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1 – 10 of over 8000Yun E. Zeng, H. Joseph Wen and David C. Yen
Customer relationship management (CRM) and business‐to‐business (B2B) are essential to the success of modern business. Although they are two different modules, they share many…
Abstract
Customer relationship management (CRM) and business‐to‐business (B2B) are essential to the success of modern business. Although they are two different modules, they share many similarities. The integration of CRM and B2B will benefit all related parties in business processes, including sales, marketing, customer service, and information support. This article discusses the characteristics, similarities, and differences of B2B and CRM. It also explores the CRM‐B2B integration strategies, the current issues and their future development trends.
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Carlos Ferro-Soto, Carmen Padin, Mornay Roberts-Lombard, Goran Svensson and Nils Høgevold
This study aims to explore the direct and indirect effects of sales opportunism and sales conflict as well as of non-economic and economic satisfaction in business-to-business (B2B…
Abstract
Purpose
This study aims to explore the direct and indirect effects of sales opportunism and sales conflict as well as of non-economic and economic satisfaction in business-to-business (B2B) sales relationships. This understanding offers B2B buyers enhanced knowledge of sales business expectations towards sustainable business relationships in the future.
Design/methodology/approach
Through self-administered questionnaires, data were obtained from 237 sales or marketing managers/directors of small- and medium-sized companies across industries in Spain, who were randomly contacted via LinkedIn. The multivariate analysis of measurement and structural models was based on IBM SPSS Amos 27.
Findings
The study confirms that sales opportunism positively affects sales conflict. Moreover, sales opportunism is negatively associated with non-economic sales satisfaction, whereas non-economic sales satisfaction is positively associated with economic sales satisfaction. Consequently, if all associates are pleased with the relationship and the gains it can provide, a long-standing orientation can be achieved.
Research limitations/implications
The study expands existing theory on seller–buyer relationships in a B2B context. It contextualises direct and indirect relationships between two antecedents (sales opportunism and sales conflict) and two postcedents (economic sales satisfaction and non-economic sales satisfaction) in sales business–buyer settings.
Practical implications
The study guides buyers in B2B relationships towards an improved understanding of how sales businesses perceive opportunism and conflict (as negative precursors) to impact non-economic satisfaction and how it can influence economic satisfaction.
Originality/value
Most studies explore B2B relationship building from the perspective of the buyer, thereby creating a shortfall in developing an understanding of all partner expectations in B2B relational intent. Moreover, the measurement of satisfaction as a multidimensional construct secured the integration of non-economic satisfaction and economic satisfaction within a single model allowing the constructs measured in this study to be holistically assessed.
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Dinesh Sharma and Sumanjit Dass
Customer experience (CE) has been of research interest especially with researchers in a Business-to-Consumer (B2C) context. Extensive research has identified the potential of…
Abstract
Customer experience (CE) has been of research interest especially with researchers in a Business-to-Consumer (B2C) context. Extensive research has identified the potential of similar studies in Business-to Business (B2B) contexts, yet we have little understanding of what influences a customer's experience in a B2B environment.
This chapter aims to capture the adequacy of efforts to capture the intricacies of CE in a B2B context using input–output measures both in the traditional and modern-day environment. The chapter would provide marketing managers with a clear understanding of how CE is affected in the B2B context. Essentially, it describes the importance of creating a positive CE through the direct interaction of various stakeholders with the company and its brand. This chapter advances the current state of knowledge by analysing the impact of CE on all dimensions of customer journey, creating a differential advantage over time.
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Francisco Guzmán, Fayez Ahmad and Ross W. Johnson
Business organizations are evermore expected to behave conscientiously, but a lack of clarity remains regarding this strategy for business-to-business (B2B) brands. This paper…
Abstract
Purpose
Business organizations are evermore expected to behave conscientiously, but a lack of clarity remains regarding this strategy for business-to-business (B2B) brands. This paper aims to develop and validate a B2B brand conscientiousness model that identifies what factors are driving this approach.
Design/methodology/approach
The research model is validated through a three-stage study that collects insights from high-level executives, mid-level managers and employees in B2B firms. Whereas the first two exploratory stages follow a qualitative approach to identify what factors motivate B2B firms to be conscientious and develop a model, the third stage empirically tests the proposed model through structural equation modeling.
Findings
The results suggest that brand conscientiousness is viewed as an important strategy by B2B stakeholders. Whereas perceived risk discourages, external and internal stakeholder expectations and a firm’s financial commitment to a cause encourage, brands to pursue a conscientious approach. Furthermore, a B2B conscientious strategy must be perceived as authentic. Long-term commitment to the cause, strategic alignment of brand values with the cause and a congruent delivery of the brand’s promise are the drivers of this perceived authenticity.
Originality/value
This paper contributes to the emerging knowledge on B2B conscientious brands by confirming the importance of this approach in a B2B context, identifying the factors that B2B stakeholders – executives, managers and employees – believe are driving it and highlighting the importance and identifying the factors that drive its perceived authenticity.
