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Article
Publication date: 11 May 2022

Chris I. Enyinda, Charles Blankson, Guangming Cao and Ifeoma E. Enyinda

Rising expectations for exceptional customer experiences demand strategic amalgamation of cross-functional, customer-focused teams (marketing/sales/service departments)…

Abstract

Purpose

Rising expectations for exceptional customer experiences demand strategic amalgamation of cross-functional, customer-focused teams (marketing/sales/service departments). However, the long history of interface conflicts between functional teams continues to attract research attention. Past research has given more attention to conflicts between marketing and sales teams than to triadic interface conflict between custom-focused teams and their sub-conflicts in a business-to-business (B2B) sales process. The purpose of this research paper is to quantify the triadic interface conflicts and associated sub-conflicts between customer-focused teams, discuss conflict resolution strategies and perform a sensitivity analysis (SA) to give a fuller account of functional team conflict.

Design/methodology/approach

Multi-criteria decision-making (MCDM) based in the analytic hierarchy process (AHP) is proposed for identifying and resolving conflicts in customer-focused team interfaces. A group of 30 managers of a large electronics company participated in this research. The authors collected the data from customer-focused team managers during training sessions on interface conflicts and conflict management/resolution strategies. The authors perform SA to test the robustness of conflict resolution strategy rankings.

Findings

The findings reveal that managers adjudge task as the most crucial conflict attribute driving teams apart, followed by lack of communication. For the sub-conflicts, managers considered how to do the task as the most important conflict attribute, followed by lack of regular meetings. For conflict resolution strategies, managers regarded collaboration or integration as the overall best strategy, followed by compromise. Leveraging the AHP-based MCDM to resolve customer-focused team interface conflicts provides managers with the confidence in the consistency and the robustness of these solutions. By testing the SA, it is also discovered that the final outcome stayed robust (stable) regardless when the priorities of the main criteria influencing the decision are increased and decreased by 5% in every combinations.

Research limitations/implications

This study examined only a large B2B company in the electronics industry in African and Middle East settings, focusing on interface conflicts among customer-focused departments. Future research could address these limitations.

Practical implications

This paper advances our understanding of customer-focused team interface conflicts in a B2B sales process. It also provides valuable insights on effective management of major and sub-interface conflicts. This paper provides a framework for and practical insights into how interface conflicts that are prevalent in marketing, sales and service sectors can be resolved to improve customer experience and business performance.

Originality/value

This study contributes to the literature by developing an AHP-based MCDM, which not only extends our conceptual understanding of the interface conflicts between customer-focused teams by emphasizing their triadic nature but also provides valuable strategies and insights into the practical resolution of such conflicts in a B2B firm’s sales process. Methodologically, SA is valuable to ensuring the robustness of the conflict resolution strategies’ rankings that will influence relevant pragmatic decision-making.

Details

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

Keywords

Article
Publication date: 1 December 2020

Chris I. Enyinda, Abdullah Promise Opute, Akinola Fadahunsi and Chris H. Mbah

The purpose of this paper is to understand marketingsalesservice (M-S-S) interface from the point of how social media marketing (SMM) platforms are prioritized and…

3050

Abstract

Purpose

The purpose of this paper is to understand marketingsalesservice (M-S-S) interface from the point of how social media marketing (SMM) platforms are prioritized and associated business-to-business (B2B) sales process influence. This study also seeks to understand whether effective triadic alignment is achieved between marketing, sales and service.

Design/methodology/approach

This study combines literature review and the analytical hierarchy process model. In total, 30 M-S-S managers of a multinational electronics firm situated in Africa and the Middle East participated in this study. The authors collected data from M-S-S managers during training sessions on marketing, sales, service alignment and SMM role in sales process.

Findings

In their drive for customer orientation and improved organizational performance, marketing, sales and service managers view understanding the customer as the most important sales process attribute. Considered second most significant sales process attribute is needs discovery, whereas approaching the customer is ranked the least important. From the ratings of sales process attributes evaluation and rankings of SMM platform alternatives, the results show a significant hierarchical influence of Facebook, LinkedIn and Twitter on sales process. The results also show an enabling influence of SMM activity on M-S-S interface alignment.

