context, 270 companies, 286 contexts, 3–5, 313, 315 marketing, 166 value in, 79–82 Buyer–supplier relationships, 172–173 Buying process, 12, 143 Call-center Company, 19 Capability challenges in solution business, 89–90 Car Inc., 19–20 Category management, 149–150 Cause-and-effect relationship, 178 Changed contact design between Signal Solutions and Secure Communications, 169–171 structural implications, 171 Changing organizational design, efficiency and effectiveness by, 11–12 Chief Financial Officers (CFOs), 198 Chief marketing officers (CMOs), 242, 288 Chief procurement officer (CPO), 153 China, voice and situation of LDU manager in, 35–36 Circular process view, 227, 228 Cisco, organizational design, 11–12 “Classical” marketing organization, 70 Clock services, 104n18 CNAUS production units, 29, 34 Coaching process, 132 Cocreation, 97 Codevelopment process, 141–142 Collaboration, 31, 37, 97, 121 close, 38 cross-competence, 198 drivers of sales and marketing, 70 internal, 117 “Commercial” level maturity, 144 Commodity, 166 Communication in business interactions, 282–283 voice and situation of manager, 39 Company crisis, 99–100 Companywide marketing orientation, 62 Competence, 136–137 Competitive dialogue, 309 Competitors, 31, 106–107 Complex selling processes, 117 Computer Aided Production Planning system (CAPP system), 185–186 Conceptual interface-specific outcome knowledge, 218 Conduct regular evaluation, 235 “Connected Vehicle Cloud” solution, 246 Consumers, 244 Contemporary B2B business, value creation in, 4–6 Contemporary procurement organizations, 144 Contemporary sales management processes, 130, 132–133 Content delivery partner, 108 Content marketing, 312–314 Content providers, 246 Contingency factors, 314 Contingency variables, 121 Continuous customer value creation, 235 customer value verification, 234–235 ensuring, 233, 239 supporting customer value experience, 233–234 Continuous value cocreation management in supply network, 236–237 Contract-driven system, 64 Contradictions, 97, 255, 261, 264, 266 “Convergence” processes, 248–249 Coordination in business interactions, 282–283 Corporate coherence, 151 Corporate culture, 16 Corporate decision making, 120 Corporate purchasing, 142 Cost/sacrifice & benefits approach, 79 Critical examination, 235 Critical products/services, 148 Customer Action Planning (CAP), 190 Customer management automation, sales efficiency as, 190–191 Customer orientation, 45, 52, 109, 303 in action, 102–103 marketing organization and, 52 Customer relationship, deepening, 235–236 Customer Relationship Management systems (CRM systems), 4, 12, 126 addressing challenges to efficiency through organizing business practices, 185 efficiency gap, 202–203 function gap, 200–201 gaps between sales needs and CRM tools, 200 improving business by organizing business practices using CRM tools, 184 interface gap, 201 main contributions, 197–198 sense-making tool architecture, 203 status gap, 201–202 supporting design, 204–205 supporting links, 204 supporting structure, 203–204 tools, 179 practices, 192–193, 196 Customer Value Calculator (CVC), 188, 189 Customer Value File (CVF), 188, 189 Customer(s), 6, 11, 13 accepting premise, 101–102 actual and ongoing needs, 228, 238 “co-creation” process, 52 “co-evolution” process, 52 communication with customer’s decision makers, 229 criticism, 102 customer-driven organizational focus, 63 customer-focused marketing organization, 46–47 customer-focused organizational structure, 44–45, 47 customer-manager-driven organization, 68 customer-oriented organization, 67–68 customer-perceived value, 236 customers researching, 230 of editorial outsourcing, 105 journeys, 16 leveraging installed base data, 230–231 problems with customer planning and daily work routines, 183–184 requirements, 226–227, 228, 231, 238 scrutinizing customer-activity chain, 229–230 supporting customer value experience, 233–234 value, 237 verification, 234–235 Dagens Nyheter , 101 Data analysis, 127 Data-mining techniques, 