B2B Customer Research Articles

B2B 고객추천 마케팅의 포트폴리오 전략이 마케팅 역량에 미치는 영향

B2B 고객추천 마케팅의 포트폴리오 전략이 마케팅 역량에 미치는 영향

Relationship Quality as Predictor of B2B Customer Loyalty in the Pharmaceutical Sector: Evidence from Jordan

This article aims to investigate the impactful effect of relationship quality dimensions (i.e., trust, satisfaction, and commitment) on aspects of loyalty represented by attitudinal loyalty and behavioral loyalty. A quantitative survey method was employed to achieve the objectives of the study. Furthermore, a convenience sampling technique was adopted to select a representative sample from physicians working in the public healthcare sector in Jordan. A total of 500 questionnaires were distributed, and 408 questionnaires were used in the statistical analyses. The data were analyzed by applying structural equation modeling to test the study model, and hypotheses were constructed and tested quantitatively and discussed qualitatively. The results revealed that both aspects of customer loyalty (i.e., behavioral and attitudinal) were affected positively by the overall dimensions of relationship quality (i.e., trust, satisfaction, and commitment), providing a recommendation for pharmaceutical companies in Jordan to focus on improving the relationship quality between their medical representatives and physicians due to the importance of such a factor in improving customer loyalty, which will reflect positively in managing their customers effectively and enhancing future business opportunities.

Streamlining Order Management in Manufacturing - Overcoming Challenges for Seamless B2B and B2C Customer Experiences

Streamlining Order Management in Manufacturing - Overcoming Challenges for Seamless B2B and B2C Customer Experiences

Strategic Foresight of Future B2B Customer Opportunities through Machine Learning

IntroductionDuring the last 20 years, the research field of strategic foresight has played an increasingly important role in corporate strategy. The dynamic environment of companies necessitates, on the one hand, rapid adoption of incremental changes and, on the other hand, radical reorientation towards new business opportunities, technologies, or markets (Rohrbeck, 2011).

The added value of social media data in B2B customer acquisition systems: A real-life experiment

Business-to-business organizations and scholars are becoming increasingly aware of the possibilities social media and predictive analytics offer. Despite the interest in social media, only few have analyzed the impact of social media on the sales process. This paper takes a quantitative view to examine the added value of Facebook data in the customer acquisition process. In order to do so, we devise a customer acquisition decision support system to qualify prospects as potential customers, and incorporate commercially purchased prospecting data, website data and Facebook data. Our system is subsequently used by Coca Cola Refreshments Inc. (CCR) to generate calling lists of beverage serving outlets, ranked by their likelihood of becoming a customer. In this paper we report the results, in terms of prospect-to-customer conversion, of a real-life experiment encompassing nearly 9000 prospects. The results show that Facebook is the most informative data source to qualify prospects, and is complementary with the other data sources in that it further improves predictive performance. We contribute to literature in that we are the first to investigate the effectiveness of social media information in acquiring B2B-customers. Our results imply that Facebook data challenge current best practices in customer acquisition.

The combined effect of product returns experience and switching costs on B2B customer re-purchase intent

PurposeThis study investigated business-to-business (B2B) repeated purchase intent and its relationships with customer value and customer satisfaction. Additionally, it explored the link between willingness to purchase again, switching costs and product returns management. Modern customers are more likely to switch suppliers; however, previous research suggests that this behaviour can be attenuated by a robust returns management experience. The purpose of this study was to provide a revised model of B2B repeated purchase intent that integrates the concept of product returns management and switching costs with existing B2B customer repurchase intent models.Design/methodology/approachFirst, a qualitative inquiry based on semi-structured interviews was conducted to test and develop a quantitative survey. Then a survey was then sent to business owners operating in the audiology industry. Finally, there were 317 responses.FindingsThe authors reveal the complex relationship between returns management and repeated purchase intent. Specifically, the authors’ results indicate that the effect of product returns on repurchase intent is opposite to the effect of customer value, depending on the value of customer value. The authors’ findings indicate that even when switching costs are low, firms can positively impact the intent to purchase again in the future if they increase the level of customer satisfaction. In addition, the authors’ findings indicate that in the context of B2B a high/low level of customer satisfaction does not trigger a positive effect of managing product returns on repurchase intent.Originality/valueThis study was the first to introduce the concept of product returns management to research on B2B repurchase intent.

