Organizing and integrating marketing and purchasing in business markets: An introduction to the special issue, issues and implications

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

“…To date, the purchasing-marketing interface has received little attention (Ivens et al, 2009). Table 1 summarizes the literature on the purchasing-marketing alignment and interface management.…”

“…(p. 59) Naumann, Lincoln, and Williams (1984) Survey, n = 312 • The observed relative influence of marketing and purchasing across Webster and Wind's (1972b) purchase phases varies • Relative influence of purchasing increases as the purchase situation changes from new buy, to modified rebuy and straight rebuy, while the influence of marketing shows no statistically significant difference across purchase situations Cunningham and Homse (1986) Survey, n = 59 • Interpersonal contacts between the supplier's marketing team and the buyer's purchasing DMU shape the inter-organizational contact between the supplier and buyer • Interpersonal contacts vary in terms of frequency, breadth and level Williams, Giunipero, and Henthorne (1994) Survey, n = 56 • The goal of both -purchasing and marketing -must be the facilitation of the exchange process in the value chain • Improvements in cross-functional collaboration between purchasing and marketing is beneficial Hawes, Baker, and d'Amico (2006) Conceptual • Purchasing professionals should participate in the "universal marketing function" of the firm to enhance the effectiveness of their purchasing organization Ivens et al (2009) Conceptual • "[I]nteractions and interdependencies between customers and suppliers -may have [an influence] on the strategic role, organization, capabilities and performance of the marketing and purchasing functions." (p. 851) • "Articles dealing with the nature and consequences of the integration between marketing and purchasing, however, are scarce."…”

“…Aligning upstream and/or downstream with supplier and customer firms better translates market demand into resource requirements on the supply markets and, as such, reduces uncertainty with respect to the required resources. However, building formal and informal ties with supplier or customer firms also consumes critical resources that are needed for firm survival, such as management attention (Ivens et al, 2009). We therefore propose that a focal firm is unlikely to engage in intensive efforts to comanage purchasing and marketing unless the power-dependence structure encourages the use of bridging strategies.…”

Organizational behavior in innovation, marketing, and purchasing in business service contexts—An agenda for academic inquiry

“…Taking a business-tobusiness but not specifically a business service perspective, Industrial Marketing Management has published related special issues on the following themes: Organizing and Integrating Marketing and Purchasing in Business Markets (Ivens, Pardo, & Tunisini, 2009), Comanagement of Purchasing and Marketing (Lindgreen, Campelo, & Angell, in press), and Implementing Strategies and Theories of B2B Marketing and Sales Management (Möller & Parvinen, 2015). Combining a manufacturing with a service focus but not highlighting innovation, marketing, or purchasing, the Journal of Service Management has published special issues on Service Infusion in Manufacturing Industries (Gustafsson, Brax, & Witell, 2010) and 6 the Management of Complex Engineering Service Systems (Neely, Ng, & Roy, 2014).…”

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

“…Marion [32], for example, recalls that the most recent definition of marketing, proposed in 2007 by the American Marketing Association (AMA), no longer refers to the function of creating and delivering customer value but to the resources necessary to create this value. Most of the research on this topic focuses on inter-organizational relationships; published research on the intra-organizational issues remains scarce [25]. Nevertheless, inter-organizational interfaces are certainly crucial for the success of business networks, but they are not enough on their own.…”