204 Decision-makers, 169 Decisional roles, 19 Dedicated practices, 226 Designing framework, 131 Dialectics, 264 Diapers in elderly care, 83 Digital innovation, 248 Digital marketing operations, 247 Digital platforms, 232–233, 237, 245 Digital technology, 248 Digitalization, 99, 243, 247 consequences for marketing management and organization, 248–249 in networked society, 244–247 Diligent Guaranteed Solutions, 174 Direct communication, 231 Distinctive capabilities, 225, 228 “Divergence”, 248–249 Diversified operations, 152 Dual forces, 243 management, 248–249 Dynamism, 23, 167 E-based support systems, 149 Eco-system, 246, 310 Editorial outsourcing business model, 96 customer, 105 first case, 97–98 Editorial outsourcing business model, 96 customer of, 105 first case in Swedish News Industry, 97–98 Efficiency gap, 202–203 Electronic Data Interchange systems (EDI systems), 12 “Electronic firm” developing system, 18 Electronic goods retailer, 82–83 Embedding process features of focal technology and, 211 of new technology, 210, 211 organizing, 211–212, 218 Employees perspectives and opinions in matrix, 33 factory manager, voice and situation of, 37 factory support manager, voice and situation of, 38 global partner programs manager, voice and situation of, 38–39 industrial segment manager voice and situation of, 33–34 voice and situation of LDU manager in China, 36–37 voice and situation of LDU manager in France, 35–36 voice and situation of manager of marketing and communication, 39 Enterprise systems (ES), 179 Entrepreneurial company in company, 103–104 Environmental changes, 49 E-procurement, 143 Equifinality, 297 “Era of big data”, 309 Evaluation process, 227 Examination process, 227 Executive Vice President (EVP), 300 “Expected interaction pattern”, 164 Experience/hedonic values, 79 Exploitation aspects, 85–86 Extended product offering, 225 Extended reproduction, 262 External mechanisms structuring, 232–233 External pushers, 267 Factory manager, voice and situation of, 37 Factory support manager, voice and situation of, 38 Failures, 104 Fanuc, Japanese firms, 31 “Feed-the-factory” level maturity, 144 Feedback, 131, 132, 236 Field sales manager, 18 Firm masters techniques, 145 Firm(s), 5, 12, 44, 52, 69, 87, 196, 237, 273, 308, 311 and market organization, 60 organizational transitions, 258 in retail, 142 Focal technology features, 211 Follow-up systems, metrics and, 135–136 Food and beverage production, 25 retailer, 83–87, 89 Förenade Landsortstidningar (FL), 100 Formal organization, 10 Frame development, 127–128, 130, 133 France, LDU manager in, 35–36 Free newspapers, 99 “Full solution concept”, 174 Function gap, 200–201 Gate-keepers, 169 GE healthcare, 230 General “balancing” model, 133 General Industry (GI), 25, 27 Global competition, 24, 45 Global market, 24 Global organization, 46 Global partner program (GPP), 28, 32 voice and situation of manager of, 38–39 Global sales management, 34, 37 Globalization, 24, 53, 55, 62, 65, 179, 259, 315 Goods-dominant logic (GDL), 87 comparison between GDL and SDL, 88 of marketing, 291 Google Maps, 249 Grounded theory, 117, 121, 290n5 Growth, 17 Guangzhou University Park Business Scenario, apply SAM at, 215 Hardware products, 230 Harvard Business Review , 60, 65 Hierarchy-driven system, 64 Homburg et al. draw attention to customer-focused marketing organization, 46–47 Hult linking organization theory, 48–51 Human resource management, 47 Huntleigh Technologies (British company), 173–174 Hybrid organizations, 310 Hypercompetition, 54, 56, 179 Ignored customer, 99 Individual development, 127, 130, 133 Individual salespeople development, 128–129 Individual users, 234 Industrial marketing. See Business marketing Industrial Marketing and Purchasing approach (IMP approach), 273, 290n6, 292, 292n11 Industrial robot, 27 market, 39 world market of, 26–27 Industrial segment managers (ISM), 28 in business, 36 function, 40 voice and situation of, 33–34 Industry platforms/platform ecosystems, 251 Industry segments, 