Strategic B2B customer experience management: the importance of outcomes-based measures

PurposeThe purpose of this paper is to critique the adequacy of efforts to capture the complexities of customer experience in a business-to-business (B2B) context using input–output measures. The paper introduces a strategic customer experience management framework to capture the complexity of B2B service interactions and discusses the value of outcomes-based measurement.Design/methodology/approachThis is a theoretical paper that reviews extant literature related to B2B customer experience and asks fresh questions regarding B2B customer experience at a more strategic network level.FindingsThe paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda.Research limitations/implicationsThis paper is conceptual and seeks to raise questions surrounding the under-examined area of B2B customer experience. As a consequence, it has inevitable limitations resulting from the lack of empirical evidence to support the reconceptualisation.Practical implicationsExisting measures of customer experience are problematic when applied in a B2B (services) context. Rather than adopting input- and output-based measures, widely used in a business-to-consumer (B2C) context, a B2B context requires a more strategic approach to capturing and managing customer experience. Focussing on strategically important issues should generate opportunities for value co-creation and are more likely to involve outcomes-based measures.Social implicationsImproving the understanding of customer experience in a B2B context should allow organisations to design better services and consequently enhance the experiences of their employees, their customers and other connected actors.Originality/valueThis paper critiques the current approach to measuring customer experience in a B2B context, drawing on contemporary ideas of value-in-use, outcomes-based measures and “Big Data” to offer potential solutions to the measurement problems identified.

Four approaches for staffing and structuring a product development team to identify the crucial unmet needs of B2B customers

PurposeOffer a new model for identifying effective approaches to gathering, understanding and synthesizing information related to new product needs of B2B customers.Design/methodology/approachArthur D. Little, together with the Eindhoven University of Technology, conducted in-depth interviews with over 30 product development leaders in 15 companies across multiple sectors.FindingsWhen the team interacting with customers is structured appropriately the research showed that “getting it right” can lead to doubling of innovation success rates and have significant impact on R&D effectiveness.Practical implicationsBy identifying the degree to which B2B customer needs are clear (expressed) or unclear (latent) and the degree to which technology needs are known (expressed) or unclear (latent), we can start to characterize the most appropriate skill set that a multifunctional product development team will need in order to develop a winning product.Originality/valueCompanies can use an innovative analysis framework to help make informed decisions about how best to organize their teams. The four approaches can be mapped to the four quadrants of a “Customer Needs/Technology Needs” matrix. The study concludes that the benefits are both strategically and financially significant.

A qualitative inquiry into customers' perspectives on branding and the role of digital technologies in B2B: A case study of Panasonic

Branding is a well-researched notion in the B2C environment but a concept unexplored in the B2B context. Conceptually, similar to B2C organisations digital communication via digital tools and devices allows B2B organisations experiencing benefits of exposing their brands to a wider audience. In reality questions of whether branding is purposeful in the B2B context and what role digital technologies play in the B2B branding remain open. This study explores branding in the B2B context using Panasonic as a case study, to consider the value of B2B branding from the B2B customer (buyer) perspective. Results indicate that B2B branding is of importance in the B2B context, in particular for an organisation such as Panasonic where reputation is a driving force of attracting new B2B customers and nurturing long-terms relationships with existing B2B customers. Moreover, this study concludes that whilst use of digital technologies enables portraying brand perceptions about Panasonic, digital technologies are yet to be fully embraced for the purpose of branding in the B2B context.