Research limitations/implications

This study has a twofold limitation. First, it explored only one major B2B firm in the electronics industry. Second, only the African and Middle East settings are considered in this study. These limitations could be addressed in future research.

Practical implications

This paper provides practical insights into how M-S-S managers may leverage social media to enhance customer orientation and boost organizational performance. The use of SMM can help M-S-S managers of the focal firm to predict purchase behavior of customers more accurately and as a result effectively manage and improve sales performance. In that drive of using SMM-based competitive intelligence to deliver superior customer experience and enhance sales performance, B2B marketing-oriented firms can also leverage the interdependence (information sharing and involvement) in the M-S-S interface during the SMM activity to enhance triadic alignment.

Originality/value

This study contributes to the literature by developing a framework for modeling SMM influence on M-S-S and B2B sales process to deliver superior customer experience and drive business performance.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 19 November 2021

Lázaro Florido-Benítez

This study’s purpose is to analyze the international mobile marketing (IMK) in order to stage the importance of this tool in the internationalization of companies. Our…

1149

Abstract

Purpose

This study’s purpose is to analyze the international mobile marketing (IMK) in order to stage the importance of this tool in the internationalization of companies. Our understanding of mobile marketing is constantly evolving, due to its high business penetration in a world globalized by technologies.

Design/methodology/approach

A review of the relevant literature on IMK, companies and customers is undertaken to understand the link between them. The paper begins by explaining the coronavirus disease 2019 is accelerating the change of the rules of the game in traditional and online commerce around the world. Furthermore, this study uses secondary data from organisation for economic co-operation and development (OECD), Sensor Tower, mobile marketing association (MMA), App Annie, among others, to support research results.

Findings

The results have shown that IMK has opened a melting pot of opportunities for companies and consumers in this period of pandemic; the potential of this tool is being redefined, in order to identify, anticipate and satisfy customers requirement profitably and efficiently. This study aims to provide an assessment of new concept of IMK and how this tool has to be integrated into the firm’s digital marketing strategies.

Originality/value

The study contributes to make better future decisions in the international digital expansion of companies by company executives and marketing experts. This paper provides a comprehensive framework intended to guide research efforts focusing on digital marketing as well as to aid practitioners in their quest to achieve IMK success.

Details

Benchmarking: An International Journal, vol. 29 no. 6
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 2 June 2022

Daniela Corsaro and Valerio D’Amico

The purpose of this paper is to understand the main drivers of change in the relational approaches adopted in business-to-business (B2B) companies as an effect of the…

Abstract

Purpose

The purpose of this paper is to understand the main drivers of change in the relational approaches adopted in business-to-business (B2B) companies as an effect of the digital transformation processes boosted by COVID-19 pandemic.

Design/methodology/approach

The methodology includes a qualitative study based on an abductive approach. Twenty-eight semistructured interviews and two focus groups have been carried out with sales and marketing professionals from different industries.

Findings

The research defines a conceptual framework that describes what the main changes of B2B relational approach are in a context affected by the pandemic, as well as its effects. The framework is constituted by three dimensions, namely, efficiency of the interaction, coordination and digital trust, and seven subdimensions.

Practical implications

This research also contributes to managerial practice, defining some directions to be fulfilled in a business context affected by the COVID-19 emergency to improve efficiency, coordination and trust.

Originality/value

Academic literature has greatly analyzed the transformation of the B2B scenario; less studies have explored how the relational approach is changing due to the digital acceleration caused by COVID-19 pandemic.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 14 September 2022

Graciela Corral de Zubielqui and Janice Jones

Despite its potential as a new source of competitive advantage, the performance implications of social media (SM) marketing (SMM) are not well understood. This study aims…

Abstract

Purpose

Despite its potential as a new source of competitive advantage, the performance implications of social media (SM) marketing (SMM) are not well understood. This study aims to investigate how and when SMM matters to firm performance, analysing the mediating role of product innovation (PI) and moderating the role of marketing innovation (MI) in business to business (B2B) small- and medium-sized enterprises (SMEs).

Design/methodology/approach

This paper used structural equation modelling analysis in STATA, using the Australian bureau of statistics data set of 4,956 SMEs which operate in the B2B environment.

