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Gary L. Lilien is Distinguished Professor of Marketing at University of Technology, Sydney and Distinguished Research Professor of Management Science at the Smeal College of Business at Penn State. He is also cofounder and Research Director of Penn State's Institute for the Study of Business Markets (ISBM) and is Distinguished Fellow of the Center for Business Analytics at Melbourne Business School, Australia.
He received a BS, and MS and a PhD from Columbia University in Operations Research and worked at the Mobil Corporation for five years. Previously, Prof. Lilien was a member of the faculty at the Sloan School at MIT. He has consulted for many companies including Arcelor, AT&T, BP, CTCA, Dow, DuPont, Eastman Chemical, Exelon, Federal Reserve Bank, GE, Goodyear, IBM, MarketingNPV, MarketShare, Pillsbury, Pfizer, Pitney Bowes, PPG, Sprint and Xerox.
He is on the Scientific Advisory Board of MarketShare and is a principal of the Marketing Engineering consultancy, DecisionPro (www.decisionpro.biz).
Dr. Lilien is the author or co-author of fifteen books (including Marketing Models with Phil Kotler, Marketing Engineering and Principles of Marketing Engineering), as well as over 100 professional articles. He was departmental editor for Marketing for, Management Science; is on the editorial boards of the Journal of Marketing and the International Journal for Research in Marketing; is functional Editor for Marketing for Interfaces, and is on the Advisory Board of the Journal of Marketing Research. He was Editor in chief of Interfaces for six years. He is the former President as well as Vice President/Publications for The Institute of Management Sciences. He is an Inaugural INFORMS (institute for Operations Research and the Management Sciences) Fellow, was honored as Morse Lecturer for INFORMS and also received the Kimball medal for distinguished contributions to the field of operations research. He is an Inaugural Fellow of the European Marketing Academy (EMAC) and is an Inaugural ISMS(INFORMS Society for Marketing Science) Fellow. He is an Inaugural AMA (American Marketing Association) Fellow as well as a former member of Board of Directors of the AMA.
He has received honorary doctorates from the University of Liege, the University of Ghent and Aston University and received the 2008 AMA/Irwin/McGraw Hill Educator of the Year award and the 2012 Gilbert Churchill Award from the AMA for career contributions to the field of Marketing Research. In 2010, the ISMS-MSI Practice Prize for the best applied work in marketing science globally was renamed the Gary Lilien ISMS-MSI Practice Prize in his honor. He received the AMA Interorganizational SIG Lifetime Achievement Award in 2014 and was named the EMAC Distinguished Marketing Scholar for the year 2015.
Can supervise: YES
Research Interests
Dr. Lilien's research interests include B2B marketing, Marketing Engineering, market segmentation, new product modeling, marketing mix issues for business products, bargaining and negotiations, modeling the B2B buying process, the implementation of marketing science and innovation diffusion modeling.
Lilien, GL & Grewal, R 2012, Handbook of business-to-business marketing.View/Download from: Publisher's site
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© Gary L. Lilien and Rajdeep Grewal 2012. All rights reserved. This comprehensive Handbook presents specially commissioned original essays on the societal roles and contexts facing women in business and management, the specific career and work-life issues of women in these fields, organizational processes affecting women, and the role of women as leaders in business and management. The essays shed light on the extant structures and practices of society and organizations that constrain or facilitate women's representation, treatment, quality of life, and success.
Eliashberg, J & Lilien, GL 1993, Mathematical marketing models: Some historical perspectives and future projections.View/Download from: Publisher's site
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When the term 'marketing' comes to mind, many people think of 'pet rocks', cans of 'New York City air', and the cyclical movement of hemlines in women's fashions; the analysis of the demand for such items seems well removed from the reliance on mathematical models that characterizes much of the work in operations research and management science (OR/MS). Indeed, many company executives despair of putting marketing on a more scientific basis. Many see marketing processes as lacking the neat quantitative properties found in production and finance. In marketing, human factors play a large role, marketing expenditures affect demand and cost simultaneously and information to support truly systematic decisions is rarely available, Further, the effects of most marketing actions are typically delayed, nonlinear, stochastic, and difficult to measure. © 1993 Elsevier Science Publishers B.V. All rights reserved
Roberts, JH & Lilien, GL 1993, Explanatory and Predictive Models of Consumer Behavior.View/Download from: Publisher's site
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The chapter describes quantitative modelers and management scientists unfamiliar with marketing an appreciation of the way in which models of consumer behavior are developed and used. The chapter is also designed to provide a reference and teaching resource for marketing specialists. The future of consumer behavior modeling is bright; newer models are richer, more flexible, and more closely attuned to modern data sources. Yet many phenomena are poorly modeled at the moment. The chapter highlights the areas of modeling consumer purchase heuristics (and information-processing biases), modeling consumers' mental processes, matching models to market segments, and modeling choice for truly new or non-comparable alternatives as fruitful areas that deserve concerted attention in the future. © 1993, Elsevier Science Publishers B.V. All rights reserved
Wind, YJ & Lilien, GL 1993, Marketing Strategy Models.View/Download from: Publisher's site
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Despite the advances in the sophistication and proliferation of marketing-science models, relatively few true marketing strategy models have been developed, and those that have been developed generally had limited impact on management. The gap between management needs (for models that help them generate, evaluate and implement better marketing strategies) and the available models (especially non-traditional) is narrowing. As the environment and the characteristics of successful businesses are changing, the nature of the marketing paradigm, and the nature of desired marketing strategy models is changing as well. © 1993, Elsevier Science Publishers B.V. All rights reserved
Lilien, GL, Gupta, A, Kumar, A & Grewal, R 2019, 'Within-Seller and Buyer–Seller Network Structures and Key Account Profitability', Journal of Marketing.
Shi, H, Sridhar, S, Grewal, R & Lilien, G 2017, 'Sales Representative Departures and Customer Reassignment Strategies in Business-to-Business Markets', Journal of Marketing, vol. 81, no. 2, pp. 25-44.View/Download from: UTS OPUS or Publisher's site
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When a sales representative (rep) leaves a business-to-business firm, a crucial link with the rep's customers becomes severed. The firm reassigns those customers to different sales reps (either existing reps or new hires) in a manner that mitigates potential sales losses. What causal effect do sales rep departures have on customer-level revenue, and which sales rep replacement strategies are more effective? Using data from a Fortune 500 firm and a difference-in-differences analysis with correction for selection bias, the authors show that sales rep transitions lead to 13.2%–17.6% losses in annual sales. New hires are less effective than existing sales reps in mitigating sales losses. Existing sales reps who are similar (vs. dissimilar) to the departing reps (in terms of past industry experience) are more effective in mitigating sales losses; however, reps with high past performance do not exhibit greater efficacy for mitigating sales losses than reps with average or low past performance. The analysis presents means to quantify the economic consequences of losing a sales rep and to determine how to reassign customers to sales reps according to the resulting economic impact
Lilien, GL 2017, 'Perspectives on university research centers: lessons from the ISBM', Journal of the Academy of Marketing Science, vol. 45, no. 4, pp. 459-460.View/Download from: Publisher's site
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V. Kumar's (2017) editorial on the role of university research centers in promoting research and Mike Ahearne's (2017) and Rob Palmatier's (2017) commentaries provide insights on possible roles, organizations and governance structures for university research centers. Kumar (2017) states the role of such centers as follows: 'The goal of a research center is to enable interaction between faculty, scholars, students and industry to enhance research opportunities, academic excellence, real world problem solving and knowledge creation and dissemination.' This quote cites multiple stakeholders involved in multiple activities, some of which are more valuable for some stakeholders than others, the theme I focus on here.
When Irv Gross, the late Dave Wilson, and I founded the Institute for the Study of Business Markets (ISBM) in 1983, I would have been skeptical that it would still be in existence (and successful) 34 years later in 2017. I would have been more skeptical that I would still be research director.
The longevity of the ISBM suggests that it has continued to serve the needs of some constituents. The mission statement of the ISBM at its founding (and pretty much to this day) was as follows: 'The Institute for the Study of Business Markets is an industry-supported center of excellence in the Smeal College of Business at Penn State whose two-fold mission is to (1) Expand research and teaching in business-to-business marketing in academia and to (2) Improve the practice of business-to-business marketing for member firms in industry.' Note two quite different constituencies here.
Seven years after the ISBM was founded, the journal Interfaces published a special issue on models for university–business interaction. I wrote an article for that issue (Lilien 1990) that distilled a number of lessons from the success the ISBM had seen by that time. Those lessons cited the need to acknowledge multiple stakeholders with different values, needs, and resources.
Lilien, GL 2016, 'The B2B Knowledge Gap', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 33, no. 3, pp. 543-556.View/Download from: UTS OPUS or Publisher's site
Grewal, R & Lilien, GL 2015, 'Trends in Business Markets', Customer Needs and Solutions, vol. 2, no. 3, pp. 191-192.View/Download from: Publisher's site
Gerrnann, F, Lilien, GL, Fiedler, L & Kraus, M 2014, 'Do Retailers Benefit from Deploying Customer Analytics?', JOURNAL OF RETAILING, vol. 90, no. 4, pp. 587-593.View/Download from: UTS OPUS or Publisher's site
Schmitz, C, Lee, Y-C & Lilien, GL 2014, 'Cross-Selling Performance in Complex Selling Contexts: An Examination of Supervisory- and Compensation-Based Controls', JOURNAL OF MARKETING, vol. 78, no. 3, pp. 1-19.View/Download from: UTS OPUS or Publisher's site
Hada, M, Grewal, R & Lilien, GL 2014, 'Supplier-Selected Referrals', JOURNAL OF MARKETING, vol. 78, no. 2, pp. 34-51.View/Download from: UTS OPUS or Publisher's site
Dearden, JA, Grewal, R & Lilien, GL 2013, 'Framing the university ranking game: Actors, motivations, and actions', Ethics in Science and Environmental Politics, vol. 13, no. 2, pp. 131-139.View/Download from: UTS OPUS or Publisher's site
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Any formulation of the university ranking game involves the perspectives of the 3 key actors: (1) graduating high-school students, (2) universities, and (3) ranking publications. These university rankings are developed and maintained by for-profit publications or magazines, which must balance 2 potentially conflicting motives: (1) to provide students with information to help them decide which university to attend and (2) to increase the revenues of the publication. The actions of the students involve their decision on which universities to apply to and which university to attend among those they are admitted to. The universities seek to attract the best students and seek to improve their ranking to do so. We frame these diverse motives and the ensuing actions of these 3 sets of actors as the university ranking game and discuss the potential inefficiencies in the game and the possibility for unethical behavior by publications and universities. © Inter-Research 2014.
