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This study aims to explore challenges and opportunities in the digitalization of the business-to-business (B2B) customer journey in different buying situations. It also investigates where in the customer journey digital marketing is most efficient.

This research adopts a single case study approach to examine a B2B company that implemented digitalization in its customer journey in different buying situations. Data were collected through semistructured interviews, complemented by internal documents and information from the company’s website and social media, to identify reasons for and against the decision to digitalize the B2B customer journey.

Digitalization can offer firms a cost-effective and value-creating way to interact with customers in a B2B context. The B2B buying situation, however, plays a significant role in decisions on how to implement digitalization. Moreover, in the prepurchase phase, digital marketing is more effective in building awareness; in the purchase phase, personal selling is more effective in addressing customers’ needs.

The use of a single case study cannot produce results directly generalizable to other contexts. However, the findings are applicable to the digitalization of B2B customer journeys in similar industrial contexts.

To successfully implement digitalization in the customer journey, B2B firms should choose digital tools according to different buying situations and phases in the customer journey, segment buyers by their needs rather than individual characteristics and integrate the sales and marketing functions.

This study contradicts prior research that claims that digital marketing can be used in a similar way in both B2B and business-to-consumer contexts. It further shows that the relevant demarcation is not between personal sales and digitalization but between automated digital marketing and individualized personal sales, regardless of medium.

Managers engage in marketing efforts to boost sales and in setting marketing budgets based on current or historical sales. Past studies have overlooked the reciprocal relationship between marketing spending and sales. This study aims to examine the nature of the relationship between sales and marketing expenses in the B2B market.

Five hypotheses on the relationship between sales and marketing expenditures were framed. A total of 30 of India’s dyeing firms provided data on revenues, sales (in units) and marketing expenditures over time. The structural vector auto-regressive model and the vector error correction model were fitted to the data.

The results show that marketing expenses and sales are related bidirectionally in a sequential way. Furthermore, sales drive the long-term equilibrium relationship to a greater extent than marketing expenditures.

The findings of this study should assist managers in predicting sales and marketing budgets simultaneously and devising precise marketing strategies and tactics.

Using econometric models in data-driven research is not a frequent practice in marketing. This study adds value to the body of marketing literature by advancing the theory of the relationship between sales and marketing spending using real-world data and econometric models in the B2B sector.

This study aims to examine the influence of procedural capabilities for public procurement participation on small and medium enterprises’ (SMEs) sales performance in Tanzania. Also, the study establishes the interaction effect of internet marketing capabilities on the relationship between procedural capabilities and sales performance.

The authors conducted confirmatory factor analysis and PROCESS macro for simple interaction analysis to analyse cross-sectional data that were obtained through questionnaire from surveyed SMEs’ managers. The included SMEs are those that are involved in supplying goods, services and works to public entities in Dodoma, Tanzania.

The findings reveal that procedural capabilities for participation in public procurement enhance SMEs to improve sales performance. Also, there is a significant and positive relationship between internet marketing capabilities and sales performance. Lastly, internet marketing capabilities strengthen the relationship between procedural capabilities and sales performance.

This study is a wake-up call to SMEs to better comprehend public procurement procedures and e-business practices to use the available public procurement opportunities. It is argued that SMEs should invest in technology to market their businesses through social media and online platforms. According to the study, SMEs may benefit from improving their sales performance by fully utilising their internet marketing capabilities and participating in public procurement opportunities.

This study adds to the two main streams of literature that emphasise harnessing public procurement opportunities for SMEs (through public procurement participation) and leveraging internet marketing capabilities for SMEs to improve their sales performance.

The purpose of this study is to examine the effects of production capabilities, competition intensity and marketing and sales capabilities on the export and production performances of textile companies engaged in export-oriented production return to normal life from the pandemic.

Within the scope of the research, a sample of 683 white-collar expert participants was taken and a scale consisting of 29 statements in total was presented to them. The structural equation modeling (SEM) model was analyzed with the study SmartPLS. At the first stage, the relations between the scale expressions and the variables were given with factor loads and weights, validity/reliability analyzes were made for the model, and finally, the research model was tested.

