To see the other types of publications on this topic, follow the link: B2B Business.
Journal articles on the topic 'B2B Business'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'B2B Business.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Dotzel, Thomas, and Venkatesh Shankar. "The Relative Effects of Business-to-Business (vs. Business-to-Consumer) Service Innovations on Firm Value and Firm Risk: An Empirical Analysis." Journal of Marketing 83, no. 5 (May 9, 2019): 133–52. http://dx.doi.org/10.1177/0022242919847221.
Full textAbstract:
Many firms introduce both business-to-business service innovations (B2B-SIs) and business-to-consumer service innovations (B2C-SIs) and need to better allocate their resources. However, they are unsure about B2B-SIs’ effects on firm value or risk, especially relative to those of B2C-SIs. The authors address this problem by developing hypotheses that relate the number of B2B-SIs and B2C-SIs to firm value and firm risk together with the moderators (the number of product innovations and customer-focus innovations). To test the hypotheses, the authors develop and estimate a model using unique panel data of 2,263 SIs across 15 industries over eight years assembled from multiple data sources and controlling for firm- and market-specific factors, heterogeneity, and endogeneity. They analyze innovation announcements using natural language processing. The results show that B2B-SIs have a positive effect on firm value and an insignificant influence on firm risk. Importantly, the effect of a B2B-SI on firm value is significantly greater than that of a B2C-SI. Unlike B2C-SIs, the effect of B2B-SIs on firm value is greater when the firm has more product innovations. Surprisingly, unlike B2C-SIs, the effect of B2B-SIs on firm value is less positive when the SIs emphasize customers. These findings offer important insights about the relative value of B2B-SIs.
2
Barrientos, Laura Gatica, Emma Rosa Cruz Sosa, and Patricia E. Garcia Castro. "Considerations Of E-Commerce Within A Globalizing Context." International Journal of Management & Information Systems (IJMIS) 16, no. 1 (December 22, 2011): 101. http://dx.doi.org/10.19030/ijmis.v16i1.6726.
Full textAbstract:
The objective of this work, is to analyze the meaning of electronic commerce in our days taking into account the information technologies; it also will analyze their adjustments, their trends and applications of the same, in the Business to Consumer Relations (B2C), Business to Employee (B2E) and Business to Administration (B2A), Consumer to Consumer (C2C), Citizen to Government (C2G), Business to Government (B2G) and, Business to Business (B2B), as well as how information systems have been very useful to reduce costs, getting technology to change from being an operating support tool to become a strategy one, to increase the sales volume and the profits of the business as a result of this. The trend being taken by businesses and consumers has increased the participation of the companies which apply it in a comprehensive manner, since they reach international markets, while also face another kind of competition that takes place in a global market. We conclude that electronic commerce will remain a tool of great importance to efficiently manage the chains of supply between businesses and consumers through the Internet which allows an integration to reduce costs of ordering, distribution, administration and delivery of input materials.
3
Bu, Nailin, and Jean-Paul Roy. "Guanxi Practice and Quality: A Comparative Analysis of Chinese Managers’ Business-to-Business and Business-to-Government Ties." Management and Organization Review 11, no. 2 (June 2015): 263–87. http://dx.doi.org/10.1017/mor.2015.13.
Full textAbstract:
ABSTRACTThis study provides new insight into guanxi practice and quality differences between business-to-business (B2B) and business-to-government (B2G) ties in China. The results, based on data obtained through structured interviews with 108 Chinese managers across eight cities in China, reveal stark differences between the practices used in developing B2B ties and those used in developing B2G ties. More specifically, these two tie types differ in a variety of guanxi initiation, building, and utilization practices. This study also builds upon the process model of guanxi development by highlighting the dissimilar role of gift giving practices in B2B and B2G ties. Furthermore, this study measures guanxi quality as a separate concept from guanxi process and demonstrates that guanxi quality is a multidimensional concept that is composed of affective attachment and felt obligation, both of which vary across B2B and B2G ties. Implications of these results for theory development and managerial practice in China are also discussed.
4
Burduja, Sebastian I., and Rodica Milena Zaharia. "Romanian Business Leaders’ Perceptions of Business-to-Business Corruption: Leading More Responsible Businesses?" Sustainability 11, no. 20 (October 9, 2019): 5548. http://dx.doi.org/10.3390/su11205548.