Hada, M, Grewal, R & Lilien, GL 2013, 'PURCHASING MANAGERS' PERCEIVED BIAS IN SUPPLIER-SELECTED REFERRALS', JOURNAL OF SUPPLY CHAIN MANAGEMENT, vol. 49, no. 4, pp. 81-95.View/Download from: UTS OPUS or Publisher's site
Lilien, GL, Roberts, JH & Shankar, V 2013, 'Effective Marketing Science Applications: Insights from the ISMS-MSI Practice Prize Finalist Papers and Projects', MARKETING SCIENCE, vol. 32, no. 2, pp. 229-245.View/Download from: UTS OPUS or Publisher's site
Germann, F, Lilien, GL & Rangaswamy, A 2013, 'Performance implications of deploying marketing analytics', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 30, no. 2, pp. 114-128.View/Download from: UTS OPUS or Publisher's site
Sabnis, G, Chatterjee, SC, Grewal, R & Lilien, GL 2013, 'The Sales Lead Black Hole: On Sales Reps' Follow-Up of Marketing Leads', JOURNAL OF MARKETING, vol. 77, no. 1, pp. 52-67.View/Download from: UTS OPUS or Publisher's site
Griffin, A, Josephson, BW, Lilien, G, Wiersema, F, Bayus, B, Chandy, R, Dahan, E, Gaskin, S, Kohli, A, Miller, C, Oliva, R & Spanjol, J 2013, 'Marketing's roles in innovation in business-to-business firms: Status, issues, and research agenda', Marketing Letters, vol. 24, no. 4, pp. 323-337.View/Download from: UTS OPUS or Publisher's site
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A project funded by the Institute for the Study of Business Markets to develop an understanding of the current state of business-to-business marketing and a research agenda for the field identified a lack of understanding of how the marketing function can or should best contribute to firms' innovation efforts as the top priority. A workshop of senior academics and research-oriented practitioners explored this topic further, identifying four specific themes: (1) improving customer needs understanding and customer involvement in developing new products, (2) innovating beyond the lab, (3) disseminating and implementing research findings in firms, and (4) marketing's overall role in innovation. This article defines these themes, sketches the current status of knowledge about each theme, frames practitioners' issues with them, and proposes research agendas for each theme to move the field forward. The goal is to encourage rigorously executed academic research that can also help firms innovate more successfully. © 2013 Springer Science+Business Media New York.
Srinivasan, R, Lilien, GL, Rangaswamy, A, Pingitore, GM & Seldin, D 2012, 'The Total Product Design Concept and an Application to the Auto Market', JOURNAL OF PRODUCT INNOVATION MANAGEMENT, vol. 29, pp. 3-20.View/Download from: UTS OPUS or Publisher's site
Mallapragada, G, Grewal, R & Lilien, G 2012, 'User-Generated Open Source Products: Founder's Social Capital and Time to Product Release', MARKETING SCIENCE, vol. 31, no. 3, pp. 474-492.View/Download from: UTS OPUS or Publisher's site
Desai, PS, Bell, D, Lilien, G & Soberman, D 2012, 'The science-to-practice initiative: Getting new marketing science thinking into the real world', Marketing Science, vol. 31, no. 1, pp. 1-3.View/Download from: Publisher's site
Lilien, GL 2011, 'The inaugural EMAC Distinguished Marketing Scholar Award Introduction', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 28, no. 2, pp. 75-75.View/Download from: Publisher's site
Srinivasan, R, Lilien, GL & Sridhar, S 2011, 'Should Firms Spend More on Research and Development and Advertising During Recessions?', JOURNAL OF MARKETING, vol. 75, no. 3, pp. 49-65.View/Download from: UTS OPUS or Publisher's site
Lilien, GL 2011, 'Bridging the Academic-Practitioner Divide in Marketing Decision Models', JOURNAL OF MARKETING, vol. 75, no. 4, pp. 196-210.View/Download from: UTS OPUS or Publisher's site
Hada, M, Grewal, R & Lilien, GL 2010, 'Referral equity and referral management: The supplier firm's perspective', Review of Marketing Research, vol. 7, pp. 93-144.View/Download from: Publisher's site
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From the supplier firm's perspective, a referral is a recommendation from A (the referrer) to B (the potential customer) that B should, or should not, purchase from C (the supplier firm). Thus, as referrals are for a specific supplier firm, they should be viewed as part of the supplier firm's marketing and sales activities. We recognize three types of referrals - customer-to-potential customer referrals, horizontal referrals, and supplier-initiated referrals - that have critical roles in a potential customer's purchase decision.We develop the concept of referral equity to capture the net effect of all referrals for a supplier firm in the market. We argue that supplier firms should view referral equity as a resource that has financial value to the firm as it affects the firm's cash flows and profits. We offer strategies firms can use to manage referrals and build their referral equity and suggest a research agenda. Copyright © 2010 by Emerald Group Publishing Limited.
Lilien, GL 2010, 'Is academic marketing losing its way? Embrace intermediaries', Australasian Marketing Journal, vol. 18, no. 3, pp. 174-176.View/Download from: Publisher's site
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I suggest that a solution to Reibstein et al. (2009) diagnosis that Academic Marketing is losing its way is to seek creative connections with marketing intermediaries (consultancies and market research firms) that can provide access both to problems and to data. That access should help the field find its way back to the path that leads to rigorous academic research on real and important problems. © 2010 Australian and New Zealand Marketing Academy.
Lilien, GL & Srinivasan, R 2010, 'Marketing spending strategy in recessions', Australasian Marketing Journal, vol. 18, no. 3, pp. 181-182.View/Download from: Publisher's site
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Recessions provide challenges to managers seeking to develop and justify an appropriate level of market-facing activity. The literature on the topic offers limited guidance on what strategy is most appropriate. We briefly review the literature on the topic and report on recent results that show (a) that R&D spending by B2BGoods firms and B2BServices firms in recessions increases both profits and stock returns, while advertising spending decreases both profits and stock returns; (b) for B2CServices firms, both R&D and advertising spending in recessions increases profits and stock returns and (c) for B2CGoods firms, R&D spending in recessions increases profits and stock returns, while advertising spending increases profits but decreases stock returns. Further, these effects are either strengthened or weakened depending on the firm's market share and financial leverage. © 2010 Australian and New Zealand Marketing Academy.
Lilien, GL, Grewal, R, Bowman, D, Ding, M, Griffin, A, Kumar, V, Narayandas, D, Peres, R, Srinivasan, R & Wang, Q 2010, 'Calculating, creating, and claiming value in business markets: Status and research agenda', MARKETING LETTERS, vol. 21, no. 3, pp. 287-299.View/Download from: Publisher's site
Van Bruggen, GH, Spann, M, Lilien, GL & Skiera, B 2010, 'Prediction Markets as institutional forecasting support systems', DECISION SUPPORT SYSTEMS, vol. 49, no. 4, pp. 404-416.View/Download from: Publisher's site
Kayande, U, De Bruyn, A, Lilien, GL, Rangaswamy, A & van Bruggen, GH 2009, 'How Incorporating Feedback Mechanisms in a DSS Affects DSS Evaluations', INFORMATION SYSTEMS RESEARCH, vol. 20, no. 4, pp. 527-546.View/Download from: Publisher's site
Roberts, JH & Lilien, GL 2009, '2007 ISMS Practice Prize Competition Special Section Introduction', MARKETING SCIENCE, vol. 28, no. 4, pp. 617-619.View/Download from: Publisher's site
Wu, J, Lilien, GL & Dasgupta, A 2008, 'An Exploratory Study of Trade Show Formation and Diversity', JOURNAL OF BUSINESS-TO-BUSINESS MARKETING, vol. 15, no. 4, pp. 397-424.View/Download from: Publisher's site
De Bruyn, A & Lilien, GL 2008, 'A multi-stage model of word-of-mouth influence through viral marketing', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 25, no. 3, pp. 151-163.View/Download from: Publisher's site
Lilien, GL 2008, 'The Ombudsman: Who's at Fawlt at Fawlty Towers? Commentaries on the citation dilemma', INTERFACES, vol. 38, no. 2, pp. 123-124.View/Download from: Publisher's site
Grewal, R, Dearden, JA & Lilien, GL 2008, 'The university rankings game: Modeling the competition among universities for ranking', AMERICAN STATISTICIAN, vol. 62, no. 3, pp. 232-237.View/Download from: Publisher's site
Srinivasan, R, Lilien, GL & Rangaswamy, A 2008, 'Survival of high tech firms: The effects of diversity of product-market portfolios, patents, and trademarks', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 25, no. 2, pp. 119-128.View/Download from: Publisher's site
De Bruyn, A, Liechty, JC, Huizingh, EKRE & Lilien, GL 2008, 'Offering online recommendations with minimum customer input through conjoint-based decision aids', MARKETING SCIENCE, vol. 27, no. 3, pp. 443-460.View/Download from: Publisher's site
Roberts, JH & Lilien, GL 2008, '2006 ISMS Practice Prize Competition - Special section introduction', MARKETING SCIENCE, vol. 27, no. 4, pp. 542-544.View/Download from: Publisher's site
Kayande, U, Roberts, JH, Lilien, GL & Fong, DKH 2007, 'Mapping the bounds of incoherence: How far can you go and how does it affect your brand?', Marketing Science, vol. 26, no. 4, pp. 504-513.View/Download from: Publisher's site
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Consumers often have to evaluate products comprising a combination of attributes that is not expected by them, given their beliefs about how attributes normally co-vary in the product category. Such an attribute combination implies that the claimed level of a product attribute is then different from what the consumer might infer, given the level of another attribute, resulting in what we call product incoherence. We develop a model to calibrate the effect of incoherence on perceptions, uncertainty, preference, and ultimately purchase. Our model can allow managers to determine consumers' acceptance for different positions in the multiattribute space, so they can optimize their product's positioning. Our model implies that a product that combines positively valued attributes might increase some elements of preference for the product, but if those attributes occur in unexpected combinations, incoherence will also increase uncertainty which in turn might lower other elements of preference. The net risk-adjusted preference for a product in our model accommodates both the benefit from the expected attribute levels and the uncertainty associated with incoherence. We derive implications from the model and provide an empirical test that supports those implications. © 2007 INFORMS.
Lilien, GL 2007, 'Special section introduction: The 2005 ISMS practice prize competition', MARKETING SCIENCE, vol. 26, no. 4, pp. 550-552.View/Download from: Publisher's site
Kayande, U, Roberts, JH, Lilien, GL & Fong, DKH 2007, 'Mapping the bounds of incoherence: How far can you go and how does it affect your brand? (vol 26, pg 504, 2007)', MARKETING SCIENCE, vol. 26, no. 5, pp. CP2-CP2.
