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This paper aims to systematically investigate the direct and indirect effects of four types of support – peer instrumental support, peer emotional support, platform business support and platform communication support – on seller trade volume in social commerce. It also aims to uncover the path of support-to-sales of the seller from a platform perspective and provides a more complete picture of the social commerce phenomenon.

This paper uses multi-source data including primary survey data and secondary data on trade volume to test the hypotheses. PROCESS mediation model is used to analyze the multi-source data set.

This study finds that the positive effects of peer instrumental support, platform business support and platform communication support on seller trade volume are fully mediated by seller collaborative information exchange. Also, peer emotional support has a significant negative effect on seller trade volume and collaborative information exchange can serve as a buffer to mitigate the negative effect.

The authors provide new insights into what types of support are or are not conducive to improving transaction volume of individual sellers and highlight the mediating role of seller information exchange in this value generation process in social commerce. These findings advance current knowledge of how seller interactions increase value in social commerce. The chosen research setting may limit the generalizability of the findings of this study.

This paper offers valuable implications for social commerce platforms on how to better serve their sellers to achieve high growth. Specifically, the findings suggest that platforms should encourage instrumental support and information exchange among peer sellers. In addition, platforms should expand seller support from a single-focus on sellers’ business to a dual-focus on both sellers’ business and socialization in social commerce.

This paper fulfills an identified need to study how sellers can better derive value from the social interactions and how social commerce platforms can effectively influence transactions, support sales and serve as a selling platform.

The author describes how he entered the marketing field and describes his contributions in four sections: articles written, books published, students nurtured, and executives consulted and trained. He describes his contributions to the marketing field in nine areas: marketing theory and orientations, improving the role and practice of marketing, analytical marketing, the social and ethical side of marketing, globalization and international marketing competition, marketing in the new economy, creating and managing the product mix, strategic marketing, and broadening the concept and application of marketing.

Given India's rapid industrial growth and burgeoning numbers of sales and marketing employees, there is an urgent need to develop India‐centric B2B sales management knowledge. However, there is little hard information about similarities or differences between sales management strategies in India and the developed economies. To shed more light on this issue, in this commentary the aim is to report the results of a novel exploratory study of recent India B2B sales job ads motivated by the idea that sales recruiting is a critical sales management function that provides insights into hiring organizations' overall business strategy.

The authors content analyze a sample of India sales job ad postings to identify the job goals, skills and additional roles sought by Indian B2B sales recruiters. Subsequently, they use latent class clustering to segment companies along these requirements.

It is found that B2B sales organizations in India appear to be recruiting according to the same core strategies, principles and criteria as those in the developed world, especially with regard to customer management.

This research develops confidence that some extant B2B sales management theories, models, and knowledge accumulated in developed markets are applicable to the Indian context, with suitable modifications to accommodate idiosyncratic cultural and economic differences.

This is the first, albeit exploratory, effort to utilize the content of India‐specific B2B sales job advertisements as a source of data and insights into sales management strategies in India.

In a story called “The Birthmark,” Nathaniel Hawthorne tells about an extraordinarily lovely woman whose beauty was perfect except for a small birthmark on her cheek. This flaw would not have mattered if found on the face of an ordinary woman, but because of this woman's near perfection, the birthmark could never be ignored. Her husband, a brilliant natural scientist, grieved over the one imperfection and took up research to discover a cure. He finally developed a potion and the birthmark began to disappear. At the moment when the birthmark completely vanished from her skin and she was perfect, she died.

The purpose of this paper is to assess Indian consumers' brand consciousness by examining their brand knowledge, purchase behaviour and perceptions of foreign brands. It provides key inputs for global retailers to harness the potential in growing consumerism in India.

A survey of 300 Indian consumers was conducted and the data were analysed using descriptive and simple regression techniques.

The study found that brand purchase in India varies across product categories. At present, consumer knowledge and use of foreign brands is low, and Indian consumers are price‐sensitive. Indian consumers are experimenting with brands and would like more foreign brands to enter the Indian market.

Due to the small sample size, advanced econometrics techniques could not be used to analyse the dataset.

The paper is the first to assess the impact of retail liberalisation on Indian consumers' shopping behaviour, particularly their brand consciousness.