Full textAbstract:
Business-to-business (B2B) corruption, also known as private corruption, refers to unethical or illicit activities between private parties, without the direct participation of the state. Existing literature on the topic, while still limited, has taken several avenues, from qualitative studies to perception-based surveys and research experiments. Upon reviewing key studies and their findings, this article concentrates on research questions related to: business people’s perceptions on the determinants that favor B2B corruption in Romania, consequences of the phenomenon, and potential solutions. Findings are based on primary data collected through a 2019 questionnaire administered to 120 business leaders in Romania. Results confirm earlier studies’ findings that general context, malfunction of the institutions, and mentality favor B2B corruption, and that there is a lack of consensus among the business community on how to recognize and deal with various forms of B2B corruption, despite the widely spread belief that B2B corruption negatively affects business activities. Also, both internal and external solutions are considered to work against B2B corruption. The current article also opens new avenues in the literature, showing that: the probability to face B2B corruption increases with business leaders’ professional experience; preferences on how to deal with corruption cases vary based on a firm’s capital structure (domestic vs. foreign), reflecting the importance of organizational culture; and business leaders overwhelmingly want to fight against B2B corruption through both internal and external measures. Substantial progress, however, will require a proper common understanding by the private sector of what constitutes B2B corruption, including its causes, consequences, and remedies.
5
Helander, Nina, Jari Jussila, and Hannu Kärkkäinen. "Value Creation in Business-to-Business Crowdsourcing." International Journal of Knowledge Society Research 4, no. 4 (October 2013): 52–63. http://dx.doi.org/10.4018/ijksr.2013100106.
Full textAbstract:
In knowledge society the utilization of social media as a communication channel between people, groups and even companies is increasing. Current innovation and social media research has already shown the potential of crowdsourcing in the business-to-consumer (B2C) markets. The authors argue in this paper, however, that crowdsourcing has a great and yet partly undiscovered potential also in the context of business-to-business (B2B) markets. In order to get the full potential, a more detailed understanding of the logic of value creation in crowdsourcing activities between multiple stakeholders in B2B context is needed. This paper presents an exploratory study that is carried out as an empirical netnography-based multiple case study. The study opens up potential future research avenues by starting the discussion of value creation logic in B2B crowdsourcing. Practical implications are created through cases revealing what kind of value companies have already been able to gain from crowdsourcing in B2B context.
6
Helander, Nina, Hannu Kärkkäinen, and Jari Jussila. "Value Creation in Business-To-Business Crowd Sourcing." International Journal of Knowledge Society Research 5, no. 1 (January 2014): 28–39. http://dx.doi.org/10.4018/ijksr.2014010103.
Full textAbstract:
In knowledge society the utilization of social media as a communication channel between people, groups and even companies is increasing. Current innovation and social media research has already shown the potential of crowdsourcing in the business-to-consumer (B2C) markets. The authors argue in this paper, however, that crowdsourcing has a great and yet partly undiscovered potential also in the context of business-to-business (B2B) markets. In order to get the full potential, a more detailed understanding of the logic of value creation in crowdsourcing activities between multiple stakeholders in B2B context is needed. This paper presents an exploratory study that is carried out as an empirical netnography-based multiple case study. The study opens up potential future research avenues by starting the discussion of value creation logic in B2B crowdsourcing. Practical implications are created through cases revealing what kind of value companies have already been able to gain from crowdsourcing in B2B context.
7
Zhang, Jing, and Mingfei Du. "Utilization and effectiveness of social media message strategy: how B2B brands differ from B2C brands." Journal of Business & Industrial Marketing 35, no. 4 (April 1, 2020): 721–40. http://dx.doi.org/10.1108/jbim-06-2018-0190.
Full textAbstract:
Purpose This study aims to investigate how business-to-business (B2B) companies use message strategies on social media platform and how these strategies are effective in improving customer perceived value and encouraging customer engagement, as well as how B2B companies differ from business-to-customer (B2C) counterparts in terms of utilization and effectiveness of social media message strategy. Design/methodology/approach Based on content analysis of Sina Weibo brand pages and survey of website visitors, this paper examines the differences of social media message strategies and their impacts upon customer perceived value and customer engagement between B2B and B2C companies. Findings B2B companies use more rational appeals and less emotional appeals, have lower degree of informativeness and perform better in interactivity and variety than B2C companies. These five dimensions of message strategy have different roles in engaging customers via perceived value across B2B and B2C settings. Originality/value The research makes significant contributions to B2B social media marketing literature by answering two interrelated questions, namely, “What companies are doing?” and “What companies should do?” on social media websites. Besides, it provides insightful implications for B2B companies on how to implement appropriate message strategies in their social media marketing efforts by conducting Importance-Performance Analysis.
