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Article
Publication date: 4 July 2013

Erno Selos, Teemu Laine, Inger Roos, Petri Suomala and Lauri Pitkänen

This study aims to focus on the switching path analysis technique (SPAT) application to enlarge the understanding of customer switching from the business to consumer (B‐to‐C…

Abstract

Purpose

This study aims to focus on the switching path analysis technique (SPAT) application to enlarge the understanding of customer switching from the business to consumer (B‐to‐C) context to the processes of business‐to‐business (B‐to‐B) supplier switches.

Design/methodology/approach

The paper is a theory extension of SPAT, with nine (9) supplier switching cases in different B‐to‐B settings. The cases shed light also on the actual triggers and determinants of the B‐to‐B switches.

Findings

The study proves the applicability of SPAT in B‐to‐B settings. The B‐to‐B context adds complexity, forming a relationship flow where many driving factors act for switching. Thus, the findings suggest that a comprehensive analysis of the triggers and determinants is required to understand the switching processes. In particular, the characteristics of the active/passive behaviour should be analysed separately in the customer and in the old and new suppliers.

Research limitations/implications

The empirical findings are exploratory in nature. Further research should refine the characteristics of active and passive behaviour at the levels of the relationship, the companies and the individuals to comprehend the notion of the influential trigger in SPAT. Further research should also address the wider topic of the patterns of certain triggers and determinants that actually lead to unstable supplier relationships.

Practical implications

The B‐to‐B supplier switches appear to be complex processes. The supplier should be able to be constantly aware of the major changes in the customer's business. Based on this awareness, the supplier may actively affect the development of the relationship to avoid unwanted switches.

Originality/value

The paper combines the relatively mature research stream of B‐to‐C supplier switches and access to B‐to‐B supplier‐switching cases. The theory contribution of the paper is the extension of the theory to the B‐to‐B context, with relevant research implications.

Details

Managing Service Quality: An International Journal, vol. 23 no. 4
Type: Research Article
ISSN: 0960-4529

Keywords

Article
Publication date: 20 September 2011

Carsten Baumgarth and Lars Binckebanck

This paper aims to develop and empirically test a conceptual framework explaining the influence of the sales force on brand equity relative to the product and promotion elements…

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Abstract

Purpose

This paper aims to develop and empirically test a conceptual framework explaining the influence of the sales force on brand equity relative to the product and promotion elements of the marketing mix, in the context of business‐to‐business marketing.

Design/methodology/approach

Six research hypotheses, relating to the effects of four key drivers of B‐to‐B brand equity identified in a review of the relevant literature, were empirically tested with a sample of 201 respondents in B‐to‐B firms in Germany, using partial least squares analysis.

Findings

The results confirm the high relevance of the sales force to the building and maintenance of a strong B‐to‐B brand. The most important driver of brand equity in this environment is the salesperson's behaviour, followed in sequence by his or her personality, product quality and non‐personal marketing communications.

Research limitations/implications

The sample size permits only a general analysis and conclusions. The choice of PLS analysis and formative scales limits the rigorousness of scale and model evaluation. The decision to interview one manager per company may have introduced informant bias.

Practical implications

The study identifies controllable variables that are critical to the effective management of a B‐to‐B brand and offers an alternative approach to the measurement of brand equity in B‐to‐B marketing.

Originality/value

This is the first study to test the widely claimed influence of the sales force on B‐to‐B brand equity empirically, developing a simple but powerful framework to integrate sales management and brand management in this context.

Details

Journal of Product & Brand Management, vol. 20 no. 6
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 1 January 2004

Riyad Eid and Myfanwy Trueman

Business‐to‐business international Internet marketing is one of the key drivers in sustaining an organisation’s competitive advantage. The challenge for organisations today is to…

7320

Abstract

Business‐to‐business international Internet marketing is one of the key drivers in sustaining an organisation’s competitive advantage. The challenge for organisations today is to understand the factors that play a critical role in utilising Internet capabilities and their implications on business strategic objectives to enable them to compete successfully in the electronic age. Proposes 33 critical factors classified into five categories and validated empirically through a sample of 123 UK companies. Discusses the significance, importance and implications for each category and makes recommendations.