Srinivasan, R, Lilien, GL & Rangaswamy, A 2006, 'The emergence of dominant designs', JOURNAL OF MARKETING, vol. 70, no. 2, pp. 1-17.View/Download from: Publisher's site
Grewal, R, Lilien, GL & Mallapragada, G 2006, 'Location, location, location: How network embeddedness affects project success in open source systems', MANAGEMENT SCIENCE, vol. 52, no. 7, pp. 1043-1056.View/Download from: Publisher's site
Lilien, GL 2005, 'Special Section Introduction: The 2004 ISMS Practice Prize Competition', MARKETING SCIENCE, vol. 24, no. 3, pp. 310-312.View/Download from: Publisher's site
Srinivasan, R, Rangaswamy, A & Lilien, GL 2005, 'Turning adversity into advantage: Does proactive marketing during a recession pay off?', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 22, no. 2, pp. 109-125.View/Download from: Publisher's site
Srinivasan, R, Lilien, GL & Rangaswamy, A 2004, 'First in, first out? The effects of network externalities on pioneer survival', JOURNAL OF MARKETING, vol. 68, no. 1, pp. 41-58.View/Download from: Publisher's site
Lilien, GL, Rangaswamy, A, Van Bruggen, GH & Starke, K 2004, 'DSS effectiveness in marketing resource allocation decisions: Reality vs. perception', INFORMATION SYSTEMS RESEARCH, vol. 15, no. 3, pp. 216-235.View/Download from: Publisher's site
Lilien, GL 2004, 'Special section introduction by the ISMS Practice Prize Competition chairman', MARKETING SCIENCE, vol. 23, no. 2, pp. 180-181.View/Download from: Publisher's site
Van Bruggen, GH, Lilien, GL & Kacker, M 2002, 'Informants in organizational marketing research: Why use multiple informants and how to aggregate responses', JOURNAL OF MARKETING RESEARCH, vol. 39, no. 4, pp. 469-478.View/Download from: Publisher's site
Srinivasan, R, Lilien, GL & Rangaswamy, A 2002, 'Technological opportunism and radical technology adoption: An application to e-business', JOURNAL OF MARKETING, vol. 66, no. 3, pp. 47-60.View/Download from: Publisher's site
Lilien, GL, Rangaswamy, A, van Bruggen, GH & Wierenga, B 2002, 'Bridging the marketing theory-practice gap with marketing engineering', JOURNAL OF BUSINESS RESEARCH, vol. 55, no. 2, pp. 111-121.View/Download from: Publisher's site
Lilien, GL, Morrison, PD, Searls, K, Sonnack, M & von Hippel, E 2002, 'Performance assessment of the lead user idea-generation process for new product development', MANAGEMENT SCIENCE, vol. 48, no. 8, pp. 1042-1059.View/Download from: Publisher's site
Dearden, JA & Lilien, GL 2001, 'Advertising coopetition: Who pays? Who gains?', Advances in Applied Microeconomics, vol. 10, pp. 203-219.
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We develop a competitive advertising model, where a firm's advertising spending can be divided into two parts. One part, which we call generic advertising, affects only total market demand. The second component of that spending, brand advertising, affects market share directly, but may also have an effect on total market demand. We investigate how the profit margins of the firms, the advertising elasticities, the base market shares of the firms, and the market demand effect of brand advertising interact to determine the total amount of advertising spending in the market, who pays and how they pay (the ratio of generic to brand advertising). We also show that, in general, a market where generic advertising expenditures are set cooperatively will see higher expenditures of generic advertising than will a purely competitive market. © 2001.
Van den Bulte, C & Lilien, GL 2001, 'Medical innovation revisited: Social contagion versus marketing effort', AMERICAN JOURNAL OF SOCIOLOGY, vol. 106, no. 5, pp. 1409-1435.View/Download from: Publisher's site
Lilien, GL 2001, 'Marketing management support systems: Principles, tools and implementation', JOURNAL OF MARKETING RESEARCH, vol. 38, no. 3, pp. 395-396.View/Download from: Publisher's site
Lilien, GL 2001, 'The marketing engineering imperative: Introduction to the special issue', INTERFACES, vol. 31, no. 3, pp. S1-S7.View/Download from: Publisher's site
Lilien, GL & Rangaswamy, A 2000, 'Modeled to bits: Decision models for the digital, networked economy', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 17, no. 2-3, pp. 227-235.View/Download from: Publisher's site
Matanovich, T, Lilien, GL & Rangaswamy, A 1999, 'Engineering the Price-Value Relationship', Marketing Management, vol. 8, no. 1, p. 48.
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Marketing tools exist to help managers understand and manage their pricing decisions.
Dearden, JA, Lilien, GL & Yoon, E 1999, 'Marketing and production capacity strategy for non-differentiated products: Winning and losing at the capacity cycle game', INTERNATIONAL JOURNAL OF RESEARCH IN MARKETING, vol. 16, no. 1, pp. 57-74.View/Download from: Publisher's site
Lilien, GL, Rangaswamy, A & Matanovich, T 1998, 'Harnessing expert judgment', Marketing Management, vol. 7, no. 3, p. 40.
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Models help build profitability into sales force size and allocation decisions.
Lilien, GL, Rangaswamy, A & Matanovich, T 1998, 'The age of marketing engineering', Marketing Management, vol. 7, no. 1, p. 48.
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'Conceptual marketing' can only take managers so far.
Danneels, E & Lilien, GL 1998, 'Doctoral programs in business-to-business marketing: Status and prospects', Journal of Business-to-Business Marketing, vol. 5, no. 1-2, pp. 7-34.View/Download from: Publisher's site
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PhD programs in Business-to-Business Marketing are under increasing pressure to bring both more rigor and relevance to their training processes. We report on an empirical investigation on the practices and needed developments in Marketing PhD programs, focusing specifically on Business Marketing. Based on a sample of 41 programs worldwide, we find widespread agreement that the rigor/relevance challenge is even greater for Business Marketing scholars than for their colleagues who concentrate on the consumer market. Business Marketing PhDs deal with products with hard to understand uses and benefits, often exchanged in non-public markets with relatively few customers. These challenges lead us to recommend, among other things, that we must recruit PhDs from non-traditional sources and encourage them to partner with scholars from methodological and scientific disciplines to increase both rigor and relevance in their work. © 1998 by The Haworth Press, Inc. All rights reserved.
Danneels, E & Lilien, GL 1998, 'A program of action for business-to-business doctoral programs: A reply to grahame dowling', Journal of Business-to-Business Marketing, vol. 5, no. 1-2, pp. 39-40.View/Download from: Publisher's site
Van den Bulte, C & Lilien, GL 1997, 'Bias and systematic change in the parameter estimates of macro-level diffusion models', MARKETING SCIENCE, vol. 16, no. 4, pp. 338-353.View/Download from: Publisher's site
Dekimpe, MG, Francois, P, Gopalakrishna, S, Lilien, GL & VandenBulte, C 1997, 'Generalizing about trade show effectiveness: A cross-national comparison', JOURNAL OF MARKETING, vol. 61, no. 4, pp. 55-64.View/Download from: Publisher's site
Rangaswamy, A & Lilien, GL 1997, 'Software tools for new product development', JOURNAL OF MARKETING RESEARCH, vol. 34, no. 1, pp. 177-184.View/Download from: Publisher's site
GOPALAKRISHNA, S, LILIEN, GL, WILLIAMS, JD & SEQUEIRA, IK 1995, 'DO TRADE SHOWS PAY OFF', JOURNAL OF MARKETING, vol. 59, no. 3, pp. 75-83.View/Download from: Publisher's site
GOPALAKRISHNA, S & LILIEN, GL 1995, 'A 3-STAGE MODEL OF INDUSTRIAL TRADE SHOW PERFORMANCE', MARKETING SCIENCE, vol. 14, no. 1, pp. 22-42.View/Download from: Publisher's site
Rossiter, JR & Lilien, GL 1994, 'New 'Brainstorming' Principles', Australian Journal of Management, vol. 19, no. 1, pp. 61-72.View/Download from: Publisher's site
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This article presents six new principles emerging from four decades of academic and industry research on the generation of high-quality creative ideas by 'brainstorming'. The principles are: (a) brainstorming insructions are essential and should emphasize, paradoxically, number and not quality of ideas; (b) a specific, difficult target should be set for the number of ideas; (c) individuals, not groups, should generate the initial ideas; (d) groups should then be used to amalgamate and refine the ideas; (e) individuals should provide the final ratings to select the best ideas, which will increase commitment to the ideas selected; and, (f) the time required for successful brainstorming should be kept remarkably short. By following these principles, brainstorming will more dependably produce high-quality creative results. © 1994, SAGE Publications. All rights reserved.
Dowling, GR, Lilien, GL & Soni, PK 1994, 'A Business Market Segmentation Procedure for Product Planning', Journal of Business-to-Business Marketing, vol. 1, no. 4, pp. 31-62.View/Download from: Publisher's site
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This paper demonstrates a market segmentation procedure that responds to the information needs associated with business product marketing. We outline several important criteria that such a procedure should meet, and then propose a procedure that addresses those criteria. We illustrate use of the procedure by applying it to the US information processing market with considerable success. We close with a discussion of the uses and limitations of the procedure and the need for further research. © 1993 by The Haworth Press, Inc. All rights reserved.
LILIEN, GL 1994, 'VALUE-FOCUSED THINKING', SLOAN MANAGEMENT REVIEW, vol. 36, no. 1, pp. 4-4.
Brown, RV, Lilien, GL & Ulvila, JW 1993, 'New Methods for Estimating Business Markets', Journal of Business-to-Business Marketing, vol. 1, no. 2, pp. 33-65.View/Download from: Publisher's site
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Market research, in business markets and elsewhere, is performed to provide information about the market. The low level of research expenditures in business markets reflects both the low quality of information available and the difficulty involved in evaluating the quality and value of that information. This paper treats three methods for addressing industrial marketing research problems: Decomposed Error Analysis (DEA), to assess the likely accuracy of research; Analysis of Plural Estimates (APE), an approach to combine research methods; and Partial Conditioning of Consequences (PCC), an approach to determine the economic value of research. A short case is included wiili each method illustrating the value of that method in practice. © 1993 by The Haworth Press, Inc. All rights reserved.