8
Verma, Rajeev, G. K. Murthy Kothapalli, and Ranjani Kumari. "B2B or B2C dilemma in maintenance industry: UrbanKare." Emerald Emerging Markets Case Studies 10, no. 4 (November 23, 2020): 1–25. http://dx.doi.org/10.1108/eemcs-12-2019-0328.
Full textAbstract:
Learning outcomes The learning outcomes are as follows: assessing the changing trend in the needs of the customer, leading to evolution of new types of businesses in the urban areas. Deep understanding of household service industry and its future. Assessing the skills and capabilities required to become an entrepreneur and follow entrepreneurship. Understanding the aggregator, two-sided business model prevailing in the market. Understand the concept of business-to-business (B2B), business-to-consumer (B2C) business model in household industry. Case overview/synopsis This case study is about two first-generation entrepreneurs from India who started a new innovative service delivery platform, UrbanKare with a vision to organize the household maintenance services industry. The company was founded in 2016 with a seed capital support of the State Government. The idea behind this initiative was to provide customers a professional, reliable and convenient household repair and maintenance services at their fingertips. The biggest challenge they were facing was that of aggregation of service providers (skilled workforce) and maintaining the service quality in the context of B2B and B2C service provision. Complexity academic level PG level courses – Industrial Marketing Startup and Business Entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
9
Choe, Jong-min. "The Classification of Types of Business-to-Business Electronic Commerce." Journal of information and organizational sciences 41, no. 1 (June 16, 2017): 1–20. http://dx.doi.org/10.31341/jios.41.1.1.
Full textAbstract:
Based on the degree of information sharing between buyers and suppliers as well as the level of supplier power, we suggested a framework that can be useful for classifying types of business to business (B2B) electronic commerce (EC) in the manufacturing firms. According to this framework, four kinds of B2B EC were theoretically proposed, classified, and empirically confirmed. These four are: an electronic marketplace, electronic procurement, electronic partnerships, and electronic distribution. Many prior studies have investigated and proposed some kinds of B2B EC. However, these studies focused mostly on one or two types of B2B EC, and did not develop or suggest a framework for the classification of forms of B2B EC. The framework constructed in this research can be utilized variously. Specifically, when a firm wants to initiate B2B EC with its suppliers, this framework can help a firm to decide and select an appropriate kind of B2B EC. This framework can also be applied to evaluate whether the proper form of B2B EC has been adopted or not.
10
Asipi, Vedat, and Benjamin Duraković. "Performance Analysis of B2B and B2C companies in Northern Macedonia and Serbia." Heritage and Sustainable Development 2, no. 2 (August 10, 2020): 89–99. http://dx.doi.org/10.37868/hsd.v2i2.29.
Full textAbstract:
The purpose of this paper is to analyze and compare two different business models called business to business and business to consumer. The first model -business to business or B2B is defined as the transfer of goods and services between businesses or firms without the interference of consumers. The second model, business to consumer or B2C is customer-oriented in which the goods and services are sold immediately to customers in the market. This research focuses on the performance of these two business models in North Macedonia and Serbia. Our analysis tries to provide information regarding the countries’ development in different sectors within B2B and B2C models that are affected by specific indicators such as net salaries, total employment level, investment and exports, and research&innovation. Furthermore, besides the analysis of these indicators separately for each country, the paper will show the results and compare the performance differences among listed developing countries.
11
Lucking-Reiley, David, and Daniel F. Spulber. "Business-to-Business Electronic Commerce." Journal of Economic Perspectives 15, no. 1 (February 1, 2001): 55–68. http://dx.doi.org/10.1257/jep.15.1.55.
Full textAbstract:
Just as the industrial revolution mechanized the manufacturing functions of firms, the information revolution is automating their merchant functions. Four types of potential productivity gains are expected from business-to-business (B2B) electronic commerce: cost efficiencies from automation of transactions, potential advantages of new market intermediaries, consolidation of demand and supply through organized exchanges, and changes in the extent of vertical integration of firms. The article examines the characteristics of B2B online intermediaries, including categories of goods traded, market mechanisms employed, and ownership arrangements, and considers the market structure of B2B e-commerce.