Details

Industrial Management & Data Systems, vol. 104 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 29 August 2022

Irfan Irfan, Alan Kai Ming Au, Faisal Khurshid and Felix T.S. Chan

Drawing on organizational learning and dynamic capabilities literature, this study aims to explore how suppliers from traditional emerging economies (STEE) can acquire, assimilate…

Abstract

Purpose

Drawing on organizational learning and dynamic capabilities literature, this study aims to explore how suppliers from traditional emerging economies (STEE) can acquire, assimilate and use new knowledge essential for the development of production and marketing capabilities. These capabilities then facilitate suppliers in climbing the value chain from B-to-B to B-to-C.

Design/methodology/approach

The study adopted a longitudinal and multiple case study design to examine the practices of suppliers operating in a traditional emerging economy setting. This study selected Pakistan textile industry as an empirical setting, which is a predominantly supplier market for global buyers. Data sources entail semi-structured interviews with top executives and senior-level managers in four case firms and secondary data obtained from diverse sources.

Findings

The study identified transitionary phases of capabilities development that are facilitated by boundary-spanning knowledge acquisition and transformation in a dynamic manner. These capabilities are essential for a supplier’s entry into downstream international markets (i.e. launching its own products/brands in the end consumers’ market).

Practical implications

The findings could help managers in STEEs to understand the strategic importance of supply chain ties in their learning and capabilities development. It also provides strategic insights on what, how and why involved parties do engage over an extended period of time. Moreover, the findings of this study could help other firms to know and adopt the right type of technology(s) and systems that can help them reduce the technological gap in producing and marketing market-winning products.

Originality/value

This study advances the recent academic discussion that focusses on learning by supplying and the value-chain movement of suppliers (i.e. B-to-C) from their B-to-B engagements. The findings identified the vital and beneficial role of long-term relationships with global value chain partners in learning and capabilities development that led to value creation in the traditional emerging economy.

Details

Supply Chain Management: An International Journal, vol. 28 no. 4
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 3 May 2013

Juha Munnukka, Pentti Järvi and Uusitalo Outi

Customer and value‐oriented business strategies are increasingly important in the context of business to business services. However, little is known about the construction of…

1982

Abstract

Purpose

Customer and value‐oriented business strategies are increasingly important in the context of business to business services. However, little is known about the construction of customer value of B to B services. Also the influences of specific dimensions of service quality on customer value are open to debate. This study aims to explore the construction of customer value of B to B services, and to examine how specific dimensions of service quality contribute to customer value.

Design/methodology/approach

The research data consists of 90 questionnaires which were collected through the structured interview method among Finnish business organizations. Hypothesis testing was conducted through linear multiple‐regression analysis.

Findings

The results suggest that customer value of B to B services is composed of attribute and consequence level elements. Reliability, responsiveness, and assurance were found as the key contributors of consequence level customer value. Attribute level customer value is affected by empathy, responsiveness and assurance dimensions of service quality. Thus, by focusing on right dimensions of service quality organizations are most effectively able to cultivate customer value.

Originality/value

The study identifies the dimensional structure of customer value and suggests a detailed method to investigate the relationship between service quality and customer value.

Details

Marketing Intelligence & Planning, vol. 31 no. 3
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 31 March 2020

Gloria Berenguer-Contrí, Martina G. Gallarza, Maria-Eugenia Ruiz-Molina and Irene Gil-Saura

The purpose of this paper is to describe the way in which B-to-B relationships are built, based on commitment and trust affecting value co-creation (VcC) and resulting in greater…

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Abstract

Purpose

The purpose of this paper is to describe the way in which B-to-B relationships are built, based on commitment and trust affecting value co-creation (VcC) and resulting in greater or lesser economic and social satisfaction and the manager’s perception of the delivered value (business customer value) moderating these effects.