Soni, PK, Lilien, GL & Wilson, DT 1993, 'Industrial innovation and firm performance: A re-conceptualization and exploratory structural equation analysis', International Journal of Research in Marketing, vol. 10, no. 4, pp. 365-380.View/Download from: Publisher's site
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Successful new products are essential to the financial viability of many firms, with more than half of most firms' sales resulting from products introduced in the past decade. But despite much research attempting to relate industrial innovation and firm performance, a cohesive theory has yet to emerge. We use structural equation models to assess the simultaneous impact of market structure, firm size and diversification on industrial innovation and firm performance. We measure innovative output by both the number and the nature of resulting new products. In a sample of forty firms in the industrial chemicals industry, we found that (a) innovativeness results in better firm performance; (b) intermediate levels of market concentration result in more innovativeness and better performance than more extreme levels; (c) smaller firms are more innovative and perform better than larger firms, and (d) less diversified firms perform better than highly diversified firms. © 1993.
Eliashberg, J, Gauvin, S, Lilien, GL & Rangaswamy, A 1992, 'An experimental study of alternative preparation aids for international negotiations', Group Decision and Negotiation, vol. 1, no. 3, pp. 243-267.View/Download from: Publisher's site
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We test the relative effectiveness of alternative preparation aids in the context of an international negotiation. We consider three forms of training: reading material, a course on negotiation, and an expert system (NEGOTEX) expressly designed to train negotiators. We conducted a laboratory experiment involving 66 pairs of negotiators-one of each pair being American and the other Chinese. Results suggest that in this context, the course had the greatest effect on performance, followed by NEGOTEX, and then followed by reading material. In addition, we found that training effects were additive: multiple forms of training lead to better results than individual forms of training, suggesting that (1) training forms complement and do not substitute for one another, and (2) multiple forms of training should be considered, especially when stakes are high. © 1992 Kluwer Academic Publishers.
Wilson, EJ & Lilien, GL 1992, 'Using single informants to study group choice: An examination of research practice in organizational buying', Marketing Letters, vol. 3, no. 3, pp. 297-305.View/Download from: Publisher's site
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Purchasing agents are often employed as individual informants in studies of organizational buying. This practice occurs in spite of the fact that several researchers have identified problems with using individual informants to study group buying behavior. The purpose of this study is to examine the appropriateness of using either single or multiple informants both in non-new task and new task group buying situations. We compare the predictive accuracy of a single-informant, autocracy model with that of a multiperson, majority rule model. The study includes 104 group decisions made by buying centers in organizations. Overall, we find that data from multiple informants significantly outperforms single informant data for both new task and non-new task situations, and that single/key informant data should be used in organizational buying research only with care and caution. © 1992 Kluwer Academic Publishers.
SESHADRI, S, CHATTERJEE, K & LILIEN, GL 1991, 'MULTIPLE SOURCE PROCUREMENT COMPETITIONS', MARKETING SCIENCE, vol. 10, no. 3, pp. 246-263.View/Download from: Publisher's site
WILSON, EJ, LILIEN, GL & WILSON, DT 1991, 'DEVELOPING AND TESTING A CONTINGENCY PARADIGM OF GROUP CHOICE IN ORGANIZATIONAL BUYING', JOURNAL OF MARKETING RESEARCH, vol. 28, no. 4, pp. 452-466.View/Download from: Publisher's site
GAUVIN, S, LILIEN, GL & CHATTERJEE, K 1990, 'THE IMPACT OF INFORMATION AND COMPUTER-BASED TRAINING ON NEGOTIATORS PERFORMANCE', THEORY AND DECISION, vol. 28, no. 3, pp. 331-354.View/Download from: Publisher's site
Dearden, JA & Lilien, GL 1990, 'On optimal salesforce compensation in the presence of production learning effects', International Journal of Research in Marketing, vol. 7, no. 2-3, pp. 179-188.View/Download from: Publisher's site
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This paper presents a theory of multi-period salesforce compensation in which a firm experiences a production learning effect. Firm management uses the salesforce compensation plan to promote current period sales (and production) in order to lower future period production costs. The firm management (principal)-salesperson (agent) relationship is modeled as an agency relationship. The model is a two-period extension of the Basu, Lal, Srinivasan and Staelin (1985) one-period agency model of salesforce compensation. We demonstrate that (relative to the results for the one-period model) firm management should, in the first period, decrease the salary portion of the compensation plan and increase the commission rate (as a percentage of sales). Such changes in the compensation plan motivate the salesperson to increase first period sales effort. The firm is able to increase discounted two-period expected profit by considering production dynamics in this compensation plan. We discuss managerial implications of our model. © 1990.
LILIEN, GL 1990, 'INDUSTRY-UNIVERSITY COOPERATION AT PENN-STATES-INSTITUTE FOR THE STUDY OF BUSINESS MARKETS', INTERFACES, vol. 20, no. 6, pp. 94-98.View/Download from: Publisher's site
LILIEN, GL & YOON, ES 1990, 'THE TIMING OF COMPETITIVE MARKET ENTRY - AN EXPLORATORY-STUDY OF NEW INDUSTRIAL-PRODUCTS', MANAGEMENT SCIENCE, vol. 36, no. 5, pp. 568-585.View/Download from: Publisher's site
LILIEN, GL & YOON, F 1989, 'DETERMINANTS OF NEW INDUSTRIAL-PRODUCT PERFORMANCE - A STRATEGIC REEXAMINATION OF THE EMPIRICAL LITERATURE', IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, vol. 36, no. 1, pp. 3-10.View/Download from: Publisher's site
WILSON, EJ, LILIEN, GL & WILSON, DT 1989, 'FORMAL MODELS OF GROUP CHOICE IN ORGANIZATIONAL BUYING - TOWARD A CONTINGENCY PARADIGM', ADVANCES IN CONSUMER RESEARCH, vol. 16, pp. 548-554.
YOON, ES & LILIEN, GL 1988, 'CHARACTERISTICS OF THE INDUSTRIAL DISTRIBUTORS INNOVATION ACTIVITIES - AN EXPLORATORY-STUDY', JOURNAL OF PRODUCT INNOVATION MANAGEMENT, vol. 5, no. 3, pp. 227-240.
LILIEN, GL & WILSON, DT 1988, 'BUSINESS MARKETING - INTRODUCTION', JOURNAL OF BUSINESS RESEARCH, vol. 17, no. 4, pp. 311-311.View/Download from: Publisher's site
KEENEY, RL & LILIEN, GL 1987, 'NEW INDUSTRIAL-PRODUCT DESIGN AND EVALUATION USING MULTIATTRIBUTE VALUE ANALYSIS', JOURNAL OF PRODUCT INNOVATION MANAGEMENT, vol. 4, no. 3, pp. 185-198.View/Download from: Publisher's site
LILIEN, GL 1987, 'MS OR - A MIDLIFE CRISIS', INTERFACES, vol. 17, no. 2, pp. 35-38.View/Download from: Publisher's site
LILIEN, GL 1987, 'QUANTITATIVE METHODS IN MANAGEMENT - CASE-STUDIES OF SUCCESSES AND FAILURES - TILANUS,CB, DEGANS,OB, LENSTRA,JK', INTERFACES, vol. 17, no. 3, pp. 98-99.
LILIEN, GL 1987, 'THE EDITORS GREEN EYESHADE - VERIFICATION, ETC', INTERFACES, vol. 17, no. 1, pp. 121-123.View/Download from: Publisher's site
BROUT, DB, KOLESAR, P & LILIEN, GL 1987, 'EDELMAN,FRANZ AWARD FOR MANAGEMENT SCIENCE ACHIEVEMENT', INTERFACES, vol. 17, no. 1, pp. 1-3.View/Download from: Publisher's site
Chatterjee, K & Lilien, GL 1986, 'Game theory in marketing science uses and limitations', International Journal of Research in Marketing, vol. 3, no. 2, pp. 79-93.View/Download from: Publisher's site
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This paper reviews some major concepts in game theory and indicates how they may apply to marketing science. The theory of games provides a framework for addressing problems of competitive strategies and of buyer-seller interactions. These issues are important in studying industrial markets where there are a small number of buyers as well as for studying how to incorporate knowledgeable, active competitors into consumer marketing mix models. Few marketers have seen much benefit in the past from developments in game theory. This is partly because of the historical preoccupation of game theorists with complete information, zero sum games. The richer area of games of incomplete information may have much more to offer the marketing scientist. In this paper we review how game-theoretic approaches (interactive models) differ from most previous approaches, which are optimizing and asymmetric. We then look at how these alternative approaches apply to two problem areas - competitive entry and bargaining. Then we review potential applications of game theory in marketing and the value of applying marketing science approaches in game theory. We conclude with a perspective on future developments in this field. © 1986.
CHOFFRAY, JM & LILIEN, GL 1986, 'A DECISION-SUPPORT SYSTEM FOR EVALUATING SALES PROSPECTS AND LAUNCH STRATEGIES FOR NEW PRODUCTS', INDUSTRIAL MARKETING MANAGEMENT, vol. 15, no. 1, pp. 75-85.View/Download from: Publisher's site
LILIEN, GL 1986, 'THE EDELMAN AWARD - THE BEST OF PRACTICE AND WHY WE NEED MORE OF IT', INTERFACES, vol. 16, no. 1, pp. 4-5.
KALISH, S & LILIEN, GL 1986, 'A MARKET ENTRY TIMING MODEL FOR NEW TECHNOLOGIES', MANAGEMENT SCIENCE, vol. 32, no. 2, pp. 194-205.View/Download from: Publisher's site
HALSE, R & LILIEN, GL 1986, 'THE OMBUDSMAN - ACADEMIC RESEARCH IN MS OR - SCIENCE OR TRIVIAL PURSUIT', INTERFACES, vol. 16, no. 3, pp. 41-48.View/Download from: Publisher's site
YOON, E & LILIEN, GL 1985, 'NEW INDUSTRIAL-PRODUCT PERFORMANCE - THE EFFECTS OF MARKET CHARACTERISTICS AND STRATEGY', JOURNAL OF PRODUCT INNOVATION MANAGEMENT, vol. 2, no. 3, pp. 134-144.View/Download from: Publisher's site
Yoon, E & Lilien, GL 1985, 'New Industrial Product Performance: The Effects of Market Characteristics and Strategy', Journal of Product Innovation Management, vol. 2, no. 3, pp. 134-144.View/Download from: Publisher's site
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There's no need to state again the complexity of the problem of achieving high performance in the new product process. What we do need is a framework to help sort out the complexity, and that is what Eunsang Yoon and Gary Lilien provide in this article. They first differentiate between original and reformulated new products. Then they examine how patterns of R&D and marketing activities determine short and long‐run success. © 1985 Elsevier Science Publishing Co., Inc.