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Pihla Ruohonen, Sara Vikström and Emma Saarela
The chapter presents how business-to-business (B2B) actors may use branding as a tool for maintaining strong, long-term business relationships with their customers. Current…
Abstract
The chapter presents how business-to-business (B2B) actors may use branding as a tool for maintaining strong, long-term business relationships with their customers. Current knowledge on how to maintain business relationships is presented, related to branding as a tool contributing to long-term and strong business relationships. The phenomenon is studied in detail through a case company, Verso Globe, which operates in the consultancy area and is specialized in sustainability issues. The authors conclude that shared values and norms lead to beneficial business relationships and help maintain them. Also, the case company is closely collaborating and co-creating with its customers, which leads to technological adaptation and increases mutual commitment. A reputation of sharing values, having interest to develop, and co-creating with customers benefits the company and builds the corporate brand. The company culture must, however, support the efforts that make the brand. It is therefore important for B2B actors to understand the customer’s values and use it as a basis for customer relationship management activities. Concurrently, the company’s own values and how it directs employees are elements of its culture, which is the basis for the corporate brand. The perfect match of business relationships is therefore lies in aligning values and norms between the partners.
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Shahrzad Yaghtin and Joel Mero
Machine learning (ML) techniques are increasingly important in enabling business-to-business (B2B) companies to offer personalized services to business customers. On the other…
Abstract
Purpose
Machine learning (ML) techniques are increasingly important in enabling business-to-business (B2B) companies to offer personalized services to business customers. On the other hand, humans play a critical role in dealing with uncertain situations and the relationship-building aspects of a B2B business. Most existing studies advocating human-ML augmentation simply posit the concept without providing a detailed view of augmentation. Therefore, the purpose of this paper is to investigate how human involvement can practically augment ML capabilities to develop a personalized information system (PIS) for business customers.
Design/methodology/approach
The authors developed a research framework to create an integrated human-ML PIS for business customers. The PIS was then implemented in the energy sector. Next, the accuracy of the PIS was evaluated using customer feedback. To this end, precision, recall and F1 evaluation metrics were used.
Findings
The computed figures of precision, recall and F1 (respectively, 0.73, 0.72 and 0.72) were all above 0.5; thus, the accuracy of the model was confirmed. Finally, the study presents the research model that illustrates how human involvement can augment ML capabilities in different stages of creating the PIS including the business/market understanding, data understanding, data collection and preparation, model creation and deployment and model evaluation phases.
Originality/value
This paper offers novel insight into the less-known phenomenon of human-ML augmentation for marketing purposes. Furthermore, the study contributes to the B2B personalization literature by elaborating on how human experts can augment ML computing power to create a PIS for business customers.
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This study aims to explore what characteristics contribute to the definition of relevance in business-to-business (B2B) marketing research and how/why different strands of B2B…
Abstract
Purpose
This study aims to explore what characteristics contribute to the definition of relevance in business-to-business (B2B) marketing research and how/why different strands of B2B marketing maintain or lose their relevance.
Design/methodology/approach
This study is conceptual. It adopts a performative-phenomenal standpoint for B2B marketing research and approaches relevance through the concept of episteme, which is considered pivotal for understanding this phenomenon.
Findings
This study proposes four axioms that define the characteristics of relevance in B2B marketing research and discusses their implications for scholars and practitioners. Consequently, an action plan for revitalizing B2B marketing research is developed, comprising learning and temporal dimensions, resulting in nine different relevance types.
Research limitations/implications
The central argument put forward in this study is that different research strands of B2B marketing have deeply rooted epistemic underpinnings that influence their interpretation of relevance. Consequently, fostering dialogue between practitioners and scholars is considered necessary to sustain relevance in B2B marketing research. B2B scholars are urged to think beyond their subspecialized silos and acknowledge how the business environment and the various strands of B2B marketing congruently shape B2B marketing relevance, while also embracing research methods that bring them closer to business practice.
Practical implications
Marketing practitioners and academics continue to drift apart. This study puts forward three recommendations to bring marketing academics and practitioners closer together.
Originality/value
The study contributes to the B2B marketing literature by grappling with the theory-praxis gap and critically exploring what constitutes relevance in B2B marketing research.
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Naushaba Chowdhury, Pravin Balaraman and Jonathan Liu
Over the last five decades, business to business (B2B) marketing has evolved from a transactional model to a behavioral model. This evolution is a consequence of the rise in…
Abstract
Purpose
Over the last five decades, business to business (B2B) marketing has evolved from a transactional model to a behavioral model. This evolution is a consequence of the rise in thoughts of managing customer journeys, services marketing and acknowledging value co-creation amongst stakeholders. The contemporary B2B marketing strategies of relationship, innovation, sustainability and digital marketing that emerge through the literature review are discussed to demonstrate how they add value to the competitive advantage of firms and facilitate co-creation between business partners to help design the customer journey. The purpose of the paper is to discuss how the apparel industry could implement the B2B marketing strategies highlighted and further suggests a framework of value co-creation. The framework shows the journey between business partners followed by the value propositions as service exchange through resource integration within the service ecosystem.
