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The purpose of this paper is to deal with business-to-business distribution, with a strong focus on the relationships developed by a distributor with its customers and its producers.

This paper is based on an in-depth analysis of a wholesaler specialized in fresh fruit and vegetable distribution. Data were gathered on the basis of 18 in-depth interviews. An additional important work of second-order data analysis was also conducted (sector analyses; statistics; companies’ Web sites).

This paper qualifies the different stages a wholesaler goes through in the relationships with its suppliers on the one side and its customers on the other. This work also identifies the nature of the impact of one type of relationship (wholesalers/producers) on the other (wholesalers/customers).

The findings allow distribution firms to view distribution channels as places where they can have some latitude to find new positions other than the ones imposed by producers.

This research uses different concepts connected with triadic settings (dynamics, triggers and interconnectedness) and integrates them to provide a new perspective on how a business-to-business distributor can take a position in a distribution channel.

A range of wine retailers identified critical incidents that had occurred with their suppliers. The resulting classification of the problems differed from previous consumer studies by revealing primarily outcome problems, such as timeliness of delivery or delivery of complete order, rather than process‐based problems. The critical incident technique provided sufficient information to evaluate the suppliers’ recovery strategies. The effectiveness of recovery strategies was influenced by whether the problem was solved and the time and number of calls required to solve the problem. A major implication for managers in this industry was to anticipate potential difficulties and inform their customers. This proactive strategy would improve relationships with buyers and reduce defections.

Offers a preliminary assessment of electronic commerce. Rarely has the retail and consumer services sector been faced with a strategic challenge of such significant complexity and uncertainty that is growing so rapidly. Suggests that the academic world is lagging behind the world of practice in terms of supplying rigorous analysis of the topic. Deals with four discrete areas of the new economy as it affects retailers. Explores the extent to which the emergence of new electronic channels to market has led to distinctive means of business differentiation, with particular reference to branding and pricing. Secondly, looks at how business‐to‐business companies can use electronic channels to improve supply chain and productivity requirements. Thirdly, assesses how far we understand some of the organisational change issues. Finally considers the future of eCommerce.

The study focuses on how to build long-term relationships with multi-channel agencies (MCAs) (dealers) who serve multiple manufacturers on a non-exclusive basis in a business-to-business (B2B) market. This study looks at the framework of relational benefits-commitment-long term orientation in a business-to-business context.

Data were collected from MCAs of three leading companies in the food distribution business. The survey used established scales to measure the relational benefits (core, operational, social and special treatment), commitment (affective and calculative) and long-term orientation (LTO).

The findings of the study show that core, social and special treatment benefits influence calculative commitment, and operational and special treatment benefits influence affective commitment. The study also supports that calculative and affective commitment play an important role in understanding the loyalty of MCAs.

The research examines how relational benefits impact commitment and loyalty among MCAs and manufacturers, in a non-exclusive relationship, in the business-to-business environment. This study incorporates social exchange theory (SET), relational benefits paradigm and commitment and long-term orientation in its framework and tests it within the food distribution industry. This study is the first of its kind to examine the effects of relational benefits on MCAs behavior in a food supplier–buyer setting.

The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.

In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.

The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.

Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

Business to business marketers tend to view distribution as the weakest link in the marketing chain. Furthermore, strategies to improve distribution tend to be under‐emphasized in the typical business marketing plan. These factors underline the need for more creative thinking about alternative ways to improve distributor performance. Building closer relationships with distributors can be one effective vehicle for accomplishing this and at the same time enhancing a company’s overall competitiveness. Using a case study, this paper reviews how one highly successful paper company has partnered with its distributors (paper merchants) in order to enhance sales performance.

The purpose of this study is to identify the factors that make the adoption of interoperability solutions for online tourism distribution (OTD) more likely by small operators and to develop an evaluation framework for this solutions. Research identifying these determinants is missing. The resulting evaluation framework is then applied to evaluate a number of extant technological solutions focused on interoperability solutions for OTD.

In an attempt to address this gap of research, this paper undertakes a series of interviews and focus groups of the European tourism industry.

Findings partly aligned with the suggestion made by previous research about technology adoption by micro, small and medium tourism enterprises (SMTEs), they also highlighted some issues which are specific to the adoption of interoperability solutions for OTD. These related to the scarcity of information and communication technology (ICT) applications specifically designed for mini and micro enterprises, the very limited capabilities available for using efficiently ICTs in business-to-business (B2B) operations and the difficulty in collaborating with other companies due to the number of different solutions used in the industry, especially when dealing with large aggregators (global distribution systems (GDSs) or large online travel agencies) and lack of standardization for data.

