Co-management of purchasing and marketing: Why, when and how?

Processes and integration in the interaction of purchasing and marketing: Considering synergy and symbiosis

“…Such internal comanagement measures may be more successful when extended to additional upstream and downstream zones (Wagner & Eggert, 2015) Human Dynamics…”

Strategic management of product and brand extensions: Extending corporate brands in B2B vs. B2C markets

“…Given that customers differ in their preferences, frequent product extensions increase the chances of meeting an individual customer's preference (Lancaster, 1979). Further, firms that offer different versions of the same product are able to benefit from synergy effects by spreading overhead and fixed costs across their product portfolio (Kekre & Srinivasan, 1990;Schmitz, Schweiger, & Daft, 2016;Zhang & Wu, 2017;Wagner & Eggert, 2016). Specifically, product extensions cultivate new markets for the existing product category by, for example, attracting consumers who want to enjoy the strong coffee flavor without the caffeine, and thereby expand its market boundary.…”

“…Due to the difference in the number and accessibility of customers between the B2B and B2C markets, the inter-organizational interactions in the B2B market are often deeper and more long-term oriented than are the firm-consumer interactions in the B2C market (Fleming, Lynch, & Kelliher, 2016;Hingley, Lindgreen, & Grant, 2015;Hutt, & Speh, 2012). Firms that operate in a B2B context put significant effort into selecting appropriate exchange partners (Dwyer, Schurr, & Oh, 1987;Wagner, & Eggert, 2016). On the one hand, suppliers actively and heavily invest in relationship maintenance activities (D'Amico et al, 2017;Wathne & Heide, 2004;Fang , Fang , Chou, Yang &Tsai, 2011) to identify evolving customer needs and offer timely, tailor-made solutions.…”

“…In the B2C market, however, consumers do not necessarily choose a brand based on this long-term relationship consideration (Reimann, Castaño, Zaichkowsky, & Bechara, 2012) or on the number of product variations that each brand offers. They also often do not have the same level of motivation or expertise to assess or to pay attention to the nuances of the differences among the multiple product variations, as do industrial customers in the B2B market (La Rocca et al, 2016;Mudambi, 2002;Wagner, & Eggert, 2016;Ziggers, & Henseler, 2016). Instead, when the variations of the same product increase above certain number, consumers often become confused and often fail to see the value added by the different products (Quelch & Kenny, 1994).…”

Logistics, Marketing and Purchasing: Which Interfaces to Improve the Value Creation Process?

“…Indeed, a firm should be able to provide a high integration of its teams, even if their missions are highly differentiated. As Wagner and Eggert [49] point out, this integration requires the existence of actor bonds. In new product development projects, internal integration directly influences firm innovation capacity [27].…”