LILIEN, GL 1985, 'MS/OR ON THIN ICE', INTERFACES, vol. 15, no. 4, pp. 12-13.View/Download from: Publisher's site
CHATTERJEE, K & LILIEN, GL 1984, 'EFFICIENCY OF ALTERNATIVE BARGAINING PROCEDURES - AN EXPERIMENTAL-STUDY', JOURNAL OF CONFLICT RESOLUTION, vol. 28, no. 2, pp. 270-295.View/Download from: Publisher's site
LILIEN, GL & WEINSTEIN, D 1984, 'AN INTERNATIONAL COMPARISON OF THE DETERMINANTS OF INDUSTRIAL MARKETING EXPENDITURES', JOURNAL OF MARKETING, vol. 48, no. 1, pp. 46-53.View/Download from: Publisher's site
LILIEN, GL 1984, 'PRACTITIONERS WHA HAE', INTERFACES, vol. 14, no. 4, pp. 24-25.View/Download from: Publisher's site
LILIEN, GL 1984, 'INTERFACES - FACT OR FICTION', INTERFACES, vol. 14, no. 6, pp. 9-10.View/Download from: Publisher's site
LILIEN, GL & WONG, MA 1984, 'AN EXPLORATORY INVESTIGATION OF THE STRUCTURE OF THE BUYING CENTER IN THE METALWORKING INDUSTRY', JOURNAL OF MARKETING RESEARCH, vol. 21, no. 1, pp. 1-11.View/Download from: Publisher's site
LILIEN, GL 1984, 'SPECIAL ISSUE ON THE FORESTRY PRODUCTS INDUSTRY', INTERFACES, vol. 14, no. 5, pp. 112-112.View/Download from: Publisher's site
LILIEN, GL 1983, 'A DESCRIPTIVE MODEL OF THE TRADE-SHOW BUDGETING DECISION-PROCESS', INDUSTRIAL MARKETING MANAGEMENT, vol. 12, no. 1, pp. 25-29.View/Download from: Publisher's site
LILIEN, GL 1983, 'ON THE VALUE OF CONTROVERSY', INTERFACES, vol. 13, no. 2, pp. 10-11.
LILIEN, GL 1983, 'INTERFACES - AN INTERNATIONAL JOURNAL', INTERFACES, vol. 13, no. 1, pp. 26-27.View/Download from: Publisher's site
LILIEN, GL 1983, 'IF THE PRESIDENT LIKES A NEW PRODUCT PROGRAM A MODEL WONT KILL IT', INTERFACES, vol. 13, no. 3, pp. 54-58.View/Download from: Publisher's site
CHOFFRAY, JM & LILIEN, GL 1982, 'DESIGNOR - A DECISION SUPPORT PROCEDURE FOR INDUSTRIAL-PRODUCT DESIGN', JOURNAL OF BUSINESS RESEARCH, vol. 10, no. 2, pp. 185-197.View/Download from: Publisher's site
LILIEN, GL 1982, 'SHARED INFORMATION AND THE ZERO-SUM MENTALITY', INTERFACES, vol. 12, no. 5, pp. 31-34.View/Download from: Publisher's site
LILIEN, GL, RAO, AG & KALISH, S 1981, 'BAYESIAN-ESTIMATION AND CONTROL OF DETAILING EFFORT IN A REPEAT PURCHASE DIFFUSION ENVIRONMENT', MANAGEMENT SCIENCE, vol. 27, no. 5, pp. 493-506.View/Download from: Publisher's site
LILIEN, GL 1980, 'THE IMPLICATIONS OF DIFFUSION-MODELS FOR ACCELERATING THE DIFFUSION OF INNOVATION', TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE, vol. 17, no. 4, pp. 339-351.View/Download from: Publisher's site
LILIEN, GL 1980, 'MODELING THE MARKETING MIX DECISION FOR INDUSTRIAL-PRODUCTS - REPLY', MANAGEMENT SCIENCE, vol. 26, no. 1, pp. 101-105.View/Download from: Publisher's site
Lilien, GL & Little, JDC 1979, 'The Advisor Project: A Study of Industrial Marketing Budgets', IEEE Engineering Management Review, vol. 7, no. 2, pp. 31-45.View/Download from: Publisher's site
LILIEN, GL 1979, 'ADVISOR-2 - MODELING THE MARKETING MIX DECISION FOR INDUSTRIAL-PRODUCTS', MANAGEMENT SCIENCE, vol. 25, no. 2, pp. 191-204.View/Download from: Publisher's site
LILIEN, GL & RAO, AG 1979, 'EMERGING APPROACHES TO RETAIL OUTLET MANAGEMENT', SLOAN MANAGEMENT REVIEW, vol. 20, no. 2, pp. 27-36.
Choffray, JM & Lilien, GL 1978, 'MARKET FOR SOLAR COOLING: PERCEPTIONS, RESPONSE AND STRATEGY IMPLICATIONS.', Energy Policy, pp. 209-226.
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This paper evaluates market reaction to the solar cooling concept. It isolates and shows the importance of noneconomic issues, such as system modernness, reliability and power-rationing protection, on market receptivity. The paper also shows that the industrial cooling decision process typically includes a number of individuals, from engineers to top managers to outside consultants, who have different attitudes toward system characteristics and who perceive relative system advantages differently. The implication of these differences for a solar cooling marketing program is described. The analysis is positioned in the context of an industrial marketing decision support system which pinpoints areas of improvement in industrial product design and provides a meaningful basis for the development of industrial communications strategies.
Lilien, GL & McCormick, ST 1978, 'DIFFUSION OF PHOTOVOLTAICS: MARKETING AND GOVERNMENT POLICY IMPLICATIONS FOR AN EMERGING TECHNOLOGY.', Conference Record of the IEEE Photovoltaic Specialists Conference, pp. 1021-1102.
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A new model of photovoltaic marketplace diffusion is developed. The novelty of the model is that it predicts market response as a function of controllable variables, and can be calibrated by field measurements. Hete, government investment strategy is the input variable, so the model can help predict optimal government allocation policies over sectors, regions and time. In addition, some developments in allocation theory under simple conditions are given. Using field measurements to calibrate the model, several hypothetical government policies are simulated. The sensitivity of the model to variations in its parameters is also explored. Finally, implications for government policy formulation are discussed, and directions for future expansion of these preliminary results are suggested.
CHOFFRAY, JM & LILIEN, GL 1978, 'NEW APPROACH TO INDUSTRIAL MARKET-SEGMENTATION', SLOAN MANAGEMENT REVIEW, vol. 19, no. 3, pp. 17-29.
CHOFFRAY, JM & LILIEN, GL 1978, 'ASSESSING RESPONSE TO INDUSTRIAL MARKETING STRATEGY', JOURNAL OF MARKETING, vol. 42, no. 2, pp. 20-31.View/Download from: Publisher's site
LILIEN, GL & RAO, AG 1976, 'MODEL FOR ALLOCATING RETAIL OUTLET BUILDING RESOURCES ACROSS MARKET AREAS', OPERATIONS RESEARCH, vol. 24, no. 1, pp. 1-14.View/Download from: Publisher's site
LILIEN, GL & LITTLE, JDC 1976, 'ADVISER PROJECT - STUDY OF INDUSTRIAL MARKETING BUDGETS', SLOAN MANAGEMENT REVIEW, vol. 17, no. 3, pp. 17-31.
LILIEN, GL, SILK, AJ, CHOFFRAY, JM & RAO, M 1976, 'INDUSTRIAL ADVERTISING EFFECTS AND BUDGETING PRACTICES', JOURNAL OF MARKETING, vol. 40, no. 1, pp. 16-24.View/Download from: Publisher's site
LILIEN, GL & RAO, AG 1975, 'MODEL FOR MANPOWER MANAGEMENT', MANAGEMENT SCIENCE SERIES B-APPLICATION, vol. 21, no. 12, pp. 1447-1457.View/Download from: Publisher's site
LILIEN, GL 1975, 'MODEL RELATIVISM - SITUATIONAL APPROACH TO MODEL-BUILDING', INTERFACES, vol. 5, no. 3, pp. 11-18.View/Download from: Publisher's site
LILIEN, GL 1975, 'REPEAT-BUYING - THEORY AND APPLICATIONS - EHRENBERG,ASC', JOURNAL OF THE AMERICAN STATISTICAL ASSOCIATION, vol. 70, no. 349, pp. 258-258.View/Download from: Publisher's site
Gopalakrishna, S & Lilien, GL 2012, 'Trade shows in the business marketing communications mix' in Handbook of Business-to-Business Marketing, pp. 226-245.View/Download from: UTS OPUS or Publisher's site
Grewal, R & Lilien, GL 2012, 'Business-to-business marketing: Looking back, looking forward' in Handbook of Business-to-Business Marketing, Springer, pp. 3-12.View/Download from: UTS OPUS or Publisher's site
Lilien, GL & Rangaswamy, A 2008, 'Marketing engineering: Models that connect with practice' in International Series in Operations Research and Management Science, pp. 527-559.View/Download from: Publisher's site
Eliashberg, J & Lilien, GL 1993, 'Preface'.View/Download from: Publisher's site
ELIASHBERG, J, LILIEN, GL & KIM, N 1994, 'SEARCHING FOR GENERALIZATIONS IN BUSINESS MARKETING NEGOTIATIONS', MARKETING SCIENCE, Wharton Conference on Empirical Generalizations in Marketing, INST MANAGEMENT SCI, PHILADELPHIA, PA, pp. G47-G60.View/Download from: Publisher's site
Lilien, GL & Lodish, LM 1970, 'John D.C. Little, marketing science and more', PROCEEDINGS OF THE 13TH PAUL D. CONVERSE SYMPOSIUM, 13th Paul D Converse Symposium, AMER MARKETING ASSOC, UNIV ILLINOIS URBANA-CHAMPAIGN, URBANA, IL, pp. 74-82.
LILIEN, GL 1970, 'RESEARCH TRADITIONS IN MARKETING - COMMENT', RESEARCH TRADITIONS IN MARKETING, Conference on Research Traditions in Marketing, KLUWER ACADEMIC PUBLISHERS, BRUSSELS, BELGIUM, pp. 262-264.
LILIEN, GL 1970, 'MARKETING MODELS - PAST, PRESENT AND FUTURE', RESEARCH TRADITIONS IN MARKETING, Conference on Research Traditions in Marketing, KLUWER ACADEMIC PUBLISHERS, BRUSSELS, BELGIUM, pp. 1-20.
LILIEN, GL 1970, 'MARKETING MODELS - PAST, PRESENT AND FUTURE - REPLY', RESEARCH TRADITIONS IN MARKETING, Conference on Research Traditions in Marketing, KLUWER ACADEMIC PUBLISHERS, BRUSSELS, BELGIUM, pp. 26-26.


