Given the dramatic changes in the business environment, the purpose of the paper is to stimulate readers to challenge their mental models of business and industrial marketing, and consider the implications of the blurring of the lines between industrial and consumer marketing.
The paper is a reflection on the evolution of the discipline of industrial marketing since the author's first publication in this area 40 years ago, and an analysis of the impact on this discipline of five interrelated forces of change including: the convergence of B2B and B2C driven by the advances in the internet and rise of small businesses; the prevalence of outsourcing and creation of value networks across firms and countries; the opening of corporate R&D, manufacturing and marketing to the involvement of empowered customers; bridging the functional silos within the firm; and the movement from an “industrial” to a “knowledge” based society and the blurring of products, services, and customer experience.
The lines between consumer and business marketing are increasingly blurred by new technologies and business models. Researchers and practitioners need to re‐examine their mental models of business and industrial marketing in light of these changes.
The blurring of the lines has many implications, including moving from focusing on buyers to stakeholders, recognizing new forms of relationships with empowered consumers, re‐examining the role of outsourcing, bridging disciplinary silos, recognizing the importance of brand equity, utilizing information and communications technology, focusing on the total customer experience, addressing emerging markets, re‐examining the role of marketing research and modeling, and rethinking the use of dashboards. By recognizing these changes, one can build upon the foundation of the field to develop innovative approaches to both business and consumer markets.
A call to debate the need to redefine and rethink the discipline, and even rethink the title and focus of the Journal of Business & Industrial Marketing.