The role of suspicion in B2B customer entertainment

PurposeThe purpose of this paper is to conduct an exploratory study of potential business-to-business (B2B) customers that includes an empirical analysis that investigate the effect that customer entertainment has on customer suspicion toward the salesperson, and how those negative attitudes are influenced by the relationship stage and the perceived cost of the event.Design/methodology/approachUsing an experimental design, data were collected from 105 potential customers working in a B2B environment that assessed their attitudes regarding offers of varying levels of customer entertainment across differing stages of the relationship.FindingsResults demonstrate that B2B customers have important perceptions regarding the perceived cost of customer entertainment offers by salespeople. Those evaluations resulted in a positive relationship between customer attitudes of suspicion toward the salesperson and the perceived cost of the entertainment event. However, the stage of the relationship tended to ameliorate suspicious attitudes of customers, although not in a completely symmetrical manner.Research limitations/implicationsAdditional testing with larger sample populations would better solidify the existence of the relationships.Practical implicationsThis study provides a framework for practitioners that gives direction to the strategic use of customer entertainment such that it acts as a relationship catalyst, and not a relationship poison.Originality/valueThe paper uses a customer perspective to fill a need to better understand the instrumental role of customer entertainment in relationship marketing, and how it interacts with the perceived cost of the event and relationship stage to create differing customer attitudes.

A sales process framework to regain B2B customers

Purpose – The purpose of this study is to develop a sales process framework to facilitate business-to-business (B2B) customer reacquisition. A comprehensive CRM process needs to include reacquisition strategies. Yet, very few firms have formal procedures to guide reacquisition efforts. This gap in the sales process reflects the relatively sparse literature on B2B customer reacquisition models. The present research intends to fill this gap and creates a sales process model to guide salespeople to regain B2B lost customers. Design/methodology/approach – Using critical incident technique (CIT), this study conducted in-depth interviews with 54 B2B salespeople. Each salesperson reported one successful and one unsuccessful reacquisition incidents. A total of 108 critical incidents were collected for analysis. Findings – A four-step sales process model to regain B2B customers was developed and empirically supported, including: Segment lost customers; Assess reasons for loss; Develop reacquisition activities; and Implement reacquisition strategies. Research limitations/implications – This study is qualitative and exploratory in nature; future research should develop dyadic surveys to validate the results. Practical implications – This four-step reacquisition process allows sales firms to identify essential elements and establish protocols/policies to train and motivate salespeople. The framework can facilitate salespeople develop problem-focused solutions to correctly diagnose the situation and effectively re-negotiate with defected customers. Thus, this process may help reduce inefficiency in the reacquisition process and increase reacquisition ratios. Social implications – By considering justice/fairness from customer’s perspective, sales firm may properly recover lost business relationship, and do so in ways that are considered both just and ethical. Originality/value – This is one of the first studies to examine the reacquisition of lost B2B customers. It expands on the traditional sales process to include four steps that enable a sales reacquisition process.

Harnessing marketing automation for B2B content marketing

The growing importance of the Internet to B2B customer purchasing decisions has motivated B2B sellers to create digital content that leads potential buyers to interact with their company. This trend has engendered a new paradigm referred to as ‘content marketing.’ This study investigates the organizational processes for developing valuable and timely content to meet customer needs and for integrating content marketing with B2B selling processes. The results of this single case study demonstrate the use of marketing automation to generate high-quality sales leads through behavioral targeting and content personalization. The study advances understanding of the organizational processes that support content marketing and shows how content marketing can be combined with B2B selling processes via marketing automation in ways that achieve business benefits.