text:
COMMUNICATION FROM THE COMMISSION TO THE COUNCIL AND THE EUROPEAN PARLIAMENT A renewed EU strategy 2011-14 for Corporate Social Responsibility
1. 2. 3. 4. 4.1. 4.2. 4.3. 4.3.1. 4.3.2. 4.3.3. 4.4. 4.5. 4.6. 4.7. 4.7.1. 4.7.2. 4.7.3. 5. Introduction .................................................................................................................. 2 Progress and remaining challenges: the need for a renewed European policy on CSR ...................................................................................................................................... 3 A modern understanding of corporate social responsibility ........................................ 4 An agenda for action 2011-2014.................................................................................. 6 Recognising and enhancing CSR in European enterprises .......................................... 6 Improving and tracking levels of trust in business....................................................... 8 Enhancing market reward for CSR .............................................................................. 8 Consumption ................................................................................................................ 9 Public procurement ...................................................................................................... 9 Investment .................................................................................................................. 10 Improving company disclosure of social and environmental information................. 10 Further integrating CSR into education, training and research.................................. 12 Emphasising the importance of national and sub-national CSR policies .................. 12 Better aligning European and global approaches to CSR .......................................... 13 Focusing on internationally recognised CSR principles and guidelines.................... 13 Implementing the UN Guiding Principles on Business and Human Rights .............. 14 Emphasising CSR in relations with other countries and regions in the world, including through trade policies and development policies....................................... 15 Conclusion.................................................................................................................. 16
Corporate social responsibility (CSR) is a process whereby companies integrate social, environmental and ethical issues into their business operations and strategy in close interaction with their stakeholders, going beyond the requirements of applicable legislation and collective agreements. CSR is multidimensional and covers a wide range of issues. According to most internationally recognised CSR principles and guidelines, CSR at least covers human rights, labour and employment practices (such as training, diversity, and employee health and well-being), environmental issues (such as biodiversity, climate change and pollution prevention), and combating bribery and corruption. Consumer interests and community involvement and development are also often considered part of the CSR agenda. The promotion of social and environmental responsibility through the supply-chain, and disclosure of non-financial information are recognised as important cross-cutting issues. A strategic approach to CSR is increasingly important to the competitiveness of enterprises1, helping them to create value both for owners and shareholders, and for other stakeholders and society at large, including disadvantaged and vulnerable groups. A reputation for having responsible enterprises can enhance the European Unions global competitive positioning. Thanks to its potential to enhance companies' commitment and contribution to smart, sustainable and inclusive growth, CSR is a crucial part of the exit strategy from the economic crisis and the transformation to a more cohesive society and a sustainable economic system. Provided it is managed and practiced in a credible and transparent manner, CSR strengthens the European social model and is an opportunity for enterprises to win the trust and respect of citizens. An increasing number of large European companies and also SMEs adopt socially responsible business strategies as CSR is increasingly proving to be a successful business model. This allows responsible companies to respond to evolving trends in consumer's choices which are increasingly focussed on companies' behaviour. Through CSR enterprises can significantly contribute to the European Unions treaty objectives of sustainable development and a highly competitive social market economy. CSR underpins in particular the objectives of the Europe 2020 strategy for smart, sustainable and inclusive growth and its flagship initiatives, such as the Agenda for New Skills and Jobs, Youth on the Move, the European Platform against Poverty and Social Exclusion, as well as the implementation of the actions proposed in the Single Market Act for a new growth. Indeed numbers of them make direct references to the importance of corporate social responsibility2.
European Competitiveness Report 2008 (COM(2008)774), and accompanying Staff Working Paper SEC(2008) 2853 2 Including the Integrated Industrial Policy for the Globalisation Era COM(2010)614, the European Platform against Poverty and Social Exclusion COM(201)1564 and the Single Market Act(COM(2011)206.
European enterprises have made significant progress in the field of CSR since the Commissions 2001 Green Paper on CSR in 2001 and in particular since its last communication on CSR in 20063. Indicators of progress include: The number of EU enterprises listed as having signed up to the ten CSR principles of the United Nations Global Compact has risen from 600 in 2006 to over 1900 in 2011. The number of organisations with sites registered under the EUs Environmental Management and Audit Scheme (EMAS) has risen from 3,300 in 2006 to over 4,600 in 20114. The number of Eco-label licenses awarded for more environmentally friendly products increased from 380 in 2006 to over 1,100 in 2010. The number of EU companies signing transnational company agreements with global or European workers organisations, covering issues such as labour standards, rose from 79 in 2006 to over 140 in 2011. The Business Social Compliance Initiative, a European, business-driven initiative for companies to improve working conditions in their supply-chains, has increased its membership from 69 in 2007 to over 700 in 2011. The number of European enterprises reporting on their CSR and sustainability performance is estimated to have risen from about 1,500 in 2006 to about 2,500 in 20105. The number of European enterprises publishing sustainability reports according to the guidelines of the Global Reporting Initiative rose from 270 to over 850 in the same period.
Many enterprises deserve recognition for their leadership and innovative CSR approaches. Leading enterprises are very sophisticated in their understanding of societal challenges, and equally ambitious in providing solutions. Through the European Alliance on CSR, launched with support from the Commission in 2006, leading enterprises developed a series of practical tools on key issues, for example gender equality, responsible supply-chain management, and improving dialogue with investors on companies non-financial performance. Important challenges remain however. Although many of the indicators demonstrate progress, there is room to do better. Many large companies in the EU still do not have CSR policies or have not fully integrated CSR into business operations and core strategy. Accusations persist of the involvement of a small minority of European enterprises in human rights harm and failure to respect core labour standards. Furthermore, progress has been uneven across the EU, with enterprises in some Member States frequently recognised as global leaders in CSR, while in other Member States the degree of awareness and engagement is much lower. The CSR potential of the 23million SMEs is not yet sufficiently validated and recognized.
3 4
COM(2001)366 and COM(2006)136 Of these organisations, it is estimated that about 80% are enterprises. 5 Corporateregister.com
Moreover the context in which enterprises operate has evolved in recent years. The opportunities for growth by integrating societal concerns into business operations and strategy are increasingly recognised, although more can still be done to make sure that the market sufficiently rewards responsible business practices. The focus of Europe 2020 strategy on sustainable and inclusive growth creates new opportunities for business to contribute to a sustainable growth model for our society. The economic crisis and its social consequences have focused attention on the social and ethical performance of business. A number of important global CSR principles and guidelines have been created or recently revised. Enterprises and governments in some emerging economies have become increasingly ambitious in their approach to CSR. This communication sets out an ambitious and modern European CSR policy, fully adapted to the new challenges. It aims to meet the expectations expressed by the European Parliament, the Council, a number of Member States, enterprises and other stakeholder groups. It reaffirms the EUs global leadership in this field, and will enable the EU to better defend its interests and values in international fora and in relations with partner countries and regions. A European approach to CSR is necessary to guide and coordinate EU Member State policies, helping to avoid the development of divergent approaches, such as different national CSR principles and guidelines that could create additional costs for enterprises operating in more than one EU Member State. The strategy put forward in this communication also provides a framework to better coordinate and implement European policies relevant to CSR. It also provides continuity with the Commissions 2006 communication on CSR in a number of aspects, including emphasis on the multistakeholder approach, the need for business leadership, the need to recognise the important potential of SMEs while taking account of their particular circumstances, and the links between CSR and competitiveness. But, in this communication, the Commission further develops certain important aspects which were not sufficiently tackled in the 2006 one and which deserve a stronger political leadership from the Commission and the EU, in particular after the financial, economic and social crisis which emerged in 2008. Within this new context, the Commission puts forward now a modern understanding of the concept CSR, stressing the need for enterprises to take a strategic approach, and acknowledging that public authorities can support the development of CSR through a smart mix of mainly voluntary and, where necessary, regulatory policy measures, as described in Chapter 3; a new focus on how CSR can help to build greater trust in business;, as proposed in Chapters 4.1 and 4.2; proposals to create greater market reward for CSR, including by addressing responsible consumption, public procurement and investment, as defined in Chapter 4.3; and a stronger emphasis on disclosure of non-financial information ( see in Chapter 4.4 ), on internationally recognised CSR guidelines ( as refered in Chapter 4.7.1 ) and principles and guidelines, on business and human rights, ( as described in Chapter 4.7.2 ) ; and on disclosure of non-financial information; A MODERN UNDERSTANDING OF CORPORATE SOCIAL RESPONSIBILITY
CSR requires a high degree of engagement with, and transparency towards, a companys internal and external stakeholders. More intensive engagement with stakeholders enables
enterprises to better anticipate and take advantage of fast changing societal expectations and operating conditions. To maximise the competitive advantages that CSR can bring, enterprises should adopt a longterm, strategic approach, and proactively manage social, environmental and ethical risks and opportunities that are linked with their core business. Enterprises that manage CSR as a peripheral concern, mainly related to public relations or philanthropy, are likely to miss opportunities for growth and competitiveness gains. CSR has a responsibility and accountability dimension, which helps companies to minimise and eliminate their negative social and environmental impacts; and a commercial opportunity and innovation dimension, which enables companies to maximise their contribution to societal wellbeing, including through the development of innovative products, services and business models which lead to higher quality and more productive jobs. Respect for applicable legislation and collective agreements is of course a prerequisite for any meaningful approach to CSR. For most small and medium-sized enterprises, CSR is informal and intuitive. For companies seeking a more formal approach, especially large companies, authoritative guidance is provided by internationally recognised CSR principles and guidelines, in particular the ten principles of the United Nations Global Compact, the OECD Guidelines for Multinational Enterprises, the ISO 26000 Guidance Standard on Social Responsibility, the ILO Tri-partite Declaration of Principles Concerning Multinational Enterprises and Social Policy, and the United Nations Guiding Principles on Business and Human Rights. The Commission will ensure that these new and/or updated internationally recognised CSR principles and guidelines will be duly integrated in the EU own CSR policies, in coherence with the EU values and objectives as defined in the Lisbon Treaty. The concept of CSR is applicable to all enterprises, regardless of size or other characteristics, although any attempt to promote CSR must take into account the specific circumstances of SMEs. Certain types of enterprise, such as cooperatives, mutuals, and family-owned businesses, have ownership and governance structures that can be especially conducive to responsible behaviour. Therefore, while this communication primarily refers to the place of enterprises in society and to their relations with internal and external stakeholders, it is adopted together with a complementary but distinct Social Business Initiative (SBI). The SBI specifically targets enterprises whose primary purpose is explicitly social and/or environmental, that reinvest profits for that purpose, and whose internal organisation reflects the societal objectives. The SBI deals with the ecosystem required for social business initiatives and social innovation to flourish and contribute to the European social market economy. CSR is separate from but linked to the concept of corporate governance, which is defined as the system by which companies are directed and controlled and as a set of relationships between a companys management, its board, its shareholders and its other stakeholders. The Commission will consider possible policy measures in 2012 to upgrade the EU corporate governance framework, in the light of responses to its Green Paper on this issue6.
