B2B Sales Research Articles

Strategies for Effective B2B Sales in the Corporate Gifts Industry: Best Practices and Success Tactics in the w.r.t Bag Manufacturing in Ahmedabad City

The corporate gifting industry has grown exponentially due to increased brand awareness and relationship management in corporate environments. Therefore, an effective B2B sales strategy is an important task for companies operating in this sector. The study focuses on the corporate gifts industry, particularly the banking sector of Ahmedabad, a commercial and industrial hub. Corporate gifts, including bags, are an important tool to increase brand awareness and promote business relationships at events, employee engagement, CSR activities and customer engagement. Recognizing the importance of these gifts requires a thorough analysis of effective B2B sales strategies to meet the branding and marketing goals of corporate clients. This paper discusses strategies to improve B2B sales efficiency in manufacturing banks in Ahmedabad and examines the various product offerings and customization options available in the market. To analyze the current market trends, key players, customer needs and competitive environment related to Ahmedabad. Successful marketing strategies in this area are customer-oriented and focus on customized solutions, quality, design, personalization and customer experience. In addition, the use of digital marketing and e-commerce platforms is essential to increase visibility, engagement and customer satisfaction in this evolving environment. Strategic partnerships and collaborations with suppliers and distributors play a key role in optimizing sales growth and market intelligence. By examining best practices and successful strategies, the study aims to provide useful insights to banks in Ahmedabad looking to strengthen their sales strategies and achieve growth in the highly competitive corporate gifting industry

The Role of Digital Communication Technologies Through Customer and Market Knowledge in B2B on Sales Performance and Satisfaction

ABSTRACT Purpose To explore the role played by DCT, SM, and CRM through customer knowledge, and market knowledge in the sales performance of a salesforce, and their economic and non-economic satisfaction in B2B sales. Design A total of 66 B2B Norwegian companies out of 69 participated in this study. A questionnaire with an introduction letter was sent to 356 sellers, and 216 valid questionnaires were used for this study, generating a net response rate of 60.6%. The approach followed was deductive. Findings The results have both purified and simplified the structural relationships in the nomological framework initially posited. The triadic exploration of digital communication tools (DCT), social media (SM), and CRM-solutions (CRM) in relation to customer and market knowledge, the sales performance of a salesforce and their economic and non-economic satisfaction in B2B sales, yield complementary insights to existing theory and previous research. Research implications The combined focus on the effect of acquiring customer knowledge and obtaining market knowledge through DCT, SM, and CRM on the sales performance of a salesforce in B2B sales has important implications. The results have simultaneous implications regarding the role of customer and market knowledge through DCT, SM, and CRM in B2B sales. Practical implications DCT, SM, and CRM enable a salesforce to stay updated and maintain contacts with existing customers, and also facilitate updates, and to getting in contact with potential customers. DCT, SM, and CRM may enable a salesforce to acquire additional information about existing and potential customers. DCT, SM, and CRM may enable a salesforce to obtain more information about the market. Customer and market knowledge may also become more accessible through peers, superiors, or other informants. Originality Contributes to enhancing our understanding of the role of digital communication tools (DCT), social media (SM), and CRM solutions (CRM) through customer knowledge and market knowledge on sales performance in B2B sales. It also contributes to enhancing the understanding of a salesforce’s economic and non-economic satisfaction in B2B sales through DCT, SM, and CRM. The results clarify the structural characteristics between a salesforce’s customer and market knowledge, their sales performance, and economic as well as non-economic satisfaction in B2B sales.

Technology use in B2B sales: examining the extant literature and identifying future research opportunities using morphological analysis

Understanding the impact of technology use on the business-to-business (B2B) sales profession has been one of the priorities for scholars for over 20 years. While the extant sales literature has focused mainly on stand-alone technologies like customer relationship management and social media, few studies have taken a holistic approach to understand how technology has transformed the sales function and the corresponding impact this change has had on the salesperson and sales organizational level. Employing morphological analysis (MA), we conduct an extensive review of the last two decades of B2B sales research to highlight emergent research topics on how technology use is continuing to influence B2B selling and identify research gaps that still need to be addressed by sales scholars. We characterize the literature on technology use in B2B sales in terms of 6 ‘dimensions’ and 22 ‘variants’ and represent it as an MA framework. Using this framework, we identify 49 research gaps that can inform future research on technology use in B2B sales. These gaps were prioritized using inputs from academics and practitioners and 10 gaps rated high by both groups were identified. We conclude with theoretical and practical implications of our research.

