Positioning Strategies in B2B Marketing: The Regulatory Focus Orientation

Abstract

ABSTRACT Purpose Relying on regulatory focus theory (RFT), this study examines the mechanisms that guide managers’ positioning-related decisions in business-to-business contexts. Specifically, this research answers two main questions: what motivates managers to recommend specific positioning strategies and what motivates related decisions regarding contextual and market conditions? Design/methodology/approach Two studies are undertaken in this research. Using the Delphi method, Study 1 adopted an online scenario-based experimental design related to the positioning decisions of three companies. A panel of expert informants assisted in the design process. Study 2 tested the stability of the results from Study 1 and then extended the analysis through the introduction of an additional dependent variable and market feedback. The results of the scenario-based online surveys are subjected to partial least squares structural equation analyses. Findings The findings are in line with regulatory focus theory and show that RFT can provide motivationally derived answers to questions regarding inter-manager differences in positioning decision-making under similar market and company conditions. The results further show that decisions made by marketing managers in B2B contexts are guided by a desire to achieve congruity (fit) between their regulatory focus and their positioning strategy. Moreover, there is a differential impact of the regulatory foci on the likelihood of changing a recommended strategy. Originality/value This paper investigates the moderating effects of involvement, valence framing, and market feedback. The study finds that the valence of the recommendation of a positioning strategy moderates the relationship between regulatory focus and the type of positioning strategy.