The Asymmetric Association of Customer Commitment and Behavioral Intentions in Business-to-Business Markets

2020 ◽  
Author(s):  
Narendra Bosukonda ◽  
Muzeeb Shaik ◽  
Vikas Mittal ◽  
Shrihari Sridhar
Keyword(s):  
Behavioral Intentions ◽  
Business Markets ◽  
Customer Commitment ◽  
Business To Business

Building customer commitment in business-to-business markets

2012 ◽  
Vol 41 (6) ◽  
pp. 940-950 ◽  
Author(s):  
Shu-Hao Chang ◽  
Kai-Yu Wang ◽  
Wen-Hai Chih ◽  
Wen-Hsin Tsai
Keyword(s):  
Business Markets ◽  
Customer Commitment ◽  
Business To Business

An Introduction to Business Marketing

2011 ◽  
Author(s):  
Chris Fill ◽  
Scot McKee
Keyword(s):  
Supply Chains ◽  
Relationship Marketing ◽  
Perceived Value ◽  
Marketing Mix ◽  
Business Markets ◽  
Principal Characteristics ◽  
B2b Marketing ◽  
Goods And Services ◽  
Business To Consumer ◽  
Business To Business

This chapter explores some of the principal characteristics used to define business markets and marketing. It establishes the key elements of business-to-business (B2B) marketing and makes comparisons with the better-known business-to-consumer (B2C) sector. This leads to a consideration of appropriate definitions, parameters and direction for the book. After setting out the main types of organisations that operate in the B2B sector and categorising the goods and services that they buy or sell, the chapter introduces ideas about the business marketing mix, perceived value, supply chains, interorganisational relationships and relationship marketing. This opening chapter lays down the vital foundations and key principles which are subsequently developed in the book.

Toward a Customer-Centric Strategy Implementation Model

2013 ◽  
pp. 476-497
Author(s):  
Niksa Alfirevic ◽  
Nikola Draskovic ◽  
Jurica Pavicic
Keyword(s):  
Best Practice ◽  
Strategy Implementation ◽  
Business Markets ◽  
Implementation Model ◽  
Account Management ◽  
Customer Care ◽  
Key Account ◽  
Packaging Industry ◽  
Marketing Information ◽  
Business To Business

This chapter presents a model of customer-centric strategy implementation based on best practices developed by Vetropack, one of the leading companies in the European glass packaging industry. The company developed its own mix of customer-centric marketing strategies, which are implemented on various organizational levels and include processes such as quality assurance, key account management, customer care, business partnering, and a marketing information system. Although the model developed and case presented are based on some industry specific features, the overall approach could be used as a benchmark for different industries and companies, especially those active in business-to-business markets. As an outcome, combining the theoretical framework and best practice findings, we propose a new approach to customer-centric strategy, which unifies internal and external organizational learning.

Meeting the needs of different business-to-business customers

2019 ◽  
Vol 35 (11) ◽  
pp. 21-23
Keyword(s):  
Design Methodology ◽  
Business Markets ◽  
Content Type ◽  
Branding Strategies ◽  
Customer Type ◽  
Pertinent Information ◽  
Business Customers ◽  
The Relationship ◽  
Business To Business ◽  
Practical Implications

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 Brands are playing an increasingly influential role in business-to-business markets. Suppliers can become better positioned to exploit the opportunities offered by devising and implementing branding strategies appropriate to the nature of the relationship with and requirements of each customer type. Originality/value The briefing saves busy executives 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.

scholarly journals Requirement Profiles as a Foundation for customer-centric Ideation in Business-to-Business Markets

Procedia CIRP ◽  
2019 ◽  
Vol 84 ◽  
pp. 1120-1127
Author(s):  
Alexander A. Albers ◽  
Julian Tekaat ◽  
Dr.-Ing. Arno Kühn ◽  
Prof. Dr.-Ing. Roman Dumitrescu
Keyword(s):  
Business Markets ◽  
Business To Business

scholarly journals Design and Governance of Multichannel Sales Systems: Financial Performance Consequences in Business-to-Business Markets

2020 ◽  
Vol 57 (6) ◽  
pp. 1113-1134 ◽  
Author(s):  
Christian Homburg ◽  
Arnd Vomberg ◽  
Stephan Muehlhaeuser
Keyword(s):  
Moral Hazard ◽  
Information Exchange ◽  
Performance Outcomes ◽  
Agency Conflicts ◽  
Direct Channel ◽  
Governance Mechanisms ◽  
Managerial Implication ◽  
Business Markets ◽  
Sales Systems ◽  
Business To Business

Multichannel sales systems in business-to-business markets vary substantially in their designs and thereby either attenuate or aggravate agency conflicts between manufacturers and sales partners. Drawing on multiple agency theory, the authors introduce direct and indirect channel usage as focal design dimensions of multichannel sales systems and investigate each channel’s performance effects using a matched manufacturer–sales partner data set. Whereas direct channel usage predominantly lowers agency conflicts in terms of information asymmetry and sales partner moral hazard, indirect channel usage amplifies moral hazard concerns. How those sales partner effects translate into manufacturer performance outcomes critically depends on governance mechanisms, confirming predictions from governance value analysis: formalization enhances performance outcomes for manufacturers in the case of indirect channel usage but diminishes performance in the case of direct channel usage. The authors observe converse effects for centralization and information exchange: centralization and information exchange enhance outcomes of direct channel usage but diminish outcomes of indirect channel usage. The focal managerial implication is that managers must align the design of their multichannel sales systems with effective governance mechanisms.

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