Design/methodology/approach

Through a means-end approach, a causal model is estimated with PLS using a sample of 268 hotel managers who rate their relationship with their main partner (travel agency or booking center) in Spain.

Findings

VcC is a) dynamic because it is episodic, where VcC is a mediator between the trust–commitment relationship and two types of satisfaction (economic and social) and b) synergetic, because when the hotel delivers higher levels of business customer value, the effects in the linkages of VcC–satisfaction(s) are intensified. These effects are not significantly different on economic versus social satisfaction.

Research limitations/implications

The empirical paper collects the perception of a single partner (hotel managers) in a single setting (hotels in Spain). The moderating role of business customer value on the VcC–satisfaction(s) relationship should be further analyzed. The paper contributes to the growing literature on B-to-B VcC by translating empirically the theoretical richness of the VcC concept as being dynamic and synergetic.

Originality/value

This paper adds quantitative evidence to theoretical assumptions on VcC as dynamic and synergetic. The quantitative modelling proves VcC as a true mediator, in a chain of variables in a B-to-B setting.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 15 March 2013

Mayada A. Youssef

The purpose of this paper is to investigate the process of management accounting change within an Egyptian organization that implemented an extranet.

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Abstract

Purpose

The purpose of this paper is to investigate the process of management accounting change within an Egyptian organization that implemented an extranet.

Design/methodology/approach

Old institutional economic (OIE) theory and Hardy's model of power mobilisation are chosen as a theoretical framework to inform the analysis of the case.

Findings

The results show that the extranet facilitated changes in information availability and business process re‐design. The findings confirm that management accounting practices have changed in the case under study and show how management accountants have become more involved in planning and control. The case highlighted some factors that facilitate the natural processes of routinisation and institutionalisation over time.

Research limitations/implications

It could be argued that one limitation of this research is related to the gap between the change in leadership in TexCo (1993) and the timing of the visits (2001, 2002, 2003 and 2005). However, this problem has been minimized by crosschecking memories of events through interviews. Another limitation of this study is that the author was not allowed to review some of the financial documents in TexCo. However, the author tried to verify the financial figures given by them through inter‐subject checking.

Originality/value

This paper fills a gap in the literature as it focuses on the process of management accounting change associated with the implementation of business‐to‐business (B‐to‐B) e‐commerce. The findings, indicate that the B‐to‐B e‐commerce has facilitated the change in the management accounting practices towards decision support and control. Implementing the B‐to‐B e‐commerce system in TexCo facilitated greater control over inventory and invoicing. It improved the planning process through providing the accountants with accurate and real time information about sales, receivables, cash collection and inventory turnover. The system also facilitated the settlement process, the performance evaluation of TexCo's exhibitions; and saved the time and effort of the accountants during the stocktaking process. The case suggested that there are some factors that may facilitate the processes of routinisation and institutionalisation.

Details

Journal of Accounting & Organizational Change, vol. 9 no. 1
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 18 October 2019

Riyad Eid, Ziad Abdelmoety and Gomaa Agag

The social media have enabled companies to reach out to global markets and provided them with the opportunity to customize their strategies and offerings in an unprecedented way…

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Abstract

Purpose

The social media have enabled companies to reach out to global markets and provided them with the opportunity to customize their strategies and offerings in an unprecedented way. Given the scant empirical evaluation of social media use in the small- and medium-sized enterprises (SMEs) business-to-business (B-to-B) context, this paper aims to offer a comprehensive description of the antecedents and consequences of social media use in international B-to-B SMEs and the way in which this use affects their export performance.

Design/methodology/approach

This study uses a sample of 277 British B-to-B SMEs and uses positivist research with a quantitative approach, adopting a survey strategy through questionnaires and structural equation modeling.