Corporate Influencing im Business-To-Business-Vertrieb

ZusammenfassungBusiness-To-Business (B2B)-Vertrieb wird zunehmend digitalisiert und diese Digitalisierung hat einen starken Einfluss auf die Art und Weise, wie Kund:innen und Verkäufer:innen in Geschäftsbeziehungen interagieren, kommunizieren und Werte schaffen. Im Zuge der Digitalisierung hat die Nutzung des beruflichen sozialen Netzwerks LinkedIn im B2B-Vertrieb zugenommen und ein neues Phänomen, sogenannte Corporate-Influencer:innen, ist vermehrt bei LinkedIn zu beobachten. Die Literatur hat sich bislang hauptsächlich auf das Verhalten von Vertriebsmitarbeitenden in sozialen Medien, Leistungsergebnisse und Auswirkungen auf Kundenbeziehungen konzentriert. Es ist jedoch wenig bekannt über die Ziele, die mit Corporate Influencing verfolgt werden, ihre tatsächlichen Aktivitäten auf LinkedIn in dieser Rolle sowie Chancen und Herausforderungen, die sich durch Corporate Influencing ergeben. Ein Grounded-Theory-Ansatz wird verfolgt, um dieses Phänomen zu untersuchen. Basierend auf 31 Interviews mit Expert:innen aus verschiedenen B2B-Branchen, werden persönliche und unternehmensbezogene Ziele, spezifische Corporate-Influencer-Aktivitäten, sowie damit einhergehende Chancen und Herausforderungen von Corporate Influencing identifiziert.

The contingent effects of innovative digital sales technologies on B2B firms’ financial performance

Business-to-business (B2B) firms make large investments to implement innovative digital sales technology (IDST) in the hope of increasing firm performance. While marketing research generally indicates that these investments should pay off, recent experiences from managerial practice suggest that such beneficial payoffs may not necessarily arise. To examine the effects of implementing IDSTs on B2B firm performance, we differentiate between customer-sensing and customer-linking IDSTs: while customer-sensing IDST has the primary purpose of identifying new sales opportunities (e.g., predictive analytics) early within the B2B sales funnel, the purpose of customer-linking IDST (e.g., augmented reality application) is to close sales opportunities. The results of a multi-data study involving 314 B2B firms confirm that implementing customer-sensing and customer-linking IDST can exhibit a complementary, positive effect on firm profit, but this effect strongly varies with the sales task environment in terms of firms’ offering and demand complexity. In unfavorable conditions, extensive digitalization in B2B sales can even harm firm profit. These findings contribute to sales technology research and the literature on marketing capabilities and guide managers on how to ensure successful sales digitalization.

The Impact of Technology on Sales Performance in B2B Companies

This article provides an in-depth exploration of the multifaceted impact of technology on sales performance within B2B companies. It delves into how digital transformation and the integration of advanced technologies such as artificial intelligence, machine learning, and big data analytics have revolutionized traditional sales processes, enhancing efficiency, customer engagement, and ultimately, sales outcomes. The discussion spans several key areas, including the pivotal role of customer relationship management (CRM) systems in improving sales processes, the significance of digital marketing in reaching and engaging with potential customers, and the transformative effects of automation and chatbots in streamlining sales operations and providing superior customer service. The article also touches on the emerging trend of IoT-enabled selling and its potential to offer personalized and proactive sales experiences. Through a series of case studies, the article illustrates successful implementations of technology in B2B sales, showcasing the tangible benefits and improvements in sales performance. However, it also addresses the challenges and barriers to technology adoption, such as resistance to change and integration difficulties, while offering strategies to overcome these obstacles. The future trends section anticipates further advancements in tech-driven sales practices, highlighting the ongoing evolution of the B2B sales landscape driven by technological innovation.