Design/methodology/approach
Through a review of the literature, the evolution of B2B marketing unveils the importance of services marketing and how the marketing strategies discussed add value to the services marketing, this is further explored with propositions of value co-creation between business partners. The propositions are based on the theory of service dominant logic, whereby, the partners in the service ecosystem co-create value from value propositions offered by the business partners in collaboration with supply chain innovation.
Findings
A framework is suggested in the context of the apparel industry that demonstrates the value propositions as a part of the B2B marketing strategy. Through resource integration and collaboration between the business partners, the value propositions in the form of services, are exchanged resulting in value co-creation that leads to the ultimate offering to the end customer.
Research limitations/implications
The service dominant logic theory and the supply chain innovation model are the basis of the framework, showing the value propositions made, are in collaboration between the firm and the supply chain partners. The value propositions in the form of services are exchanged as an outcome of resource integration amongst the business partners resulting in value co-creation which will aid apparel manufacturers differentiate their services and manage customer journeys better. The framework will be further researched through primary research to determine its rationality in the real-world context. The nature of the industry being fast paced, the literature will be outdated in a short span of time and with the vast growth, new strategies will need to be executed eventually.
Practical implications
The paper discusses how the apparel industry can move forward with the B2B marketing strategies highlighted through the literature review and further suggests a framework of value co-creation. This will aid apparel manufacturers to focus their marketing efforts in an era of services marketing and compete better globally with service offerings.
Social implications
The competitive advantage strategies and other key emerging themes of co-creation, value co-creation and customer journeys are highlighted and shows increasing importance to the survival of businesses in an era of service orientation and relationship marketing.
Originality/value
Through a critical literature review of B2B marketing strategies and with the use of theoretical models of service dominant logic and supply chain innovation, the conceptual paper proposes a framework by the authors that allows future research to analyse value co-creation in B2B marketing strategies for the apparel industry.
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Flevy Lasrado, Park Thaichon and Munyaradzi W. Nyadzayo
In the past few decades, relationship management (RM) theory and RM strategies in business-to-business (B2B) contexts have evolved tremendously, driven by constant innovation…
Abstract
Purpose
In the past few decades, relationship management (RM) theory and RM strategies in business-to-business (B2B) contexts have evolved tremendously, driven by constant innovation. Hence, the purpose of this study is to understand the trends and evolution of RM and relationship quality (RQ) in B2B contexts and empirical insights on RM and RQ in B2B, which in turn would provide insights into trends and future research directions.
Design/methodology/approach
Grounded on the industrial marketing and purchasing group, this study adopts a critical systematic literature review to provide a comprehensive analysis of the past, current and future trends in empirical research insights of RM and RQ in B2B markets.
Findings
This study provides some novel insights into RM in B2B context by using a multidimensional approach to RM and RQ and analyzing prior marketing research from three perspectives: the evolution of RM and RQ in B2B context; prior empirical research; and practical business insights. Overall, these perspectives inform the development of an evolving side of RQ in B2B contexts, leading to some predictions regarding the future of RM in B2B markets.
Practical implications
The exploratory results of this study shed light on the key factors that drive RQ and the importance of RM in B2B markets in the digital age where customers still long for human interaction regardless of the prevalence of advanced technology.
Originality/value
In the wake of advanced technologies and particularly, B2B companies had to turn to virtual platforms and embrace digital transformation to establish and manage their customer relationships. Yet, managing relationships via digital channels has its own challenges for both B2B practitioners and scholars. This indicates that there is still a huge need for attuned RM strategies that align with the changing environments – mainly driven by technological advancement – in B2B markets.
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Jonna Pauliina Koponen and Saara Maria Julkunen
This paper aims to explore how and why salespeople enhance or hinder long-term business-to-business (B2B) customer relationships at the interpersonal level by considering…
Abstract
Purpose
This paper aims to explore how and why salespeople enhance or hinder long-term business-to-business (B2B) customer relationships at the interpersonal level by considering self-disclosure and relational cost and reward evaluations.
Design/methodology/approach
Data from interviews (N = 47) with B2B sales professionals were analyzed, focusing on the shift of the phases in long-term B2B customer relationships.
Findings
Long-term B2B customer relationships evolve at the interpersonal level through a process of continuous relational cost and reward evaluation, self-disclosure and business disclosure in three phases: becoming business partners, collaborative partners and collaborative and personal partners. The reward evaluations progress from being business related to including even more relational benefits. Disclosure progresses through general business disclosure and general self-disclosure; strategic business disclosure and personal life self-disclosure; and synergistic business disclosure and private self-disclosure.
Research limitations/implications
The long-term B2B customer relationships could be studied at the interpersonal level from the customer’s perspective. Self-disclosure could be studied in cross-cultural settings as well as gender differences should be considered in future studies. Business and social penetration theory could be applied to investigate different types of relationships and other professional relationships, such as those between employers and employees. It would be important to test whether the business-related and self-disclosure subtypes apply to the development of other types of professional relationships or whether other disclosure subtypes exist. The authors recommend exploring salespeople’s and customers’ privacy management strategies in multiple communication channels.
Practical implications
Managers may apply the results of this study in their customer relationship management and sales training.
Originality/value
The findings outline a contextual extension of social penetration theory.
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