The development of CSR should be lead by enterprises themselves. Public authorities and other stakeholders should play a supporting role through a smart mix of mainly voluntary and, where necessary, regulatory policy measures. In urging companies to take more social responsibility, public authorities should ensure that their own actions enhance private initiative and enterprise capacity for innovation. The role of public authorities in support of CSR takes a number of forms: Encouraging and facilitating CSR, for example by: partnering with business on specific issues; supporting awareness-raising, training and research; convening discussions between enterprises and other stakeholders; publicly recognising good practice. Helping to clarify public expectations regarding CSR, on which enterprises can then build their own particular approach. Enterprises must be given the flexibility to innovate and to develop an approach to CSR that is appropriate to their circumstances. Many enterprises nevertheless value the existence of CSR principles and guidelines that are supported by public authorities, to benchmark their own policies and performance, and to promote a more level playing field. Adopting polices and, where necessary, regulations to create market incentives that reward responsible companies, to promote transparency and to ensure corporate accountability.
Other stakeholders also have an important role to play in supporting the development of CSR. Trade unions and civil society organisations identify problems, bring pressure for improvement and can work constructively with business to co-build solutions. Consumers and investors are in a position to enhance market reward for socially responsible companies through the consumption and investment decisions they take. The media can raise awareness of social and environmental issues that are relevant to enterprises, and draw attention to good and bad business practices. 4. AN AGENDA FOR ACTION 2011-2014
The following agenda contains commitments from the European Commission itself, as well as suggestions for enterprises, Member States, and different stakeholder groups, with a view to strengthening the CSR process within the EU and globally. In implementing this agenda, the Commission will at all times take account of the differences between SMEs and larger enterprises, and avoid creating unnecessary administrative burden for business. 4.1. Recognising and enhancing CSR in European enterprises
By giving public recognition to what enterprises do in the field of CSR, the EU can help to identify good practice, foster exchange of experience between enterprises in different Member States and beyond, and encourage more enterprises to develop their own strategic approaches to CSR. The results of relevant EU funded research programmes can provide a basis for the development of innovative CSR methodologies.
Small and medium-sized enterprises often require advice on CSR that is tailored to their particular circumstances. The lessons from initiatives in different Member States to support CSR amongst SMEs can be used to further increase the quality and impact of support to SMEs in this field. After adequate capacity building the Enterprise Europe Network can improve the quality and availability of CSR advice for SMEs at EU level. Initiatives to promote CSR should take account of the fact that different sectors have different CSR priorities, as already acknowledged in some sector-based CSR initiatives supported by the Commission. In recent years several sectoral social dialogue committees have promoted good CSR practices and established guidelines, for example on CSR reporting7. The Commission facilitates such initiatives by European social partners, and recognises that CSR contributes to and supplements social dialogue. Innovative and effective CSR policies have also been developed by way of transnational company agreements (TCAs) concluded between enterprises and European or global workers' organisations. The EU supports TCAs through exchanges of experience, financial support, monitoring, and studies8. The Commission realises the need for dialogue on issues such as employability and workforce evolutions, demographic change, the needs of young people, active ageing with reference to the European Year for Active Ageing in 2012, and employee health and well-being: it will promote such dialogue in 2011-2012 with enterprises and other stakeholders, including, where appropriate, with public and private employment services, on how enterprises can contribute to a more inclusive society. The Commission has launched a number of programmes to work with enterprises and other stakeholders on some critical social and environmental issues, such as the Retail Forum for Sustainability, the EU Platform for Diet, Physical Activity and Health, the Business and Biodiversity Campaign and the process on corporate responsibility in the pharmaceutical industry. Further engagement with enterprises will be important for the success of Europe 2020 flagship initiatives. CSR Europes Enterprise 2020 initiative is to be welcomed as an example of business leadership in the field of CSR that is particularly relevant to EU policy objectives.: the Commission will cooperate with CSR Europe to review the initial results of this initiative, which are expected by the end of 2012, and to help define its next steps The Commission will: Create in 2012 multistakeholder CSR platforms in a number of relevant industrial sectors, for enterprises, their workers and other stakeholders to make public commitments on the CSR issues relevant to each sector and jointly monitor progress.
See Chapter 6.3.4 of "Industrial relations in Europe 2010", European Commission, DG Employment Social Affairs and Inclusion, 2011 "The role of transnational company agreements in the context of increasing international integration COM(2008) 419 final". Between 2000 and 2010, some 200 transnational company agreements have been concluded in 100 companies employing 10 Million employees, of which 80 international framework agreements concluded with Global trade union federations. See database, work of the expert group and related information at http://ec.europa.eu/social/main.jsp?catId=707&langId=en&intPageId=214.
Launch in 2012 European annual awards for CSR partnerships between enterprises and their stakeholders. Support in 2012 an initiative to build the capacity of the Enterprise Europe Network in the field of CSR, in order to improve the quality and availability of CSR advice for small and medium-sized enterprises. Enhance its support for transnational company agreements by assessing the work carried out in this field since 2008, and launching in 2011 a searchable database of such agreements. Adopt a communication on volunteering in 2011, drawing attention to employee volunteering as part of company CSR policies.
Like all organisations, including governments and the EU itself, enterprises need to be trusted by the societies in which they operate. It has been observed that trust in business has to some extent been damaged during the economic crisis9. There is frequently a gap between citizens expectations and what they perceive to be the reality of business behaviour. This gap is caused partly by instances of cases of irresponsible behaviour by some enterprises. It is also sometimes caused by an insufficient understanding on the part of some enterprises of fast evolving societal expectations, as well as by an insufficient awareness on the part of citizens and stakeholder organisations of the achievements of enterprises and the constraints under which they operate. The European business community should aspire to be amongst the most trusted groups of organisations in society. A more widespread uptake of credible and transparent CSR practices amongst European enterprises, as well as more open debate between enterprises, citizens and other stakeholders, should help to build greater trust in business. The Commission will: Launch in 2012 an open debate with citizens, enterprises and other stakeholders on the role and potential of business in the 21st century, with the aim of encouraging common understanding and expectations. Carry out as from 2012 periodic surveys of citizen trust in business and attitudes towards CSR. Enhancing market reward for CSR
Although the positive impacts of CSR on competitiveness are increasingly recognised, enterprises still face dilemmas in which the most socially responsible course of action may not be the most financially beneficial, at least in the short term. The EU should use existing
policies in the field of consumption, public procurement and investment to help strengthen market incentives for CSR. 4.3.1. Consumption
Although consumer attention to CSR-related issues has grown in recent years, significant barriers remain, including insufficient awareness and interest, the need sometimes to pay a price premium, and lack of easy access to the information necessary for making informed choices. Some enterprises are playing a pioneering role in helping consumers to make more sustainable and responsible choices. A single label covering all aspects of CSR is unlikely to be feasible, but labelling schemes on some individual aspects of CSR, such as the European Eco-label, can support more responsible consumption. In 2009 the Commission adopted a communication on trade-related sustainability assurance schemes, highlighting the need for consumers to understand the criteria underlying such schemes10. The Commission will: In the 2012 revision of the Sustainable Consumption and Production Action Plan, and the 2013 review of European consumer policy, identify new measures to facilitate more responsible consumption, possibly concerning labelling and consumer information. Public procurement
The Commission published a guide on green public procurement in 2004, and has set an indicative target that 50% of all public procurement in the EU should comply with agreed green public procurement criteria. In 2011 the Commission also published a guide on Socially Responsible Public Procurement (SRPP), explaining how contracting authorities can integrate social considerations into public procurement within the existing EU legal framework. The further integration of environmental and social criteria into public procurement could strengthen the market reward for CSR, although it must be done in way that does not discriminate against small and medium-sized enterprises, and abides by Treaty provisions on non-discrimination, equality of treatment and transparency. The Commission will: As part of the 2011 review of the Public Procurement Directives, facilitate the better integration of social and environmental considerations into public procurement, without introducing additional administrative burdens for contracting authorities or enterprises.
Member States and public authorities at all levels to make full use of all possibilities offered by the current legal framework for public procurement. Investment
By taking adequate account of social and environmental information, investors contribute to a more efficient allocation of capital that is able to better address longer-term goals, and create market incentives for socially responsible enterprises. The ability of investors to take account of social and environmental information is influenced by the relevance and quality of information disclosed by companies. The Commission will support in 2012 capacity-building for mainstream investors on how to integrate social and environmental information into investment decisions. Such information can also aid investors in taking a longer-term, more sustainable view of their investments and their returns. In parallel more shareholders should be encouraged to take an interest in the longer term performance of enterprises, on the basis of responses to the Commission's Green Paper on corporate governance. Public policy should support the further development of the sustainable and responsible investment (SRI) sector, and promote more responsible practices amongst mainstream investment actors. In response to the financial crisis, the Commission is making a number of regulatory proposals to ensure a more responsible and transparent financial system. Public authorities have a particular responsibility to promote CSR in enterprises which they own or in which they invest. The Commission will: Consider proposals for a requirement on institutional investors to inform clients about any ethical or responsible investment criteria they apply or any standards and codes to which they adhere. Consider support for labelling measures for the SRI sector, to help build trust and scale.
The Commission invites: European asset managers and asset owners, especially pension funds, to sign up to the UN Principles for Responsible Investment. Improving company disclosure of social and environmental information
Existing EU legislation requires enterprises to disclose environmental and employee-related information to the extent necessary for an understanding of the company's development, performance or position11. Member States may exempt SMEs. Some Member States have introduced disclosure requirements that go beyond existing EU legislation. There is a possibility that different national requirements could create additional costs for enterprises operating in more than one EU Member State.
