ABSTRACTPurpose: The purpose of this article is to acknowledge the contribution and significance of the manuscripts published in the 2015 double issue of the Journal of Business-to-Business Marketing celebrating its 21st. anniversary. A precis of each articles’ contribution is highlighted. The author explores the distinct and relevant themes that marked the orientation and positioning of the journal as the premier specialized front runner outlet in the business-to-business (B-to-B) domain and provides reflections about what is next. Finally, further recognition of David T. Wilson as founder of the JBBM, his role as educator and his teaching are remembered.Methodology/approach: A content analysis on each of the manuscripts was performed in an attempt to identify central themes, orientations, findings, and recommendations. The approach is qualitative and focused on identifying common voices from the authors that provide light to the sustainability and relevancy of the JBBM in the future. And, my reflections are enmeshed with my participant observer status as a bonafide B-to-B scholar.Findings: The JBBM has succeeded by proposing new theoretical frameworks, conceptual spaces, appropriate methodologies, and an overall rigor to a variety of themes, problems identified by the business community, international contexts, and cross functional perspectives. Our understanding of B-to-B problems, and the marketing concerns of practitioners and industry have improved but still has challenges related to value, relevancy, validity, practical implications, and usefulness to managers and industry.Research implications: As an applied field, B-to-B has borrowed theoretical frameworks and perspectives from other disciplines. It is clear that a more conceptual refinement is needed. Now is the time to organize our findings, thoughts, propositions, and observations. It may be necessary to create venues that allow for a more intense dialogue between the academic and business community. Some of these partnerships are conducted within the framework of research institutes, centers, alliances with regional and national chambers and professional associations, practitioner forums, executive training, and alliances within ecosystems networks and others. I suggest that we focus more on the “exploration” of concepts and particular organizational realities rather than on the theory testing alone. Researchers in B-to-B may require an immersion and evaluation of the situational relevancy (deep dive and thick descriptions) through an experiential validation process, interpretation, and “being there.”
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