PurposeThis study aims to identify appropriate strategies and actions adopted by business-to-business firms to cope with the ongoing COVID-19 crisis.Design/methodology/approachA review of business-to-business marketing responses to the COVID-19 crisis in China was conducted.FindingsNine marketing responses built on core business processes were classified into three categories: (1) embedded in product development management process (stretching product lines to meet urgent needs, expanding product lines to meet urgent needs and adjusting products proactively for emerging needs), (2) built on supply chain management process (coordinating suppliers to meet surging demand, migrating to digital distribution channels and solidarity with supply chain members) and (3) related to customer relationship management process (investing in advertising and promotion, cross-selling to existing customers and supporting customers).Originality/valueThis study contributes to the literature of marketing responses to COVID-19 by examining the cash flows effects of various marketing responses. It also contributes to the business processes based on marketing strategy framework by extending it to the crisis management context. In addition, it provides five practical suggestions for business-to-business firms to cope with the COVID-19 crisis.

a b s t r a c t a r t i c l e i n f oCustomer loyalty programs constitute an important customer relationship management tool, adopted by multiple industries. This study investigates how customers perceive benefits from a loyalty program that enhance their loyalty to that program directly, as well as to the company indirectly through program loyalty. Our findings show that program loyalty and customer-company identification enhance customer loyalty toward the company. The development of customer-company identification can transform program loyalty into company loyalty, and reduce the company's latent financial risk.

Purpose – The purpose of this article is to develop and propose a comprehensive framework that identifies the factors that influence a company’s decision to adopt business to business (B2B) technologies. Design/methodology/approach – The authors review the literature regarding technology adoption from multiple disciplines including: Supply Chain Management, Logistics, Sociology, Information Systems, Marketing and Economics. A synthesis of the review provides the foundation for developing a comprehensive model of inter-firm technology adoption. Findings – The review and synthesis finds inconsistencies in the theoretical models and constructs used in previous studies of inter-firm technology adoption. The comprehensive framework presented identifies four major categories of antecedents to technology adoption: characteristics of a technology, organizational factors, external factors and relationships. The presented model focuses attention on the inclusion of relational factors that affect the adoption of B2B technology. Research limitations/implications – An important area that has been ignored in the inter-firm adoption literature is the impact of inter-firm relationships on technology adoption. This paper emphasizes the importance of inter-firm relationships and identifies power, trust and justice as important relationships that influence the adoption of inter-firm technologies. Originality/value – The expanded framework identifies the antecedents of B2B technology adoption, which can be used as a guiding framework by both academics and practitioners. The paper also offers directions for future work in the form of propositions.

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PurposeThe purpose of this paper is to test the market‐based asset framework by examining the role of marketing process improvements in the relationship between a buyer firm's supplier‐related activities and its performance.Design/methodology/approachInterviews with executives who were involved in supplier development were conducted to learn more about supplier development and to help in the development of the survey constructs. A self‐report survey was then developed online to collect data for the study. In total, 338 executives responded and partial least squares (PLS) structural equation modeling was used to test the hypotheses developed in the study.FindingsMarketing process improvements were found to mediate the relationship between a firm's supplier development efforts and firm performance, thus providing empirical support for the market‐based asset framework. The study also found that a firm's supplier development activities can lead to improvements in its marketing processes.Originality/valueFor too long, a firm's supply chain has been seen as the primary domain of the supply chain and operations department, even though supply chain decisions and errors have a considerable impact on the ability of marketing professionals to perform. The findings in this study demonstrate the value of the relationship between a firm's supply chain and its marketing activities and as such makes the case for marketing executives to be more involved in supply chain activities.