29 Influencers, 169 Information and communication systems, 10 Information and communication technologies (ICT), 10, 52 Information systems foremost IT tools, efficiency and effectiveness by utilizing, 12 IT Tools classified along two axes, 14 sales and marketing-related IT tools, 13 Tacton Inc. use of IT, 14–15 Thermo-Calc utilizing IT and social media, 15–16 Information technology (IT), 12, 65, 186, 189, 192, 259 company and new sales organization, 162–163 IT-based firm providing software, 14–15 Thermo-Calc utilizing, 15–16 Informational role, 18, 19 Inside-out dimension, 290 “Insight selling”, 146 Instrumental rewards, 136 Integrated communication platform, 300 Integrated marketing communication (IMC), 298 Integrated solution implementation, 173–174 Integrated view of sales management, 126–127 “Integrated” approach, 11 Integrative Dominant Logic of marketing (I-D Logic of marketing), 305 Inter-contextual contradictions, 263–264 Interaction model, 158, 159–163, 166 processes over time, 166–167, 168 simplified version, 164 “Interactive” interfaces, 173, 174 “Interest groups”, 263 Interface gap, 201 Interface management, purchasing organizational designs as prerequisites for, 167–172 Interfunctional challenges, 305n31 Internal interaction, 158 Internal mechanisms, establishing, 232 International Federation of Robotics (IFR), 26–27 Internet of Things, 22, 232, 246, 309, 313 Interorganizational interaction, 158 Invisible customer, 99 iPad, 230 iPhone, 230 Job profiles, recommended learning path training linked with, 18 Journey(s), 282 model, 288 product management units, 283 product managers, 16 strategists, 16 Key account management (KAM), 110, 159 Key drivers and indicators (KPIs), 17 Knowledge gap, 257–258 knowledge-based society, 54, 55–56 Kraljic matrix, 148, 154 KUKA, German company, 31 Leader role, 126 Leadership, 126, 134 role, 18 sales leadership, 134 theory, 133 transformational and transactional leadership, 133–134 type in sales organizations, 133 Leadership development, efficiency and effectiveness by, 18 Car Inc., 19–20 organizational features, 9 “Leverage” products/services, 148 Leveraging installed base data, 230–231 Linear process view, 226–227 Local Division Units (LDU), 27, 41 China, voice and situation of LDU manager in, 36–37 France, voice and situation of LDU manager in, 35–36 Logistics operator, 83 supplier, 82–83 Long-lasting B2B relationships, 203 Long-term relationship, 235 Longitudinal marketing reorganization processes, 264 Management, 126 changes in human resource, 47 global sales, 37 processes, 128 Manager of global partner programs, 38–39 of marketing and communication, 39 Managerial implications, 237–239 Managing effects, 290–291, 296 Managing meaning effects, 290–292, 298–299, 303 MarCom, unit responsible for marketing activities, 28 Market Orientation Model (MOM), 286, 289 founding dimensions, 291 integrative setup, 302 M & S configuration types, 295 three gaps, 289–290 underlying theory for unifying marketing, 290–293 value creation, 296–297 view of organization and behavior in terms of meaning, 293–296 Marketing and sales relationships (M & S relationships), 294 “The Marketing Coalition Company”, 45–46 Marketing Communication Manager (MC Manager), 300 Marketing Concept, 60 Marketing Exchange Company, 45 Marketing organization, 44, 54, 210, 308 challenges for suppliers of solutions business, 311 change and ambiguity, 265 circular process model, 266 content marketing and automation, 312–314 to dealing with customers in public sector, 308–309 marketing change episodes and transitional changes in, 263 models and change, 258–260 new business landscape with well-informed and capable procurement organizations, 308 organizing of pricing, 314 partnering strategy, 312 perspectives on, 72, 73 practical problems and topics for research in, 308 (re-)organizing of markets, 309–310 research, 44 roles and responsibilities in practices, 310–311 structures/configurations, 259 transition processes in, 261–262 transitions, 