How manufacturer market orientation influences B2B customer satisfaction and retention: empirical investigation of the three market orientation components

Purpose – This paper aims to examine how the three market orientation components (customer orientation, competitor orientation and interfunctional coordination) influence industrial manufacturers’ customer relationship management outcomes in a business-to-business (B2B) context. Design/methodology/approach – In linking market orientation components and their relationship outcomes, the authors examined the moderating effect of interfunctional coordination. The model was tested using data collected from 279 manufacturing firms in the USA. Findings – While customer orientation and competitor orientation both influence customer relationship outcomes, interfunctional coordination does not. However, interfunctional coordination lessens the positive relationships between customer orientation and customer retention as well as between competitor orientation and customer satisfaction. Although competitor orientation has a slightly stronger impact on customer satisfaction than customer orientation does, it only has an indirect relationship with customer retention through customer satisfaction. Originality/value – The findings illustrated the effects of the three components of market orientation on customer relationship outcomes within manufacturing-centered firms, and provided managerial implications to industrial manufacturers on market orientation implementation strategies in regard to successful B2B customer relationship management.

Understanding B2B customer loyalty in the mobile telecommunication industry: a look at dedication and constraint

Purpose – This paper attempts to investigate the simultaneous effects of dedication and constraint factors on business-to-business (B2B) customer loyalty in the context of transforming the mobile telecommunication industry. Maintaining a successful inter-organizational relationship with the key players becomes increasingly critical to the performance and competitiveness of the mobile network operator (MNO) in the mobile telecommunication industry. Design/methodology/approach – A dual customer loyalty model which reflected both dedication-based and constraint-based mechanisms is developed and empirically tested against data collected from 129 content providers (CPs) which currently have business relationships with China Mobile. Findings – The structural equation modeling partial least squares analysis indicates that dedication-based (e.g. customer satisfaction, trust in MNO and MNO’s relationship-specific investments) and constraint-based (e.g. switching costs, dependence on MNO and CP’s asset specificity) mechanisms simultaneously, yet differentially, influence CP’s loyalty toward the MNO. Practical implications – To obtain CP’s loyalty, MNOs should consider both the dedication and constraint factors. In particular, they need to focus more on the constraint-based mechanism, as it exerts stronger influences on CP’s loyalty than the dedication-based mechanism. Originality/value – This research advances our theoretical understanding of the dual nature of customer loyalty behavior in the B2B context and offers practical implications for MNOs to leverage these two contrasting causal drivers.

Managing B2B customer churn, retention and profitability

It is now widely accepted that firms should direct more effort into retaining existing customers than to attracting new ones. To achieve this, customers likely to defect need to be identified so that they can be approached with tailored incentives or other bespoke retention offers. Such strategies call for predictive models capable of identifying customers with higher probabilities of defecting in the relatively near future. A review of the extant literature on customer churn models reveals that although several predictive models have been developed to model churn in B2C contexts, the B2B context in general, and non-contractual settings in particular, have received less attention in this regard. Therefore, to address these gaps, this study proposes a data-mining approach to model non-contractual customer churn in B2B contexts. Several modeling techniques are compared in terms of their ability to predict true churners. The best performing data-mining technique (boosting) is then applied to develop a profit maximizing retention campaign. Results confirm that the model driven approach to churn prediction and developing retention strategies outperforms commonly used managerial heuristics.

Innovation-related benefits of social media in Business-to-Business customer relationships

The aim of this research is to explore social media and its benefits and impacts especially from Business-to-Business B2B innovation and customer interface perspective, and to create a more comprehensive picture of the possibilities of the social media for the B2B sector. The B2B context is in many ways a very different environment for social media than Business-to-Consumer B2C context, and is still very little academically studied. A systematic literature review on B2B use of social media and achieved benefits and impacts in the innovation context was performed to answer the questions above and achieve the research goals. The study clearly demonstrates that not merely B2Cs, as commonly believed, but also B2Bs can benefit from involving customers in innovation by social media in a variety of ways. The reported benefits of social media use referred broadly to increased customer focus and understanding, increased level of customer service and decreased time-to-market.