Modeling the influence of management control system and ambidextrous behavior on B2B customer relationships: a job demand-resource perspective

PurposeService–sales ambidexterity (SSA) offers sales managers crucial information about dealing with customer service failures through an effective management control system. This study aims to scrutinize the relationships among SSA, salesforce control system, salesperson’s role stressors and service recovery performance (SRP) in the business-to-business (B2B) context.Design/methodology/approachAn analysis is conducted based on survey data collected from 586 B2B sales employees participating in an extensive survey. Structural equation modeling is used to analyze the proposed hypotheses.FindingsEmpirical findings suggest that behavior-based control harms SSA. On the other hand, outcome-based control has a positive impact on SSA. The research outcomes further disclose that SSA positively impacts salesperson role conflict and emotional fatigue, whereas emotional fatigue negatively impacts SRP. Salesperson resilience notably moderates the association between SSA and emotional fatigue.Originality/valueThe study addresses there is a dearth of research on SSA applying the sales management control system. When studying about ambidexterity in sales context, many supervisory styles have been explored; however, to the best of the authors’ knowledge, this is the first systematic attempt to understand how sales management control systems play a role in SSA.

Mechanism and Hints Behind the Anchoring Effect in Sales, Auction, and Willingness to Pay

The anchoring effect, a cognitive bias, has substantial implications in various fields, including behavioural economics. It influences individuals' assessments and choices by anchoring them to specific initial values and causing insufficient adjustments. This article explores the anchoring effect's mechanisms and its impact on B2B sales, auctions, and willingness to pay. It also offers guidance for business owners, price-setters, and auctioneers to leverage the anchoring effect to their advantage. In B2B sales, results indicate that when salespeople are informed of higher reference discounts, they tend to offer significantly higher discounts to new customers, which leads to conservatism and cause a systematic distortion in various economic contexts. This demonstrates the positive impact of reference discounts on pricing decisions, driven by a tendency to avoid risk. Auction item sequences influencing bidding outcomes. Auctions featuring more valuable items first yield higher revenues, as buyers anchor their expectations to the initial prices. Sellers can strategically position items to maximize profits, particularly when the initial auction prices are set lower than market expectations. Studies also reveal that Lower anchoring prices may decrease willingness to pay (WTP) while higher initial reference points can lead to higher WTP. Additionally, the use of "up to" in advertising discounts can positively affect WTP due to an asymmetry effect.

Source-oriented asymmetric information sharing in B2B negotiations: Two sides of time pressure

The information asymmetry in a B2B negotiation between the buyer and seller can be a source of concern. Sharing the asymmetric information can alleviate some of these concerns. However, the negotiating parties may be skeptical about the motive behind the asymmetric information sharing. In this research, we investigate how buyers and sellers respond to sharing initiatives in the negotiation process by examining their effects on trust, fear of missing out, and willingness to accept the offer. We conducted three experiments with both sellers and buyers who work in B2B sales and procurement, respectively. Our research findings indicate that time-sensitive asymmetric information sharing can generate higher trust, FOMO, and sellers' willingness to accept the offer. However, buyers have more trust and subsequent willingness to accept the offer if the seller uses no time-sensitive asymmetric information sharing strategy. The findings therefore contribute to the information asymmetry and negotiation strategy literature. The findings also offer practical policy suggestions for both B2B buyers and sellers, indicating that sellers can utilize time pressure as a negotiation tactic, whereas buyers should refrain from doing so in the information asymmetry context.

Women’s underrepresentation in business-to-business sales: Reasons, contingencies, and solutions

AbstractSales faces the second-largest gender gap of any corporate function, with women’s underrepresentation even more pronounced in business-to-business (B2B) sales and at higher hierarchical levels. Concurrently, the call for a more gender-diverse sales force is gaining momentum for social and economic reasons, moving the question of how to attract and promote women in B2B sales to the top of sales managers’ agenda. Using an inductive approach, we uncover male-centricity of communication and job structures in B2B sales as the underlying reasons deterring women from entering and advancing in B2B sales. Specifically, male-centricity implies a misfit between B2B sales and women’s self-conception and needs. By deriving contingencies of these relationships, we offer solutions to women’s underrepresentation in B2B sales by showing, for example, which sales positions are less prone to signal or create a misfit to women and what gender-inclusive resources sales departments can provide and saleswomen can build.