As a result of the analysis in the research, it can be explained that the production capabilities and marketing and sales capabilities are important for the performance of the companies, at the same time the intensity of competition keeps the companies in a dynamic structure and the intensity of competition is also important for the companies to develop themselves.

Considering the limitations of the research, data were collected from white-collar employees working in export-oriented textile companies in Istanbul. Because in order to answer the questions about the variables representing the research model, expert and authorized employees were required.

It can be explained that the performance of companies in the production sector is positively affected if they discover opportunities in risky environments so that they can gain an advantageous position over their competitors in an intense competitive environment. Because it can be assumed as a result of the analysis that textile companies want to evaluate the opportunities in the competitive environment by using their production, marketing and sales abilities during the pandemic process.

The research is unique in that it sets an example for future studies by examining the effects of production capabilities, competitive intensity and marketing and sales capabilities, which are likely to affect the performance of textile companies in the return of normal life from pandemic conditions.

People, in general, seem to maintain a rather elementary meaning of rural marketing. Although there exists certain common features of rural marketing, there does not exist as yet, a reliable published work on this concept. The methods of rural marketing are very different from marketing in urban areas. These differences have usually occurred for a variety of reasons especially (a) paying careful attention to the development of urban markets and (b) a development in the marketing sector in the urban areas would be more visible than what they might be in the rural areas.

However, rural marketing stands for developing a form of marketing suitable for the rural areas. In this process of marketing, the marketeers and promoters will be required to consider the rural prejudices of the inhabitants therein, including those of the women consumers too. These markets also lack infrastructures, goods on demand are often different from those of the urban markets and lack of facilities proves to be a hazard for the suppliers of products. Nevertheless, it has been maintained in this work that rural marketing can be developed when it becomes a policy issues.

After completion of the case study, students will be able to appreciate the challenges in managing a pharma sales team by learning the nuances of business hygiene, learn how new managers taking over a pharma sales team analyze data of a sales territory by balancing both quantitative and qualitative factors, evaluate the challenges of performance management of sales teams and balancing the expectations of various stakeholders, understand the approach of sales and effort hygiene – correlating data points that may not be directly connected but have a dependency and learn to forecast and build a business projection

Innov-Health’s dermatology (skin and hair) division in West Bengal, an Eastern state of India, recently hired Pradeep Vir as the area business manager. Innov-Health, a leading 100-year-old global healthcare player, was headquartered in the USA, with categories spanning oncology, immunology, neurosciences, metabolic, dermatology and pain management. Its brand Acnend, an acne cream, the only product in the division, was a market leader in India. Acnend required doctors’ prescriptions to be bought and was sold by pharmacies via distributors. In India, Acnend was doing well at the end of the first quarter (January–March) of 2022 in a highly competitive product category. Vir had just joined the West Bengal territory with four major cities, each with a district manager (DM). The position had been vacant for the past three months, but the DMs had done well in their sales performance for Quarter 1. All of them had achieved their targets, so Quarter 2, when he joined, started on a high note. But Salil Govind, the regional sales manager, his boss, was very concerned that a territory that had no manager had been consistently doing so well. He was concerned that the territory had far greater potential than the Quarter 1 projections had laid out. Govind now wanted Vir to re-work the Quarter 2 projections of West Bengal on priority since April had already begun. As Vir started working on the data, he was perplexed. While at a very obvious level, all four DMs were outperforming, there were gaps in varying degrees in the effort levels of each. The cumulative key performance indicators such as inventory, call average and doctor coverage and the data essentials for business hygiene[1] were worrisome and needed to be addressed. In addition, the doctor coverage, resulting in conversion, left a lot to be desired. However, he was conscious that he was new to the organization and would have to tread carefully. He wanted to do well. Vir got down to analyzing and taking action.

This case study is suitable for use in graduate-level management programs. It can be useful in courses such as sales management, marketing strategy and marketing analytics. The case study is also well suited to introducing students to the basics of sales, sales productivity, territory management, managing a team and business forecasting. The case study provides students a step-by-step understanding of business hygiene, and how just looking at overall sales numbers may not be conclusive, but a deep dive into effort and productivity is far more useful for forecasting.

