The concept of Customer-Perceived Value (CPV) has become a matter of increasing concern in marketing literature. However, there are few empirical studies that attempt to examine the notion of it. Filling this gap, this study provides a conceptual as well as empirical investigation of CPV as a formative construct and also offers an insight regarding the role of CPV in influencing, through satisfaction and loyalty, the behavioral intentions of word of mouth, repurchase intention and cross-buying. Furthermore, the potential moderating role of social pressure in the relationship between satisfaction and loyalty is also

Purpose-The purpose of the study is to identify and discuss critical aspects of the academic/practitioner gap and suggest how to make marketing research more relevant. Design/methodology/approach-The study uses data from an earlier study of eight qualitative interviews conducted with B2B marketing practitioners and from an earlier quantitative study among 128 academics and 510 marketing research practitioners. The data are re-analyzed for this article. Findings-Results show that academics and practitioners agree that academic research should be of more practical value. However, their priorities differ. For academics publishing in refereed journals is the first priority and influencing practice is of much lower priority, while practitioners are not interested in the methodological and theoretical advances of marketing research; their priority is to satisfy day-today practical needs. Hence, practitioners have no interest in academic journals. The academic reward system tends to reinforce this divide since academic career progression depends substantially on the production of refereed journal articles. Research limitations/implications-Much prior consideration has been given to how academic journals can be made more relevant to practitioners, which is a desirable goal. However, a more fruitful approach for B2B academics would be to embrace new technologies such as blogging and social media in order to reach practitioners through their preferred channels. If greater relevance is to be achieved, then consideration needs to be given to the views of doctoral students, and to doctoral training processes in B2B marketing. Practical implications-The study provides academics with guidance concerning how marketing research can have a greater effect on the practice of marketing. Originality/value-The study contributes to the research base by identifying and discussing critical aspects of the academic/practitioner gap. The study also offers insights into how managerial relevance in marketing research can, practically, be improved.

Many suppliers practise relational strategies that aim to achieve competitive advantage through a collaborative business relationship with their customers. Key account management (KAM) is one such relational strategy suppliers rely upon to manage their relationships with strategically important customers. Yet suppliers still struggle to put such programs into practice effectively, most likely because academic investigation has yet to report on what actions explain the performance of KAM initiatives. Aiming to fill this gap, we first identify a set of key KAM practices at the strategic, organizational, tactical and control levels of management. Next, we examine how these practices explain the performance of KAM through the mediating effect of the supplier’s relational capabilities and the relational outputs such capabilities produce. The results provide support for most of the hypothesized relationships, showing that the identified practices positively affect performance and dyadic outcomes through the mediation coming from the variables examined. From a theoretical perspective, the study adds to our understanding of the factors underlying effective KAM practices. From a managerial perspective, the results provide insights into how suppliers can achieve KAM effectiveness through relationship-oriented activities, skills and outcomes

Business School. His research interests include services marketing, internal marketing, digital marketing, key account management and business-to-business marketing. His work has been published in many American and European prestigious journals Nektarios Tzempelikos is Senior Lecturer in marketing in the Lord Ashcroft International Business School, Anglia Ruskin University. His research interests include key account management, relationship marketing and customer value in the business-to-business context. His research has been

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