Findings

The results reveal differential moderating effects of MI on the direct SMM–performance relationship. MI positively moderates internal SMM and SM use for promotion and branding on firm performance. MI also negatively moderates SM use for customer communication on firm performance, underscoring SMM constituting a double-edged sword. The indirect effects of internal SM use and SM use for promotion and branding, and customer involvement in new product development on performance via PI are significant when MI is absent.

Practical implications

Hence, B2B SMEs benefit from PI and existing SMM but do not benefit from dual PI and new MI.

Originality/value

By disaggregating SMM and explicating the mediating mechanism and moderating effects of MI, this study reveals how and under what conditions SMM matters to firm performance in B2B SMEs.

Details

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

Keywords

Article
Publication date: 3 August 2021

Ali E. Akgün and Volkan Polat

This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management…

Abstract

Purpose

This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management, price management and multi-channel management. Also, this study identifies how adaptive marketing capabilities (AMCs) enrich superior innovativeness and speed-to-market regarding innovation orientation and marketing orientation as the two critical functions.

Design/methodology/approach

A questionnaire-based research was performed to test the proposed hypotheses. The data were collected from predominately marketing or research and development managers/senior specialists in 247 firms.

Findings

Strategic orientations that cover market and innovation orientation facilitate a firm’s AMCs, positively affecting its innovativeness and speed-to-market. Also, AMCs mediate the relationship between strategic orientations, and innovativeness, and speed-to-market. Further, this study confirms the complementary association of AMC-related variables in enhancing firm innovativeness and speed-to-market.

Research limitations/implications

This study is subject to the limitations inherent in survey design, particularly convenient sampling and single informants.

Originality/value

This study broadens understanding of dynamic capabilities theory by examining how marketing capabilities can be enhanced and examined from an adaptive perspective for firms. This study also presents a model for the potential relationships among strategic orientations, AMCs, innovativeness and speed-to-market.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 June 2000

George K. Chako

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or…

6159

Abstract

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 12 no. 2/3
Type: Research Article
ISSN: 1355-5855

Keywords

Article
Publication date: 28 October 2020

Avinash Malshe and Michael T. Krush

The purpose of this study is to understand one portion of the sales ecological system. This paper focuses on the mesolevel or intra-organizational system that includes the…

Abstract

Purpose

The purpose of this study is to understand one portion of the sales ecological system. This paper focuses on the mesolevel or intra-organizational system that includes the sales and marketing functions. This paper examines distinct tensions at three levels of the firm’s hierarchy and the mechanisms used to manage the tensions.

Design/methodology/approach

The authors use a qualitative data collection. A discovery-oriented process is used to understand the interconnections that exist among marketing-sales dyads at three organizational levels across several firms.

Findings

This paper uncovers distinct tensions and defenses exhibited by managers at each hierarchical level and this paper presents mechanisms that can are used to reduce the tensions.

Research limitations/implications

The multi-level perspective demonstrates the value of examining the intra-organizational aspect of the sales ecosystem. This paper uses a qualitative approach to highlight that sales-marketing tensions are unique to each of the hierarchical levels. This paper demonstrates that the tensions are a function of the unique roles each sales and marketing executive has within the organization.

Practical implications

To make the sales and marketing interface more effective, managers need to view tensions across the sales-marketing interface as complementary versus opposing forces. Managers must balance these tensions, rather than fight them and/or select one of the alternatives over the other. This paper suggests that paradoxical thinking may be a valued skillset for managers at each level of the organization.

Originality/value

The study uses a unique qualitative data set that examines the sales-marketing interface across three levels of an organizational hierarchy. Through this approach, this paper delineates specific tensions between marketing and sales within each level of the firm. This paper also describes mechanisms to manage the tensions common within the sales-marketing interface.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 February 1991

John Gattorna, Abby Day and John Hargreaves

Key components of the logistics mix are described in an effort tocreate an understanding of the total logistics concept. Chapters includean introduction to logistics; the…

5228

Abstract

Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.

Details

Logistics Information Management, vol. 4 no. 2
Type: Research Article
ISSN: 0957-6053

Keywords

Content available
Book part
Publication date: 29 May 2018

Abstract

Details

Organizing Marketing and Sales
Type: Book
ISBN: 978-1-78754-969-2

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