ABSTRACT

Purpose of the paper: The paper explores use of big data in innovation and market leadership in B2B relationships. It provides a framework to analyze the impact of big data, supported by four case studies.

Methodology/approach: This is a conceptual paper, supported by case studies, offering the opportunity for concept generalization. The case study organizations are innovating to stay ahead in the market and to expand activity, using big data to exploit marketing opportunities and create new offerings.

Findings: Organizations are recipients of and are collectors of big data, partly created by the increasing volume of business and customer transactions online. The qualitative exploration of the cases shows that big data and its analytics and applications can be taken as indicators of organizations’ ability to innovate to respond to market opportunities.

Research limitations/implications: The online marketing environment is a dynamic one, where organizations must innovate to survive. A limitation is that the cases in the paper do not deal with those lagging in innovation, for whom survival is an issue. The paper’s examples are limited to successful organizations where big data, data mining and analytics led to strategic business success.

Practical Implications: B2B organizations that operate in markets where their own products or services have a significant impact on how the products and services of their B2B customers provide value to end (B2C) customers should, in their innovation activity, engage fully with the end B2C market, together with their B2B customers. This has implications in every area from strategy to human resources. If the B2B organization’s pedigree includes B2C activity parallel to that of their customers but not competitive, this can give them an advantage in marketing, but if their B2C activities start to encroach on the B2C activities of their customers, this may cause conflict and loss of business. This implies that if marketing strategy becomes siloed between the different branches of the business, the potential for conflict increases.

Originality/value of the paper: The paper’s value is in contributing to understanding big data’s role in business innovation, specifically in business to business organizations and where their innovation can transform customer experience at the end of the value chain, i.e., with final consumers. Therefore, the paper helps to address a research gap in the literature, which tends to focus on how such innovation affects business-to-business relationships.

摘要

本文的目的：本文探讨了大数据在B2B关系中的创新和市场领导力中的使用。它通过四个案例研究提供了一个分析大数据影响的框架。

方法论/方法：这是一个概念文件，有案例研究支持，为概念概括提供了机会。案例研究组织正在创新，以保持市场领先地位并扩大活动范围，利用大数据来开发营销机会并创造新的产品。

调查结果：组织是大数据的接收者，也是大数据的收集者，部分原因是在线业务和客户交易量的增加。对案例的定性研究表明，大数据及其分析和应用可以作为组织创新以响应市场机会的能力的指标。

研究的局限性/意义：在线营销环境是动态的，组织必须创新才能生存。局限性在于，本文中的案例无法解决那些落后于创新的问题，而对于这些创新而言，生存是一个问题。本文的示例仅限于成功的组织，在这些组织中，大数据，数据挖掘和分析导致战略业务成功。

实际影响：在自己的产品或服务对他们的B2B客户的产品和服务如何为最终（B2C）客户提供价值的方式产生重大影响的市场中运作的B2B组织，应在其创新活动中充分参与最终B2C市场，与他们的B2B客户一起。从战略到人力资源，这对每个领域都有影响。如果B2B组织的血统书包括与客户平行的B2C活动但不具有竞争性，则可以给他们带来营销优势，但是如果他们的B2C活动开始侵占客户的B2C活动，则可能导致冲突和损失。商业。这意味着，如果营销策略在业务的不同分支之间变得孤立，那么冲突的可能性就会增加。

论文的原创性/价值：论文的价值在于帮助理解大数据在业务创新中的作用，特别是在企业对企业组织中，以及它们的创新可以在价值链的末端（即最终消费者）改变客户体验。因此，本文有助于弥补文献中的研究空白，该文献往往侧重于这种创新如何影响企业对企业的关系。