12
Kis, Halyna. "The use of B2B and B2C e-commerce models as a tool of anti-crisis management of industrial enterprises." Scientific Horizons 23, no. 11 (October 26, 2020): 81–87. http://dx.doi.org/10.48077/scihor.23(11).2020.81-87.
Full textAbstract:
E-commerce, which covers all types of trade via the Internet, has become a promising area for modern interactive business in a highly competitive environment. The use of B2B (Business-to-Business) and B2C (Business-to-Consumer) e-commerce models is extremely important for crisis-free development of business entities. The aim of this study is to prove the need for organisational, production, and management innovations that involve the introduction of B2C and B2B e-commerce models, as well as to identify the main sources of funding for such innovations in enterprises in crisis. To study the specifics of the use of B2C and B2B e-commerce models as an important area of anti-crisis management of industrial enterprises, such research methods and techniques as a systems approach, analysis and synthesis, induction and deduction were implemented. The process of managerial activity, such as making managerial decisions, is also used. The study proves that development, implementation and use of B2B and B2C e-commerce models can be seen as an integral part of business management under the threat of bankruptcy. In practice, insolvent enterprises have very limited opportunities to implement B2B and B2C e-commerce models, so in such a situation it is very important to set priorities and find their own reserves. The priority of internal sources of financing activities in the field of e-commerce of enterprises in crisis is also due to the following: domestic sources can be mobilised in a short time and, as a rule, do not require significant capital expenses; mobilisation of internal sources reduces the company’s dependence on external creditors, partners and counterparts. The main way to identify internal sources of funding for projects for the development, implementation and use of B2B and B2C e-commerce models is collecting information about the organisation, results of its activities, financial condition and trends, analysis of financial indicators. The world economic development shows that those enterprises that do not pay proper attention to e-commerce do not have a chance to stay on the market for a long time. The development of e-commerce models causes a change in the structure of the economy. Effective development, implementation and use of B2B and B2C e-commerce models determines the company’s ability to quickly adapt to changing external environment and stay on the market for as long as possible
13
ŚCISŁO, Agnieszka. "BUSINESS-TO-BUSINESS PROCUREMENT MARKETPLACES AS AN INNOVATION OF PROCUREMENT PROCESS OF SMALL AND MEDIUM ENTERPRISES." Nowoczesne Systemy Zarządzania 10, no. 1 (December 18, 2015): 249–60. http://dx.doi.org/10.37055/nsz/129363.
Full textAbstract:
Technologia IT, w tym handel elektroniczny b2b, od wielu lat są wykorzystywane w procesie zaopatrzenia przez duże korporacje. Od niedawna zaawansowane narzędzia wspierające zakupy b2b realizowane przez Internet są dostępne również dla mniejszych podmiotów. Celem niniejszego artykułu jest przedstawienie możliwości wykorzystania platform zakupowych b2b przez małe i średnie przedsiębiorstwa działające na rynku polskim. Zaprezentowano korzyści wynikające ze stosowania internetowych platform zakupowych przez niewielkie przedsiębiorstwa oraz wady tego rozwiązania.
14
Durakovic, Benjamin, and Amar Cosic. "Impact of quality and innovation strategies on business performance of Bosnian B2B and B2C companies." Sustainable Engineering and Innovation 1, no. 1 (June 1, 2019): 24–33. http://dx.doi.org/10.37868/sei.v1i1.96.
Full textAbstract:
The aim of this paper was to compare two business models, namely business to business and business to customer. The first model is oriented towards the delivery of intermediate goods ordered by an immense foreign market leader that is outsourcing a part of its business. The second model is more customer oriented and is about innovation and creation of goods ready to be immediately sold on the market. Bosnia is a developing country, and often a place for establishing B2B businesses. However, we are lacking in innovation, our own know-how and creation of challenging business opportunities. It also faces the problem of brain drain, therefore it is in a need of a plan for retaining the youth within the country. The analysis aimed to show how the employment level is affected by the investments, exports, and salaries within the B2B and B2C group of sectors. The results showed that Bosnia has a huge potential for employment increases if the concentration of investments is directed towards innovations and B2C businesses.