Teaching notes are available for educators only.

CSS 8: Marketing.

This paper aims to explore the increasing importance of the intraorganizational dimension of the sales role (IDSR) based on service-ecosystem theory. Specifically, it examines how firms can improve interactions both internally and with external actors and stakeholders to both create and sustain advantageous “thin crossing points” (Hartmann et al. 2018). Academic research on sales ecosystems has yet to fully harness the rich insights and potential afforded by the crossing-point perspective.

After developing and unpacking the paper’s guiding conceptual framework (Figure 1), the authors focus on crossing points and the diversity of interactions between the contemporary sales force and its many stakeholders. They examine the sales literature, identify opportunities for thinning sales crossing points and propose dozens of research questions and needs.

The paper examines the importance of improving interactions both within and outside the vendor firm to thin crossing points, further develops the concept of the “sales ecosystem” and contributes a series of important research questions for future examination.

The paper focuses on applying “thick” and “thin” crossing points, a key element of Hartman et al. (2018). The primary limitation of the paper is that it focuses solely on the crossing-points perspective and does not consider other applications of Hartman et al. (2018).

This work informs managers of the need to improve interactions both within and outside the firm by thinning crossing points. Improving relationships with stakeholders will improve many vendor firm and customer outcomes, including performance.

Integrating findings from the literature, the authors propose a conceptual framework to encompass the entire diversity of idiosyncratic interactions as well as long-term relationships the sales force experiences. They discuss the strategic importance of thinning crossing points as well as the competitive disadvantages, even peril, “thick” crossing points create. They propose an ambitious research agenda based on dozens of questions to drive further examination of the IDSR from a sales-ecosystem perspective.

In this chapter, the most important regulatory measures required for rural marketing and sales have been identified – why protection of consumers' interests should be maintained; why rural development is important; the role of Code of Conduct, particularly on Advertising and Marketing Communication Practice 2011, and the role of Codes, in general, but in particular, International Code of Advertising Practice 1986, the Code of Marketing Practice, the International Code of Sales Promotion 1987, etc. have received attention.

This study aims to examine salespeople’s perspectives on the value of corporate heritage to relationship selling and the issue of trust in personal selling situations in the context of emerging markets.

An interpretive approach was adopted, and 16 semi-structured interviews were conducted with senior salespeople in heritage institutions operating in Jordan.

This study reveals that corporate heritage is a valuable organizational resource for relationship selling. Reflecting the values of “trust” and “affinity,” corporate heritage confers trust to salespeople and their products in personal selling situations. Sales managers are advised to use corporate heritage to strengthen sales activities and empower salespeople.

While previous research has explained the significance of corporate heritage to relationship marketing, the significance of corporate heritage to relationship selling and the issue of trust in personal selling situations remain unexplored. Jordan represents a context that has been largely neglected despite being typical of the corporate heritage phenomenon.

This study aims to examine the challenges of developing a global business-to-business (B2B) offering from an emerging economy (Chile) during an internationalization endeavor. This study analyzes the development and management of an offering evolving from local to global.

The data were collected via an in-depth interview (105 min).

The interviewee presented a mixed of interesting marketing and/or marketing-related decisions (e.g. marketing–sales interface and marketing capabilities development) that support the internationalization of a firm and consequently its offering.

The data represent a practical, ongoing rationalization of the events perceived by a manager. New theory can emerge from further exploring identified research opportunities.

The findings suggest that an emerging economy firm can gradually transition toward a multinational condition by coordinating a series of marketing and/or marketing related decisions, where the CMO (i.e. maximum marketing authority in the organization) plays an essential role.

This study brings the voice of practitioners to an academic environment and serves as an innovative effort to analyze B2B practitioners’ reality from a scholarly perspective. To the best of the authors’ knowledge, this study is the first one of the new series “Practitioners Insights” in the Journal of Business and Industrial Marketing.