267–268 underlying external drivers for changes in, 259 Marketing organization issues, 53 adaptation of business practice, marketing practice, 65–66 and application, 71 continued interest in, 63 continued interest in marketing’s interactions with internal functions, 69–71 investigating shifts in marketing’s general role, 68–69 market and customer-oriented organization, 67–68 in marketing management textbooks, 61–63 marketing’s strategic role and connection to business management, 69 Marketing organization issues, 54, 60–61 Marketing organization revisited, 44 Achrol’s view of new organizational forms, 45–46 continued interest in marketing organization issues, 63–72 early marketing organization issues, 54, 60–61 Homburg et al., 46–47 marketing organization issues in marketing management textbooks, 61–63 new marketing capabilities and Hult linking organization theory and marketing, 48–51 new organizational circumstances, 53–54, 55–56, 57–59 perspectives on marketing organization, 72, 73 Marketing re-organization in globalized market challenges, 39–40 competitors, 31 complexity theory, 41 customer approach of robotics, 31–33 development of robotics’ business, 29–30 dynamism, 23 employees in matrix, 33–39 marketing reorganization in ABB Robotics, 25–26 organization of robotics, 27 organizational description, 27–29 “white paper” approach, 40 world market of industrial robots, 26–27 Marketing reorganization in ABB Robotics, 25–26 as change episodes in moving context, 262 dynamics, 257–258 and inter-contextual contradictions and tensions, 263–264 marketing organization models and change, 258–260 practice, 53 process model, 265–267 processes, 24, 257–258 Marketing-Driven Devil’s Advocacy, 294, 294n15, 298 Marketing/market, 79, 146, 243 actions, 249 change episodes, 263 communications manager, 29–30 condensed and systematic comparison between two perspectives, 277 contrasting views on, 271–276 coordinative role, 47 development, 99 function, 52, 66 general role and influence within firm, 68–69 Hult linking organization theory and, 48–51 implications for, 276–283 leader, 26 logics, 306 management, 249 managers, 262 market-driving, 306n36 market-oriented organization, 67–68 new marketing capabilities, 48–51 as perspective of organizing, 286–288 practice, 65–66 propositions for marketing management and organizations, 249–251 research, 230, 308 and role of new technical platforms, 247–248 and sales, 3–4, 6–7 in Silo World, 71 strategic role and connection to business management, 69 structures, 245 surveys, 300 transition processes, 260 voice and situation of manager, 39 underlying theory for unifying marketing, 290–293 “Markets-as-markets” perspective, 271–272, 276, 310 Markets-as-networks, 272–276, 281 ARA model, 273 basic features, 274 empirical illustration, 275 IMP approach, 273 production, 228 employees in, 33–39 organizations, organizations, 145 framework, 144 247 industry, 246 role, 204 25 and systems, 135 newspapers, 99 marketing, 259 134 Japanese firms, 31 246 organizing, structures, business organizing marketing and sales in, challenges, contrasting views on markets, 271–276 coordination and communication in business interactions, 282–283 implications for marketing, sales, and purchasing, implications for organization of sales and marketing, News industry, in, CRM tools, of CRM sense-making CRM main contributions, 197–198 gaps between sales needs and CRM tools, sales activities, production, 29 setup, products/services, 148 127 management, problems with, 245 management, problems with, 62 242 282 to business 65–66 challenges, changes, 145 culture, 10 description, 27–29 drivers for change, 53 process, of robotics, 27 tools, units, 282 127, 133 analysis, 127 developing view, 126–127 development of 128–129 example, development, general model 132–133 type in sales organizations, metrics type and profiles, change, focal phenomenon and driver of, 244 and market structures, 245 245 and 245 244 circumstances, general marketing changes and role of