Transparency is an important element of accountability, and contributes to building public trust in enterprises. Disclosure of social and environmental information facilitates engagement with stakeholders and the identification of material sustainability risks. Many market incentives for CSR can only work if there is adequate disclosure of social and environmental information from enterprises. Disclosure of social and environmental information can significantly benefit employees, consumers, and investors, as well as affected local communities. The recent public consultation organised by the Commission shows that certain stakeholders consider that current disclosure practices fail to meet their needs, while other stakeholders consider that current practices are acceptable or good. To meet the needs of enterprises and other stakeholders, information should be material, reliable, comparable, accessible, clear, timely, forward-looking as well as retrospective, and cost-effective to collect. The involvement of stakeholders in the disclosure process increases the likelihood that the information disclosed will meet stakeholder needs. Assurance of reported information can enhance its reliability. A growing number of European companies disclose social and environmental information using different means and channels. SMEs often communicate such information informally. In particular, one source estimates that about 2,500 European companies publish CSR or sustainability reports, which puts the EU in a position of global leadership12. However this is still only a small fraction of the 42,000 large companies operating in the EU. There are a number of international frameworks for the disclosure of social and environmental information, including the Global Reporting Initiative, the UN Global Compact, the OECD Guidelines for Multinational Enterprises, and the ISO 26000 Guidance Standard on Social Responsibility. Integrated financial and non-financial reporting represents an important goal for the medium and long term, and the Commission follows with interest the work of the International Integrated Reporting Committee. Policy measures to improve disclosure of social and environmental information must take account of the differences between companies, including the specific characteristics of SMEs, and avoid unnecessary administrative costs. All organisations, including civil society organisations and public authorities, are encouraged take steps to improve disclosure of their own social and environmental performance. The Commission realises the importance of developing appropriate measurements to aid disclosure and reporting. In the environmental field, a harmonised methodology for company measurement, management, and reporting of environmental impacts is being developed. In the social field, dialogue on social metrics will be pursued. The Commission will: Present in 2012 a legislative proposal on the transparency of the social and environmental information provided by companies in all sectors.
By the end of 2013, publish a report on its own social and environmental performance. Further integrating CSR into education, training and research
The further development of CSR requires new skills as well as changes in values and behaviour. Enterprises increasingly invest in building the CSR-related skills of their managers and employees. A growing number of European business schools and some universities integrate CSR and sustainability into relevant teaching curricula, although more needs to be done. The UN Principles for Responsible Management Education are an important point of reference for business schools in particular, but less than 50% of European business schools are currently signatories. The EU is committed to promoting the concept of education for sustainable development and will continue to provide financial support for education and training projects on CSR under the EU Lifelong Learning Programme. High quality academic research supports the development of business practice and public policy in the field of CSR. Further research should build on the results of projects financed under the 6th and 7th European Research Programmes. The Commission will explore opportunities for financing further research on CSR still under the 7th European Research Programme, as well as under its successor, Horizon 2020. The Commission will: . Put forward in 2012 proposals to raise the awareness of education professionals on the importance of including CSR in relevant education curricula. Support partnerships between the Commission and private bodies in youth and nonformal education and training on socially responsible attitudes through the Youth in Action programme. Publish a list of all European business schools that have signed up to the UN Principles for Responsible Management Education, with the aim of encouraging all European business schools to sign the principles by the end of 2014.
The Commission also: Invites Member States to encourage education establishments to further integrate CSR, sustainable development and responsible citizenship into relevant education curricula, including where appropriate at secondary school and university level. Emphasising the importance of national and sub-national CSR policies
Many public policy measures to support CSR are best carried out at national, regional and local level. Regional and local authorities should develop initiatives and policies in support of CSR, making use where appropriate of EU structural funds, especially the European Social Fund and the European Regional Development Fund.
Support for SMEs in the field of CSR is usually most effectively provided at local and regional level. This is also because through CSR companies of all sizes can make an important contribution to sustainable territorial development and coherent development strategies at the local level, in accordance with the principles of smart and inclusive growth. This can help to tackle locally concentrated problems such as poverty and social inclusion (including of migrants). A smart use of EU structural funds can in this context be combined with companies' CSR policies. The Commission will: Discuss with Member States ways to improve the exchange of experience regarding national CSR policies, with a view to creating a peer review/benchmarking mechanism in 2012.
The Commission invites: Member States to develop or update by mid 2012 their own plans or national lists of priority actions to promote CSR in support of the Europe 2020 strategy, with reference to internationally recognised CSR principles and guidelines and in cooperation with enterprises and other stakeholders, taking account of the issues raised in this communication. Better aligning European and global approaches to CSR
The EU should promote European interests in international CSR policy developments, while at the same time ensuring the integration of internationally recognised principles and guidelines into its own CSR policies. 4.7.1. Focusing on internationally recognised CSR principles and guidelines
The core set of internationally recognised CSR principles and guidelines represent an evolving and recently strengthened global framework for CSR. The Commission welcomes the involvement of several non-OECD countries in the recent update of the OECD Guidelines, and the participation of different stakeholder groups from many countries in the development of the ISO 26000 Guidance Standard. The Commission will step up its cooperation with Member States, partner countries and relevant international fora, including the UN, the OECD, the ILO and the G-20 to promote respect for internationally recognised CSR principles and guidelines and to foster greater consistency between them. By focussing on internationally recognised CSR principles and guidelines, the EU will be better able to defend its own values and to promote a more level global playing field. This approach also requires EU enterprises to renew their efforts to respect internationally recognised CSR principles and guidelines.
The Commission will: Monitor the commitments made by European enterprises with more than 1.000 employees to take account of internationally recognised CSR principles and
guidelines and take account of the ISO 26000 Guidance Standard on Social Responsibility in its own operations. The Commission invites: All large European enterprises to make a commitment by 2014 to take account of at least one of the following internationally recognised principles and guidelines when developing their approach to CSR: the UN Global Compact, the OECD Guidelines for Multinational Enterprises, or the ISO 26000 Guidance Standard on Social Responsibility. All European-based multinational enterprises to make a commitment by 2014 to respect the ILO Tri-partite Declaration of Principles Concerning Multinational Enterprises and Social Policy. Implementing the UN Guiding Principles on Business and Human Rights
In June 2011 the UN Human Rights Council endorsed a set of Guiding Principles on Business and Human Rights for the implementation of the Protect, Respect, Remedy Framework that was itself endorsed in 2008. That framework comprises three distinct but interrelated pillars: The state duty to protect against human rights abuses by third parties, including business: some of the issues that EU Member States should address as part of this duty should be addressed at EU level for reasons of competence, or could be better addressed at EU level for reasons of scale. The corporate responsibility to respect human rights: this responsibility goes beyond compliance with laws and regulations protecting human rights. The Guiding Principles identify the need for enterprises to have a policy commitment to respect human rights; to carry out human rights due diligence in order to identify, prevent, mitigate and account for how they address their adverse human rights impacts; and to engage actively in remediation when an adverse human rights impact is identified. Difficulties in meeting the corporate responsibility to respect human rights are often greatest in countries where the state fails to meet its duty to protect human rights, typically countries with weak governance and/or affected by conflict. The need for access by victims to effective access to remedy: the system of National Contact Points for the OECD Guidelines can be a useful non-judicial remedy mechanism when allegations of human rights harm occur. Access to judicial remedy is sometimes necessary, and the EU works with many developing countries to improve their judicial systems. In its proposals to recast the Brussels I Regulation, which relates to civil and commercial disputes, the Commission has proposed measures that would improve access to justice in the EU for victims of human rights harm outside the EU, including harm caused by enterprises. Nevertheless, the legal liability of foreign companies and their subsidiaries for possible involvement in human rights harm outside the EU is the competence of Member States.
Implementation of the UN Guiding Principles on Business and Human Rights will require a high degree of cooperation between all parties concerned. A process involving enterprises and EU Delegations in partner countries will raise awareness and understanding of the challenges companies face that operate in countries where the state fails to meet its duty to protect human
rights. Cooperation between Member States, the European Parliament, enterprises and other stakeholders will help to identify priorities for the further implementation of the UN Guiding Principles. In this context possible options for closer cooperation with the Council of Europe will be explored. Improving the coherence of European policies relevant to business and human rights is a critical challenge. Better implementation of the UN Guiding Principles will contribute to EU objectives regarding specific human rights issues and core labour standards, including child labour, forced prison labour, human trafficking, gender equality, nondiscrimination, freedom of association and the right to collective bargaining. The Commission will: Work with enterprises and stakeholders in 2012 to develop human rights guidance for small and medium-sized enterprises as well as specific guidance for a limited number of relevant industrial sectors, based on the UN Guiding Principles. Publish a report by the end of 2013 on the implementation of the framework in the context of European policies.
The Commission also: Expects all European enterprises to meet their corporate responsibility to respect human rights, as defined in the UN Guiding Principles, including policy commitment, human rights diligence and remediation. Invites EU Member States to develop by the end of 2012 national plans for the implementation of the UN Guiding Principles. Emphasising CSR in relations with other countries and regions in the world, including through trade policies and development policies
The Commission promotes internationally recognised CSR principles and guidelines, as well as decent work13, by means of bilateral and regional policy dialogues with partner countries and regions and also through its trade policy and development assistance. Recently concluded free trade agreements have chapters on trade and sustainable development that make reference to CSR. The EUs Generalised System of Preferences (GSP) provides incentives to vulnerable developing countries to ratify and implement core international conventions on human rights, labour, the environment and governance. The Commissions proposal for a new GSP regulation envisages a reinforcement of the incentive arrangement combined with an enhanced dialogue with the beneficiary countries and improved monitoring of compliance. The Commission will ensure that future bilateral investment treaties negotiated at EU level are consistent with other EU policies, including decent work, health and safety and human rights. Furthermore where appropriate, it will propose to address CSR in established dialogues with partner countries and regions, including with candidate and potential candidate countries and countries covered by the European Neighbourhood Policy.
Commission Communication: "Promoting decent work for all" COM(2006) 249 final; Commission Staff Working Document "Report on the EU contribution to the promotion of decent work in the world" SEC(2008)2184
Enterprises, including EU enterprises operating in developing countries, can help to combat poverty and achieve the Millennium Development Goals. By promoting respect for international social and environmental standards, EU enterprises foster better governance in developing countries. Business models that target the poor as consumers, producers, and distributors help to maximise development impact. However, the potential synergies between EU development aid and the operations of European companies in developing countries are insufficiently exploited. The Commission will: When negotiating free trade agreements, propose to partners the inclusion of a chapter on sustainable development, including references to internationally recognised CSR principles and guidelines. Adopt a communication in 2012 on the external dimension of social policy, putting a particular emphasis on promoting decent work, core labour standards and CSR principles in its relations with EU partners worldwide. CONCLUSION
This renewed European strategy on CSR aims to enhance the business contribution to sustainable development and the Europe 2020 objectives, building on the good progress already achieved by many European enterprises while also addressing remaining challenges and emerging issues. It should enable enterprises to fulfil their enormous potential to create value both for owners/shareholders and for other stakeholders and society at large. The Commission will work with Member States, enterprises and other stakeholders, within a renewed European CSR Forum, to periodically monitor progress and to jointly prepare a review meeting to be held by mid 2014. In preparation for that meeting the Commission will publish a report on the implementation of the agenda for action set out in this communication. On the basis of this communication, the European Commission would welcome discussion with and commitments from the Council, the European Parliament, the Economic and Social Committee, the Committee of the Regions, enterprises and other stakeholders.

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