Findings

The results reveal that the use of social media influences export performance through the quality of international business contacts – understanding customers’ views and preferences, brand awareness and knowledge of the competition in various international markets. This study contributes to the emerging literature on B-to-B SMEs digital marketing by determining the mechanism through which B-to-B SMEs may benefit from using the social media in their efforts to export.

Originality/value

Despite the promising potential of the social media, especially for export-oriented companies, very limited attention has hitherto been paid to the relationship between the use of social media and export performance. This study attempts to fill the gap by investigating the extent to which actual use of social media impacts on the performance of exporting firms.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 April 2014

Patricia R. Todd, Raj G. Javalgi and David Grossman

The aim of this paper is to focus on the determinants that impact the growth of SMEs in B-to-B markets in emerging economies. The objective is to apply the classic model of…

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Abstract

Purpose

The aim of this paper is to focus on the determinants that impact the growth of SMEs in B-to-B markets in emerging economies. The objective is to apply the classic model of organizational ecology to examine the characteristics of growth patterns in the B-to-B environment for SMEs in emerging markets, specifically India and China. Application of the model can guide SMEs owners/managers in their effort to successfully expand internationally in turbulent markets characterized by competitive and technological intensity.

Design/methodology/approach

An overview of the basics of the organizational ecology model is presented, followed by the description of various economic drivers of B-to-B markets in India and China. The integration of the organizational ecology model and the strategic development of methods to deal with specific challenges of entering international markets are discussed. The paper concludes with managerial implications and suggestions for future research.

Findings

Businesses operating in emerging markets face many of the same roadblocks concerning efficiencies, increasing competition, and the need for capital, that are experienced by businesses throughout the world, however, they also face challenges unique to the developmental nature of the country environment. Ecological models can be used to understand the dynamics between resource utilization and growth.

Practical implications

The ecology-based view evaluates the utilization of resources with a focus on how changes in resource availability impact the international growth strategy of the B-to-B firm in India and China. These two economies represent a large business environment, generally underdeveloped with regards to taking advantage of potential resource availability.

Originality/value

While the significant economic contribution of SMEs is well understood, their business practices in emerging economies have not been extensively studied, especially in the B-to-B arena. The goal here is to stimulate the development of new insights for managing the complex relationships between the B-to-B SMEs, organizational ecology, and the international environment in emerging markets. This study extends the literature concerning factors that impact business success in important emerging markets such as India and China.

Details

Journal of Business & Industrial Marketing, vol. 29 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Book part
Publication date: 3 July 2018

Anna Shaojie Cui and Fang Wu

The purpose of this research is to review empirical research on customer involvement in innovation and identify future research directions that can better connect this research…

Abstract

Purpose

The purpose of this research is to review empirical research on customer involvement in innovation and identify future research directions that can better connect this research with marketing strategy literatures and offer opportunities for further theoretical development.

Methodology/approach

We conduct a review of empirical articles published in eight leading marketing and innovation journals between 2001 and 2017.

Findings

The review shows that the literature on customer involvement in innovation is highly diverse and fragmented, lacking a common understanding of what constitutes customer involvement in innovation and its theoretical underpinnings. There exists a multitude of conceptualizations of customer involvement in innovation, which limits effective accumulation of domain knowledge. A large number of studies have taken the customer’s perspective to examine their motivation to participate and ability to contribute, whereas less research has been done from the firm’s perspective to understand how firms may effectively manage the well-recognized challenges of customer involvement as well as the implications of customer involvement for long-term innovation strategy and overall performance. Based on the review, we offer recommendations for future research.

Practical implications

We identify important questions for future research that are highly relevant for the practice of customer involvement in innovation.

Originality/value

We provide a systematic review of the rapidly growing empirical research on customer involvement in innovation. We evaluate key points of differences in the literature and offer a synthesis that helps identify opportunities for future research.

Details

Innovation and Strategy
Type: Book
ISBN: 978-1-78754-828-2

Keywords

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