Does salesperson's customer orientation create value in B2B relationships? Empirical evidence from India

Although value creation in business relationships has taken an important position in the literature, yet scant attention has been paid to the precise nature of creation or destruction of value in b2b customer-oriented selling. Moreover, very few empirical studies in the b2b customer value research have focused on emerging markets, especially the BRIC countries. This study carried out in the context of small and medium sized firms in India, empirically examines from the SOCO perspective (Saxe and Weitz, 1982), value creation in customer-oriented selling, and value destruction in sales-oriented strategies. We model value creation, relationship development, and customer satisfaction as direct and indirect consequences of salesperson's customer orientation. Based on a sample of 249 small and medium sized Indian firms, we show that salesperson's customer orientation directly leads to value creation and relationship development with customers. On the other hand, a sales orientation destroys value, although it may lead to relationship development in the short-term. We also found that customer satisfaction was unrelated to both types of salesperson's orientations. Our study has considerable impact for small and medium sized businesses in emerging BRIC markets such as India, as it throws light on how supplier firms can leverage their salesforce to create value creation with their customers.

Return on marketing investments in B2B customer relationships: A decision-making and optimization approach

The basic notion of relationship marketing entails that firms should strive for mutually beneficial customer relationships. By combining relationship marketing theory and operations research methods, this paper aims to develop and demonstrate a managerial decision-making model that business market managers can use to optimize and evaluate marketing investments in both a customer-oriented and economically feasible manner. The intended contributions of our work are as follows. First, we add to the return on marketing literature by providing a first decision-making approach that explicitly assesses the optimization of marketing investments in terms of profitability, effort, and resource allocation. Second, we show how the risk of marketing investments can be assessed using sensitivity analysis. By means of an empirical study the versatility of our decision-making approach is demonstrated by assessing various critical decision making issues for business marketing managers in detail.

Successful B2B customer database management

PurposeThe paper aims to present a study of the question of customer information management in business‐to‐business (B2B) firms, what distinguishes firms that manage customer information well, and what internal processes are necessary for success.Design/methodology/approachThis paper summarizes the themes from several research studies using both qualitative and quantitative methods.FindingsThe study finds that companies that distinguish themselves from others in the area of customer information management practices pay attention first to their company's overall strategy, establish and/or enforce data quality standards, involve functional departments in the development of customer databases and their applications, and use both relational and transactional data in their data applications.Practical implicationsManagers in this area would do well to follow the precepts suggested in this work, especially in terms of developing quality databases before embarking on a customer marketing strategy.Originality/valueThe value of the paper is the consistent themes throughout research studies in various B2B contexts.

Relationship quality as a predictor of B2B customer loyalty

This study aims to provide a picture of how relationship quality can influence customer loyalty in the business-to-business (B2B) context. Building on prior research, we propose relationship quality as a higher construct comprising trust, commitment, satisfaction and service quality. We believe that these dimensions of relationship quality can reasonably explain the influence of overall relationship quality on customer loyalty. In addition, this study provides more insightful explanations of the influence of relationship quality on customer loyalty through two levels of relationship quality: relationship quality with employees of the supplier and relationship quality with the supplier itself as a whole. Aiming to fully explain the concept of customer loyalty, we follow the composite loyalty approach providing both behavioral aspects (purchase intentions) and attitudinal loyalty. We seek to address three main research issues: Does relationship quality influence both aspects of customer loyalty? If so, which relationship quality dimensions influence each of the components of customer loyalty? And which level of relationship quality (employee level versus organizational level) has more influence on customer loyalty? This study uses the courier delivery service context in Australia and targets Australian Small to Medium Enterprises (SMEs). We selected mail survey and online survey as the two methods of data collection, and together they received 306 usable respondents. Structural equation modeling yields insights into the influence of the dimensions and levels of relationship quality on customer loyalty. Results show that all four dimensions of relationship quality influence attitudinal loyalty, however, only satisfaction and perceived service quality influence behavioral loyalty (purchase intentions). Most remarkably, results indicate that only the organizational level of relationship quality influences customer loyalty. The employee level of relationship quality does not play a significant in influencing B2B customer loyalty in this study.