marketing, 55–56 three organizational issues, 57–59 Alfa Laval, 11 Cisco, 11–12 efficiency and effectiveness by 11 behavior 60 Organizing business, with, Organizing of marketing, 18, 243, 293 Organizing of pricing, 314 Organizing sales, 23, 192–193, 283 system, 135 dimension, 290 62, 65, sales activities, 19–20 solution, 116 See also Editorial outsourcing strategy, 312 of 196 196, 122, 247 industry, 25 249 management research, 247 and 245 227, 235 235 support process, 226 business problems and improving business, by organizing business practices using CRM tools, organizing sales and utilizing CRM tools, 192–193 pricing, and management, business practices, sales efficiency as of customer management, 190–191 with organizing business, business practices as of problems in business, selling for orientation, and management, problems with, 186, 46–47 sector, 153 business 122 145 practices behavior of organizations, 143 process, 141–142 purchasing, 142 implications of purchasing development for sales, organizational public sector, 153 approach to purchasing, purchasing challenges in moving from product to solutions, 154 purchasing function, 143 function, organization organization in for interface process, 29 customer orientation, development, 26, 34, 228, 232 249 business, 6, 311 view, 225 companies, 288 225 business, 173–174 selling and challenges, 89 technology of supplier, 164 approach to purchasing, 146 management, 149–150 purchasing organizations, 146 purchasing process, 17 of business pricing, and management, organizations, 142 308 sector, 153 169 activities, 142 challenges, 154 145 development implications for sales, 142 implications for, managers, 143 dimension, 151 operations, 142 organization, 146, 149 approach 45–46 45–46 144 62, 122 marketing, consequences for processes of, 251–252 of markets, 309–310 organizations, 41 122 248 interaction, of new technology, 211 perspective, 211 system organization, internal mechanisms, 232 organization, 231, 238 external mechanisms, 232–233 on system, 7, 10, Robotics, 25 business development, 29–30 customer approach, 31–33 Division of 25 organization, 27 128 activities, 10 culture, 133 109, 190–191 efficiency gap, 202–203 function gap, 200–201 gaps between sales needs and CRM tools, 200 implications for, 276–283 interface gap, 201 leadership, 10, 134 manager, and marketing, 11, 232 organizational and ongoing processes, 281–282 organizations, 146, 308 process, 185–186 purchasing development implications for, process, 14–15 159 challenges in status gap, 201–202 techniques, 136 management, 132 view, 126–127 115 organizations contemporary and challenges in, efficiency and effectiveness by organizational design, 11–12 efficiency and effectiveness by developing efficiency and effectiveness by development, efficiency and effectiveness by utilizing systems foremost IT tools, value creation in contemporary B2B business, 4–6 21 purchasing and interface design as purchasing organizational designs as 167–172 196, 198 as selling solutions, 135 and 136–137 metrics and systems, 135–136 firm, 309 179, 180, 188 180, 185 Customer System 190 robots, 27 283 customer-activity chain, 229–230 Secure Communications, 169–171 148 organization, 64 organization, 64 process, 64 marketing system, 262 of selling solutions, 188 process, solutions, metrics type and as, CRM 203 production, 29 Dominant Logic 5, 88 in 164 orientation, selling for logic of business, 310 logic 52, business selling in challenges in solution business, 89–90 of pricing, organizational challenges, product selling selling and challenges, 89 challenges in and value, value in B2B and B2G, 79–82 89 organizing capabilities in, 261–262 business Scenario, apply SAM at, Signal Solutions, 169–171 71 71 reproduction, 262 136–137 and, 136–137 Management System platform, developing in business 54, interface knowledge, media, Thermo-Calc utilizing IT and, 15–16 value process, 89 process of new technology, analysis, 216 interface-specific outcome knowledge, 218 process of