Increasing graduates’ interest in B2B sales: how to dispel lay beliefs, fight stigma, and create a profession of choice

Given the pressing talent shortage and the need for well-educated recruits in business-to-business (B2B) sales, understanding how to increase university graduates’ low interest in this profession is vital to sales departments’ competitiveness. To tackle this issue, we adopt a mixed-method approach to investigate the reasons for and measures against graduates’ low interest in B2B sales. First, we develop a comprehensive, theory-based framework to understand the root causes of graduates’ low interest in B2B sales (Study 1). This framework uncovers specific beliefs discouraging graduates from pursuing B2B sales, including negative perceptions of job characteristics, the profession’s prevailing stigma, and negative career success expectations. Second, comparing graduates’ and B2B salespeople’s assessments of B2B sales job characteristics (Study 2), we reveal that graduates hold lay beliefs about B2B sales lacking intrinsic and social job characteristics. As a basis for a solution, we identify the types and combinations of sales exposure required to dispel lay beliefs and create a favorable but realistic picture of B2B sales. Third, combining text analysis of B2B sales labor market communication and conjoint analysis of graduate application drivers (Studies 3a and 3b), we develop guidelines to better align communication and job structures with graduates’ needs.

Demonstrating commitment

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Customer experience is now a relevant and important element to B2B sales, with investments in this area demonstrating increasing competitive advantage. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Social media analytics for business-to-business marketing

Organizations continue to incorporate social media analytics into their routines to improve their performance outcomes. However, industrial marketing literature is lagging in that it has only explored the utility of social media as a promotional tool rather than as an analytical tool. Accordingly, this study is one of the first scholarly attempts to extend the concept of social media analytics into the industrial markets and advance a theoretical (vs. technical) perspective on social media analytics. Using the organizational learning lens, we define social media analytics as activities related to the acquisition and analysis of social media data and the dissemination, retention, and utilization of the findings. This theoretical study (i) guides future academic research by providing relevant questions and (ii) offers managerial implications of social media analytics, specifically, in the B2B sales.

Automating the B2B Salesperson Pricing Decisions: A Human-Machine Hybrid Approach

A human-machine hybrid automation approach is demonstrated to improve B2B sales performance through a pricing field experiment and econometric analyses.

The Role of Salesforce in Improving Sales Productivity in B2B Business

In the rapidly evolving world of B2B sales, organizations are constantly seeking ways to enhance sales productivity and drive revenue growth. Salesforce, a leading customer relationship management (CRM) platform, has emerged as a powerful tool for optimizing sales processes in B2B businesses. This research paper explores the role of Salesforce in improving sales productivity and its impact on B2B sales success. The paper examines the benefits, challenges, and best practices associated with implementing Salesforce inB2B sales environments. It also delves into real-world case studies to highlight the practical applications and outcomes of Salesforce in enhancing sales productivity. By synthesizing existing literature, industry insights, and empirical evidence, this research paper provides a comprehensive analysis of the role of Salesforce in improving sales productivity in B2B business.

The Effect of Sales-Oriented, Customer-Oriented and Seller Performance on Venon Brand Sales Performance in Indonesia

This study explores how individual sales abilities affect sales-oriented and customer-oriented sales behavior. The population in this study is the B2B sales of the hair care industry. This research uses quantitative. Research methods to determine the Validity and reliability of each statement used in the questionnaire, this study tested the factor analysis method. To determine the level of significance and interrelationships between each variable used, the structural equation model (SEM) analysis method was used. Data was collected using an online questionnaire survey method via Google Forms. Except for the Competitive Intensity variable. ISC has a positive and significant effect on SO, and SO can significantly affect SP. Individual Sales Capability and Customer-Oriented Selling Behavior have a significant influence but have a negative direction. CO has a significant influence but has a negative direction on SP. Competitive intensity does not moderate the relationship between SO and Sales Performance. Furthermore, CI moderated the relationship between CO and SP. This research shows the importance of onboarding on customers in sales performance. Customer oriented sales behavior can play an important role in improving sales performance, especially in situations where market competition is getting tougher.

