Clicca qui per scaricare

Condividi
Re-discovering dual marketing: Internet’s contribution
Titolo Rivista: MERCATI & COMPETITIVITÀ 
Autori/Curatori:  Alfonso Siano, Chiara Luisa Cantù 
Anno di pubblicazione:  2018 Fascicolo: 3  Lingua: Italiano 
Numero pagine:  7 P. 13-19 Dimensione file:  51 KB
DOI:  10.3280/MC2018-003002
Il DOI è il codice a barre della proprietà intellettuale: per saperne di più:  clicca qui   qui 





  1. Afonso O., Monteiro S., Thompson M. (2012). A growth model for the quadruple helix. Journal of Business Economics and Management, 13(5): 849-865.
  2. Ansoff H.I. (1965). Corporate strategy: An analytical approach to business policy for growth and expansion. New-York: McGraw-Hill.
  3. Barwitz N., Maas P. (2018). Understanding the Omnichannel Customer Journey: Determinants of Interaction Choice. Journal of Interactive Marketing, 43: 116-133.
  4. Biemans W. (1998). Marketing in the twilight zone. Business Horizons, 41(6): 69-76.
  5. Biemans W. (2001). Designing a Dual Marketing Program. European Management Journal, 19(6): 670-677.
  6. Burt R. S. (2004). Structural holes and good ideas. American Journal of Sociology, 110(2): 349-399.
  7. Calia R.C., Guerrini F.M., Moura G.L. (2007). Innovation networks: from technological development to business model reconfiguration. Technovation, 27(8): 426-432.
  8. Carayannis E.G., Campbell D.F.J. (2009). Mode 3 and ‘Quadruple Helix’: toward a 21st century fractal innovation ecosystem. International Journal of Technology Management, 46(3): 201-234.
  9. Etzkowitz H., Leydesdorff L. (2000). The dynamics of innovation: from nationalsystems and “mode 2” to a triple helix of university-industry-government relations. Research Policy, 29(2): 109-123.
  10. Frishammar J., Cenamor J., Cavalli-Björkman H., Hernell E., Carlsson J. (2018).
  11. Digital strategies for two-sided markets: A case study of shopping malls. Decision Support Systems, 108: 34-44.
  12. Galvao A., Mascarenhas C., Gouveia Rodrigues R., Marques C.S., Leal C.T. (2017). A quadruple helix model of entrepreneurship, innovation and stages of economic development. Review of International Business and Strategy, 27(2): 261-282.
  13. Gilliland D.I., Johnston W.J. (1997). Toward a model of business-to-business marketing communications effects. Industrial Marketing Management, 26(1): 15-29.
  14. Håkansson H., Ford D., Gadde L., Snehota I., Waluszewski A. (2009). Business in networks. John Wiley and Sons.
  15. Hakansson H., Snehota I. (1995). Developing relationships in business networks. Boston: International Thomson Press.
  16. Harrigan K. (1986). Matching vertical integration strategies to competitive conditions. Strategic Management Journal, 7: 535-55.
  17. Hirvonen S., Laukkanen T., Salo J. (2016). Does brand orientation help B2B SMEs in gaining business growth?. Journal of Business & Industrial Marketing, 31(4): 472-487.
  18. Hutt M.D., Speh T.W. (2001). Business Marketing Management: A Strategic View of Industrial and Organizational Markets. Texas: Harcourt College Publishers.
  19. Kitchen P.J., Siano A., Palazzo M. (2009a). Dual Marketing Communications in B2B and B2C Contexts. Academy of Marketing Annual Conference 2009 - 7th to 9th July 2009. UK: Leeds Metropolitan University.
  20. Kitchen P.J., Siano A., Palazzo M., Confetto M.G. (2009b). Working toward Dual Marketing Communications. 14th International Conference on Corporate and Marketing Communications, April 23-24, Business School, University of Nicosia, Cyprus.
  21. Kotler P. (1999). Kotler on Marketing, How to Create, Win and Dominate Markets. New York: The Free Press.
  22. Lamons B. (2005). The case for B2B branding. Mason, OH: Thomson South-Western.
  23. Lynch J. and De Chernatony, L. (2004). The power of emotion: Brand communication in business-to-business markets. Journal of Brand Management, 11(5): 403-419.
  24. Mattsson L.G. (2002). Dynamics of Markets: How _Actor-Network Theory” and _Markets-as-Networks” can Learn From Each Other. Paper presented at the Nordic Workshop on Interorganizational Studies (Kolding).
  25. Mudambi S. (2002). Branding Importance in Business-to-Business Markets: Three Buyer Clusters. Industrial Marketing Management, 31(6): 525-533.
  26. Pagani M., Pardo C. (2017). The impact of digital technology on relationships in a business network. Industrial Marketing Management, 67: 185-192.
  27. Peppard J., Rylander A. (2006). From value chain to value network: Insights for mobile operators. European Management Journal, 24(2): 128-141.
  28. Quelch J.A. (1987). Why not exploit dual marketing?. Business Horizons, 30(1): 52-60.
  29. Siano A., Palazzo M., Confetto M.G. (2009). Ingredient branding: A strategic lever of the emerging Dual Marketing Communications. Academy of Marketing Annual Conference 2009 – 6th to 7th July, Leeds Metropolitan University, UK.
  30. Solomon B.D. (1985). An alternative to new product development – business products for consumer markets. Journal of Consumer Marketing, 2(1): 56-60.
  31. Swani K., Brown B.P., Milne G.R. (2014). Should tweets differ for B2B and B2C? An analysis of Fortune 500 companies’ Twitter communications. Industrial Marketing Management, 43(5): 873-881.
  32. Tarnovskaya V., Biedenbach G. (2016). Multiple stakeholders and B2B branding in emerging markets. Qualitative Market Research: An International Journal, 19(3): 287-309.
  33. Van Alstyne M., Parker G., Choudary S.P. (2016). Pipelines, platforms, and the new rules of strategy. Harvard Business Review, 94: 54-62.
  34. Van Horne C. and Dutot V. (2016). Challenges in technology transfer: an actor perspective in a quadruple helix environment. The Journal of Technology Transfer, 42(2): 285-301.

Alfonso Siano, Chiara Luisa Cantù, in "MERCATI & COMPETITIVITÀ" 3/2018, pp. 13-19, DOI:10.3280/MC2018-003002

   

FrancoAngeli è membro della Publishers International Linking Association associazione indipendente e no profit per facilitare l'accesso degli studiosi ai contenuti digitali nelle pubblicazioni professionali e scientifiche