Purpose The purpose of this paper is to establish a connection between the business model (BM) and B2B marketing research by developing a new approach to the BM analysis and improvement, which is based on inter-organizational networks and value chains. Design/methodology/approach The methodology is based on mutual enrichment of methods and results of BM and business-to-business marketing studies that are relatively isolated from each other, and on integration of them to the unified structured approach that could be applied to analyze both BM and a set of interfirm relationships of networked market players. This paper is based on extensive literature review in the areas of BM and relationship/industrial marketing. The review is based on most cited and contemporary articles found in the Scopus and EBSCO databases. Findings This paper formulates the key BM research directions and visualizes their development over time. It is demonstrated in the paper that currently, there is little involvement of marketing researchers in the study of BM; however, there are multiple touchpoints between these areas of knowledge, which can help in further developing BM studies. On the basis of these findings, a conceptual model and new network-based approach to BM analysis is offered, which allows addressing the complex nature of networked interaction among BM participants. The approach includes stepwise algorithm for BM analysis designed for business practitioners. Research limitations/implications The proposed approach can be applied by business practitioners to analyze and improve their BM via managing the interactions of inter-organizational network participants with a focus on customer interests. While the approach is of a universal character, the specific tools for evaluating BM on each stage may vary across different markets. Originality/value This research contributes to the current conceptual knowledge on BM studies development and their relationship with marketing. It also contributes to theory and practice by the development of a new marketing-based approach to the BM analysis focused on managing business relationships, which allows evaluation of the current state of a BM and provides directions for its improvement. This approach evaluates the alignment of interfirm relationships along the value chain and orients it toward the final consumer.

The chapter focuses on the strategies of domestic and international hotel chains operating in the Russian market. Within this theoretical framework and using the current market situation, the strategies of domestic and international hotel chains are differentiated and classified.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to construct a system of indicators that will allow firms to evaluate the long-term results of their marketing activities along the value chain. Design/methodology/approach -The paper integrates the concepts of network relationships, value chain management, and customer lifetime value (CLV). The authors use participative inquiry and case studies to validate and clarify the model. Findings -The authors develop the customer flow conceptual model and propose a sequence of actions to translate it into measures and indicators that will allow firms to understand their role in the creation of sustainable value. Using this model, the authors conduct comparative analyses of the acquisition and retention strategies of a multinational firm in the European and Russian markets. The results provide a crucial justification for new directions in future long-term marketing activities. Research limitations/implications -The model is validated in two cases in different industries. Further research is required to examine the implementation of suggested tools in different industries.Practical implications -The model was simplified for a practical application and indicators for future monitoring process and customer flow management were developed. Originality/value -The authors developed the concept of customer flow to assess the long-term results of marketing activities and to emphasize the difference between managing new and existing customers. New performance metrics are proposed based on customer flow and its structural characteristics. This allowed comparing of acquisition and retention strategies of the same company in different markets and reveals the crucial differences between the marketing strategies prevailing in Russia and those in Europe. The authors have demonstrated how the concept may help firms to develop and implement successful strategies.

Purpose-The purpose of this paper is to extend existing theories of b2b networks over non-profit networks. Design/methodology/approach-The paper sheds light on the network organisational forms recently implanted in the academic community. the analytic induction method is used to extend b2b network concepts to a non-profit context. The concepts of b2b networks are critically analysed and applied to explorative case studies of networks in academia. The paradox of open knowledge exchange in these networks is revealed and an attempt is made to elucidate it. Findings-B2b network concepts should be modified before being extended to non-profits. Propositions are suggested to adapt b2b network concepts to explain non-profit networks. Questions to address in further research are developed. Research limitations/implications-The main conclusions are only applicable to specific types of networks. Only academic networks are reviewed. The case study approach does not allow for generalizing the findings and deriving a set of concepts for non-profit networks, and thus, calls for further research. Practical implications-There may be space for achieving excellence in research by facilitating interpersonal rather than interorganisational research networks. This is important, since by facilitating interpersonal networks one can escape from organisational bureaucracy. Originality/value-The study reports networking between the non-profits, an issue largely neglected by marketing researchers, and contributes to its understanding in the frame of existing b2b network concepts.

Новый подход к аНализу бизНес-моделей О. А. ТреТьяк, Д. е. климАнОвНациональный исследовательский университет «Высшая школа экономики» бизнес-модели (бМ) становятся одним из наиболее активно изучаемых вопросов в современных исследованиях по менеджменту, будучи широко востребованными как в академическом, так и в профессиональном сообществе. Считается, что инновации в области бМ могут служить в качестве важного источника конкурентного преимущества компании, который является гораздо менее затратным, чем вывод новых продуктов на рынок либо инвестиции в маркетинг. Несмотря на значительный рост количества исследований по бМ, множество вопросов до сих пор остаются открытыми. Разрабатываются новые подходы к анализу бМ, призванные лучше понять бизнес-модель компании, а также найти механизмы ее изменения и улучшения. В статье предлагается новый подход к анализу бМ, основанный на цепочке создания ценности/стоимости и теории организационных сетей. Он построен на ключевых тенденциях современных исследований по бМ и обладает рядом свойств, которые отличают его от уже существующих подходов, обеспечивая лучшую адаптивность и применимость в практике бизнеса.Ключевые слова: бизнес-модели, цепочки создания и продвижения ценности/стоимости, анализ и развитие, конкурентное преимущество.