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This paper aims to propose a conceptual model that will guide development of mobile applications to support value-added business-to-business (B2B) sales activities.

The paper reviews the concepts of context-aware applications and context-marketing, then examines B2B selling and the creation of value, utilizing Terho’s model of value-based selling, and presenting the potential role of context-aware B2B selling in creating value. Terho’s model is then combined with a taxonomy of context modeling to produce step-by-step a conceptual model for developing context-aware B2B sales applications (CABS).

By mapping the context-aware application development taxonomy against each stage of Terho’s “value-based selling” model, the CABS model is proposed. This model provides a platform for the B2B salesforce, their customers and information technology (IT) staff to work together in developing requirements and prototypes for mobile B2B context-aware applications.

The CABS model would require empirical testing to assess its viability and suitability. This would initially be done via focus groups in targeted sales organizations.

The CABS model could utilized by sales staff and their customers to develop requirements for mobile context-aware applications to support B2B activity. In addition, the CABS model could be utilized in joint application design processes to enable sales and IT staff to work together in developing prototype mobile applications.

While context-aware applications are beginning to transform business-to-sale (B2C) sales activities, it is clear that B2B sales could also benefit from these types of applications, but little progress has been made in understanding or developing their potential. The CABS model enables B2B sales staff and their customers to recognize these benefits and facilitate working with IT staff in defining requirements and developing prototypes.

The emergence of the digital marketplace has changed everything about how products are bought and sold. Over the past decade, US corporations have spent billions of dollars improving the structural integrity of a system designed by the seller to educate customers on the merits of their products and company. But that strategy survives only as long as a seller‐controlled environment dominates. Now customers dictate the future of many selling strategies. The author comments on nine building blocks that constitute the foundation for innovation and prosperity in the digital economy.

The corporate Web site is an indispensable part of any e‐commerce venture. If users find it difficult to do electronic transactions, they will visit another online source, or go to a physical source instead. Evaluating the performance of e‐commerce Web sites has received some attention in the past few years, but there is still a pressing need for a more comprehensive approach. This paper attempts to address this need by providing an e‐commerce Web site evaluation framework and method built on solid business principles, and using multidimensional scaling to analyse evaluation data and present the results in a graphic manner for easy interpretation.

Digitally oriented firms are faced with new opportunities and risks in today’s ever-changing world. Drawing upon organisational entrainment theory, this study investigates how supply chain (SC) entrainment improves the effects of digital orientation on firm performance through absorbing risks and exploiting opportunities.

Survey data were collected from 307 Chinese manufactures and analysed using structural equation modelling and regression analysis.

The results show digital orientation absorbs risk through evoking three SC entrainment dimensions (i.e. internal entrainment, entrainment with customers and entrainment with suppliers). Entrainment with customers and suppliers mediate the relationship between internal entrainment and firm performance. An opportunity exploitation mechanism is evidenced by the moderating effects of internal and external entrainment on the relationship between digital orientation and firm performance.

The empirical findings provide timely insights for managers to fully harness the benefits of digital orientation by using SC entrainment, i.e. to match the tempo and pace of internal and external cyclical activities to reduce the risks and increase the benefits of adopting advanced digital technologies. The authors show managers how to adjust their organization’s actions to keep tempo and synchronous phase with their SC partners.

The study introduces and conceptualizes a construct (i.e. SC entrainment) to understand how risks and opportunities arising from digital transformation can be addressed to maximize the value of advanced digital technologies.

The COVID-19 pandemic has led to major sales strategy and process changes as many interactions migrated from face-to-face to virtual environments. The nature of the interactions changed, and sales firms, the sales function and salespeople created new processes to excel in virtual environments. As sales processes evolve further, this paper aims to focus on understanding the enduring shifts in sales strategy and processes. In addition, this study seeks to understand the characteristics of enduring shifts and how they are distinct from temporary shifts.

This qualitative analysis provides a comprehensive overview of the sales organizations and salespeople over the period from the start of the pandemic to early 2022. The authors interviewed 66 sales professionals from different countries and industries to better understand the temporary and enduring shifts in sales strategy and processes, adopting ad inductive and narrative approach.

There are four major findings. First, four key themes emerged: increased digitalization, resistance to digitalization, sales process changes and sales organization transformation. Second, changes are classified as temporary, permanent and accelerated changes. Third, some proposed changes were not supported. Finally, five findings were found that were not discussed in previous literature.