Choosing the discount size in the software industry: How to incentivise the salesforce

Despite the importance of pricing strategies in B2B sales, previous studies have devoted scarce attention to discount strategies. Drawing on anchoring theory and employing a mixed-method sequential research design (i.e., two experiments and a qualitative study), we explore whether previous discount information (i.e., a reference discount) of a B2B salesperson influences the decision about the amount of discount granted to a new customer. We also examine the role of incentives in this relationship. The findings show the importance of reference discounts in determining the discount level given to a new customer. Specifically, salespeople's incentives reduce this effect. Our qualitative efforts demonstrate that uncertainty reduction and self-interest are the main reasons behind reliance on reference discounts and the efficacy of incentives, respectively. The findings of this research highlight the consequential impacts of salespeople's past knowledge and monetary incentives on determining the discount level.

ОСОБЕННОСТИ УПРАВЛЕНИЯ В2В ПРОДАЖАМИ В СОВРЕМЕННОЙ КОРПОРАТИВНОЙ ПРАКТИКЕ

The article discusses the features of the planning, organizing and conducting B2B sales based on marketing the enterprise products in bulk to other enterprises that later resell products with or without changing their characteristics. It is emphasized that such sales system is a set of actions for the sale of goods and services in the corporate segment. The existing classification of B2B sales is presented: transactional and consulting; dealer, distributor, corporate and retail. There are definitions of the parameters that have the greatest impact on their volumes (industry, product, sales channels). New market trends were studied and such factors as: complication of the specifics of sales, decrease in customer confidence in sellers, increase in the length of the transaction cycle were noted. It is concluded that B2B sales are a more complex product than sales to individuals. The result in them depends on the sellers meeting two conditions – providing customers with high-quality content about the advantages and benefits of the product, as well as improving the efficiency of the entire sales process, which directly depends on the choice of the structure for the sales department, improving the quality of management, the level of professional training of sales managers, the availability of an effective CRM system, the use of effective motivational mechanisms, etc. In this regard, popular sales techniques have been studied (SPIN, solution sale, value-added sale, strategic sale, selling fox). Special attention in the article is paid to the algorithm for building an effective B2B sales management system, which requires individual customization and adaptation of each company. Ideally, such activity should be considered in the context of a separate business process focused on creating key shared values of the seller with customers. The importance of solving such a problem for the corporate business of the 21st century, understanding its significance and further in-depth study with access to specific practice is noted.

Internal and external organisational strategies: repercussion of information management on relationship selling behaviour and salesforce performance

Organisational strategies always aim at maximising profit, one among the ways is to increase the sales, and ultimately the pressure falls on the salesforce. Personal selling of salesforce and has been considered as an internal and external strategy of any organisation. The organisation develops a relationship selling strategy by creating a personal rapport with customers by equipping the salesforce especially, in B2B sales. In this strategy, salesforce needs to manage numerous information about product profiles, customer basic information, competitor product portfolio, and external environment information. This study focuses on identifying the impact of information management on relationship selling behaviour and salesforce performance. Further, this study attempts to understand the direct link between information management (IM) and salesforce performance. Foundry raw materials manufacturing and trading industries were selected for the present study. The study identified that self-disclosure positively impacts relationship selling behaviour, and information management has a negative impact on salesforce performance. These findings will help the organisations frame internal and external strategies that improve the salesforce's selling behaviour, resulting in better performance and brand positioning.

B2B marketing model: leveraging green initiatives for sustainable business growth

The strategic management and operational implementation of marketing activities in the B2B segment (business-to-business) are quite specific. Presenting the company on the Internet provides an opportunity to expand business contacts, increase profits and emphasize the status of the company. Understanding what B2B sales are makes it possible to open new horizons for companies. The B2B segment requires a special approach from the marketing manager and marketing specialists. In this regard, the purpose of this study is to propose a comprehensive B2B marketing model that leverages green initiatives for engaging potential customers and transforming them into real ones. The model is related to building relationships with customers and maintaining them until a purchase decision is made by them. In this way, these customers can be turned into loyal business partners who will continue to develop the company over the years.