The study has important theoretical implications. It provides a better understanding of issues affecting the adoption of interoperability solutions for OTD by SMTEs, such as the scarcity of ICT applications specifically designed for mini and micro enterprises, the very limited capabilities available for using ICTs efficiently in B2B operations and lack of standardization.

It facilitates making decisions about adopting interoperability solutions for online distribution solutions, both by suppliers and destination managers.

Limited work has focused on understanding issues affecting the adoption of interoperability solutions for OTD solutions among SMTEs.

The ability to operate global distribution channels of products is commonly considered a critical determinant of a manufacturer’s competitiveness. Nowadays, many products are often complemented with value-added services challenging the efficacy of the status quo of distribution channels. Investigating this rather new phenomenon, the purpose of this paper is to provide an initial understanding of the implications of servitization for manufacturers’ global business-to-business (B2B) distribution.

The aim is to elaborate service-dominant logic (SDL) in the context of global B2B distribution. The study builds on case study data collected from a medium-sized European manufacturing company offering production equipment and solutions, and three of its global distributors.

The results indicate that the co-producing customer value, the increasing role of operant resources of both a distributor and a manufacturer, and triadic co-creation between a manufacturer, a distributor and an end customer have increasing importance in the indirect distribution network.

Data are limited to data collected from a single in-depth case study. The results of this study should be investigated by collecting more data in a broader context in the form of surveys.

Several guidelines related to global distribution are developed for managers, and current distributor selection criteria are completed to meet the needs of this servitization approach.

Empirical research on servitizing manufacturers with global B2B distribution is scarce. This paper employs SDL to provide an in-depth understanding of the implications of servitization for distribution.

This study aims to explore how the distributor orientation of manufacturing-centered small and medium-sized enterprises (MCSMEs) influences relationship building outcomes, distributor satisfaction, and channel profitability.

This study examines the moderating role of competitive intensity and coordinative culture in the association between distributor orientation and relationship building outcomes.

Empirical results from 115 MCSMEs reveal a strong positive relationship between distributor orientation and distributor satisfaction. The findings also show a positive relationship between distributor orientation and channel profitability. Furthermore, although competitive intensity strengthens the positive relationship between distributor orientation and the two relationship building outcomes, coordinative intensity weakens the positive relationship between distributor orientation and the two relationship outcomes.

Managerial implications and future research opportunities were discussed.

The research contributes to the literature on the management of small and medium-sized enterprises and offers practical implications for manufacturers and distribution channel managers.

The purpose of this paper is to shed light on the remarkable trend of multisided platforms (MSPs) in the travel industry with the help of which travel agencies (TAs) and global distribution systems (GDSs) can reinforce their intermediary roles. Orthodox TAs face the threats of disintermediation because of the ever faster-changing developments in information and communication technologies, such as the emergence of metasearch engines, online travel agencies, direct bookings on airline websites and the widespread of mobile applications for travel related bookings. GDSs face similar threats of disintermediation from low-cost carriers and legacy carriers, as these carriers promote and encourage direct bookings via their official websites or via the new distribution capability.

This is a casestudy-oriented research, and the case selected is a MSP based in Turkey. The data are gathered using semi-structured interviews conducted from 15 international representatives of this MSP in different countries. Interviews were conducted either physically at the MSP’s headquarters in Antalya, Turkey, or virtually using Zoom application from January to October 2019.

The paper portrays the significance of MSPs in terms of their contributions toward the reintermediation of the two important intermediaries, namely, TAs and GDSs in the travel industry supply chain. Both of them are prone to the dangers of disintermediation because of the developments in technology, networking and communication channels; the worldwide accessibility of the stakeholders to the internet; and the direct reach of suppliers to consumers. The deteriorating role of TAs and GDSs is reignited by the successful launch, deployment and adoption of MSPs in the ecosystem of the travel industry.

This paper offers an insight into the prevailing trend of MSPs in business to business (B2B) trading from the perspective of two main intermediaries, TAs and GDSs, in the supply chain of the travel industry. The paper in a novel way compiles the data from the interviews to shed light on the adoption of MSPs by intermediaries in their business models to reintermediate themselves because the sole reliance of intermediaries on orthodox business models is pushing them on to the verge of disintermediation.