This paper finds distinctive findings that offer additional valuable insights that connect to and extend existing literature. These include emerging themes, classification shifts, unsupported proposed changes and unique findings.

The purpose of this paper is to present an overview of revenue management (RM) studies that focus on information technology (IT) and consumer behavior published between 2008 and 2018.

In total, 112 articles published in 17 journals were identified and analyzed.

This study shows the importance of IT and RM and focuses on the consumer perspective. It also emphasizes that technology is not the enemy of humans: it complements and adds value to their existing jobs.

Book chapters and conference proceedings related to IT and RM were not included in this study. Besides, only journal papers published in English were included in the study. The categorizing of subjects can be seen as subjective.

This study helps researchers discover articles from 2008 to 2018 and helps hospitality executives interested in RM technologies from the demand side to use these findings in their business environment.

Based on the interaction between service providers (hotels) and users (consumers) on IT and RM platforms, the paper identified eight key components that have been relevant over the past decade.

本论文旨在介绍2008年至2018年之间的财务管理（RM）研究中涉及信息技术（IT）和消费者行为的文献综述。

本研究样本为发表在17个期刊的共112篇文章。

研究结果指出了IT和RM的重要性, 以及对消费者方面的重视。此外, 本研究还指出了技术不是人类的敌人– 技术能够弥补以及对人类原有的工作增添价值。

本研究未将涉及IT和RM的书和会议文章纳入样本。此外, 只有英文的期刊文章构成研究样本。对研究样本的主题归类是主观性的。

本论文梳理了2008年至2018年发表的文献, 以及帮助酒店实践者们对RM科技从需求方面更了解其商务环境。

本论文基于服务供应者（酒店）和用户（消费者）在IT和RM交互平台上, 提出了过去十年中相关的八大关键因素。

This chapter examines the relationship between team routines and temporal entrainment. While the process of entrainment generally reinforces the routines that teams follow temporal entrainment also creates opportunities for externally focused teams to change their routines. Entrainment creates team rhythms that include pauses in activity that can act as triggers to change. These pauses alone are not enough to impel teams to change; managers must also employ temporal design to make use of these opportunities for change. Both the rhythms of temporal entrainment and the pauses that accompany them are part of a team’s task environment. By uncovering key rhythms, as well as by managing the pauses, managers can both reinforce desired routines and change problematic ones.

The purpose of this paper is to assess the effect of two promotional methods, namely, celebrity endorsed advertisement and selfie promotion, on customers’ decision-making processes using the AISAS model.

A within-subject experimental design was used to observe how young adults in Malaysia would respond to two promotional methods about a new seafood restaurant. A total of 180 responses were collected using a structured questionnaire. Data were assessed and analysed using partial least squares structural equation modelling.

The results show that while celebrity endorsed advertisement remains relevant to customer’s decision-making processes, the effect of selfie promotion is comparable to celebrity endorsement. The sequential mediation for both models is found to be significant, but the AISAS model with selfie promotion produces better in-sample prediction (model selection criteria) and out-of-sample prediction (PLSpredict) compared to celebrity endorsed advertisement, thus suggesting its better representation to reality.

Despite being limited to young adults in Malaysia and a particular product, the study is essential to understanding the effect of celebrity endorsed advertisement and selfie promotion on decision-making processes.

The study provides insights into how business organisations could exploit the advancement of communication technology to encourage selfie behaviour to promote their products in an innovative and competitive manner.

The assessment of the effect of celebrity endorsed advertisement and selfie promotion on decision-making processes using PLSpredict and model selection criteria articulates the relevance of selfie as a promotional tool. It also provides an alternative technique for conducting model comparison research.

The purpose of this paper is to outline what high-performing organizations do to achieve success. In today’s data-driven world, it is easy to get lost in the weeds and not achieve the results you desire. High-performing organizations have figured out how to create focus and leverage resources to achieve outsized results. The paper delves into organizations undergoing transformations and highlights what sets apart those that were successful from those that were not.

This paper is designed as a viewpoint paper that draws on observations made by the author. Case studies are used to demonstrate the findings and the actions taken that were either successful or not.

High-performing organizations create focus and leverage resources. The most successful examples have undergone a holistic transformation that was supported by technology.

This paper will provide a roadmap to leaders who want to transform their business into a high-performing organization.