new technology, 211 features of focal technology and process, 211 organizing process, 211–212, 218 resource interaction, interface knowledge, theoretical framework, 211 business, 286, challenges, 89–90 development, 225, 227, 228, 232 238 in network, 239 challenges in, Solutions business, 231 business, 6, 310 effect, 267 143 interface knowledge, 218 social interface knowledge, technical interface knowledge, interfaces, 169 96 development, improving efficiency and effectiveness by, 16 “Electronic developing system, 18 developing new 13 interfaces, purchasing processes, 117 gap, 201–202 303 linking function, 232 networks, 272 products/services, 148 transition of marketing organization, 260 167 products, management 153 orientation, 145 and customer-oriented view on solution, 226–227 customer solution, 227, 228 and capabilities, 228 customer value creation, 239 managerial implications, 237–239 organizing systems integration, 238 capabilities for product and solution, 239 and customer-oriented view on solution, 226–227 solution in network, 239 customer’s actual and ongoing needs, 238 , for and for, , 97, 105 Swedish News Industry, 97–98 values, 79 Tacton Inc., 14–15 interface knowledge, platforms, 249 leadership, process, 218 263–264 Thermo-Calc utilizing IT and social media, 15–16 See 99 229 marketing organization issues, 64 product companies, 228, 235 firm, 63 systems, 243 leadership, 133–134 management, 153 262 process from products to solution sales, transformational leadership, 133–134 262 processes in marketing organizations, 261–262 transitional changes in marketing organizations, 263 interfaces, 173, 174 and process, 109, 110, Group, decision to News 96 45–46 marketing organizations, business practices as of problems of of business, 180–181 problems with customer planning and daily work routines, 183–184 problems with and management, problems with and value, 244 Value in B2B and B2G, 79–82 in elderly care, 83 goods retailer, 82–83 retailer, problems with, and Value 12, 21 pricing, selling for orientation, selling in business landscape challenges in solution business, 89–90 of pricing, organizational challenges, product selling selling and challenges, 89 challenges in and value, value in B2B and B2G, 79–82 orientation, 145 4, 52, 158 in contemporary B2B business, 4–6 and interface design, of roles, interfaces, and interaction model, 87 of sales and marketing organizations, 159 purchasing and interface design as purchasing organizational designs as 167–172 analysis, systems, 145 143 and situation of factory manager, 37 of factory support manager, 38 of industrial segment manager, 33–34 of LDU manager in China, 36–37 of LDU manager in France, 35–36 of manager of global partner programs, 38–39 of manager of marketing and communication, 39 24, and accepting of customer, 101–102 case of and competitors, 106–107 customer in action, 102–103 decision to company in company, 103–104 first case of editorial outsourcing in Swedish News Industry, 97–98 for and for , and customer, 99 new content delivery partner, 108 in industry, with structural and company crisis, 99–100 , 105 technology, products, and and process, Car Group, 246 developing new paper” approach, 40 of organization 71 business, 122 concept, 188 Internet solutions, 230 272, 275 market of industrial robots, 26–27 Organizing Marketing and Contemporary and in Marketing in of ABB Robotics Marketing and Management and in Business and Organizing to Organizing for in from to Business of B2B Integrated of Management Organizing with of in and for 9 and between and Organizing 10 Business CRM and in 11 CRM between and CRM Tools Organizing for Business and Extended Customer 12 in Organizing Embedding of 13 and Customer Organizing in of 14 Marketing and in Ambidextrous from on Marketing Organizing Conceptual Model for Marketing and 16 Organizing Marketing and in Business 17 Brand Orientation as to and of Solutions Business 18 of Marketing and

Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.