15
Santos, Leandro Lima, Felipe Mendes Borini, Rafael Morais Pereira, and Thelma Valéria Rocha. "A AUTONOMIA DE MARKETING DE SUBSIDIÁRIAS ESTRANGEIRAS PARA ADAPTAÇÃO LOCAL EM ECONOMIAS EMERGENTES/MARKETING AUTONOMY OF FOREIGN SUBSIDIARIES FOR LOCAL ADAPTATION IN EMERGING MARKETS." Revista Eletrônica de Administração e Turismo - ReAT 10, no. 5 (June 30, 2017): 1118. http://dx.doi.org/10.15210/reat.v10i5.10641.
Full textAbstract:
O objetivo principal do estudo foi identificar se as empresas multinacionais estrangeiras localizadas em mercados emergentes, como o Brasil, utilizam mais o marketing local (autonomia de marketing) como estratégia para expansão da comercialização de seus produtos. Por meio de uma análise comparativa entre subsidiárias classificadas em Business to Business (B2B) e Business to Consumer (B2C), foi possível mensurar o grau de autonomia concedido por suas matrizes para três variáveis estratégicas: lançamento, posicionamento e comunicação de novos produtos. Em seguida, realizou-se um teste de hipótese para averiguar se as multinacionais consideradas predominante ou exclusivamente B2C possuíam mais autonomia de marketing quando comparadas com as B2B para adaptação local destas estratégias no Brasil. Como resultados, foi diagnosticado que as empresas não possuem alto grau de autonomia de marketing para adaptação local. E que a diferença de autonomia entre B2C e B2B não é significativa estatisticamente, cujos resultados não se apresentaram dentro do grau de significância. Com isto percebeu-se que, uma subsidiária B2C não necessariamente tem mais autonomia para adaptação local que uma B2B, ou seja, o tipo de negócio não é o fator diferenciador para a quantidade de autonomia concedida pelas matrizes às subsidiárias.
16
Feldmann, Anna, and Frank Teuteberg. "Understanding the Factors Affecting Employees’ Motivation to Engage in Co-Creation in the Banking Industry." International Journal of Innovation and Technology Management 17, no. 02 (April 2020): 2050015. http://dx.doi.org/10.1142/s0219877020500157.
Full textAbstract:
Increasing digitalization and new technological possibilities also entail substantial changes for working methods in the B2B (business-to-business) environment in banking. In this context, the concept of co-creation is critical. Although this concept and the motivation factors behind it have been thoroughly investigated in the B2C (business-to-consumer) sector, only a few research results exist for the B2B context. This study aims to bridge the current knowledge gap and investigate individuals’ motivation to participate in B2B co-creation. By using a case study and qualitative interviews, this study focuses on two aspects: (a) It reveals how a co-creation measure is used in practice in the B2B environment; and (b) it provides information on the motivation factors and outcome from the point of view of the participants in the B2B co-creation project. The paper concludes with an integrative model of the main motivation factors behind B2B co-creation and their effects.
17
Cassia, Fabio, and Francesca Magno. "A framework to manage business-to-business branding strategies." EuroMed Journal of Business 14, no. 2 (July 1, 2019): 110–22. http://dx.doi.org/10.1108/emjb-08-2018-0047.
Full textAbstract:
PurposeIn the past decades, a growing body of studies has assessed the importance of brands in business-to-business (B2B) markets. However, until date, a comprehensive understanding of B2B branding strategies is lacking. Hence, the purpose of this paper is to develop a framework to select and manage B2B branding strategies.Design/methodology/approachThis study’s arguments are developed in line with MacInnis’s (2011) guidelines on conceptual contributions in marketing.FindingsAs a result of the arguments of this study, a framework is developed to identify the relationships between the types of B2B contexts and effective B2B branding strategies.Research limitations/implicationsDespite deriving from an extensive analysis of the literature, the framework requires future empirical validation. Moreover, the relationship linking a supplier to its customer is unique, and hence, each supplier should carefully select a branding strategy depending on the specific situation.Practical implicationsThe suggested framework provides actionable insights to inform managers’ decisions about the most effective B2B strategy for their firm, based on the relational complexity (number of customers, intensity of co-production and co-creation, and dyadic vs multiple-actor view).Originality/valueThis is the first study to provide a comprehensive model of B2B branding strategies. Therefore, it contributes to both advance theoretical knowledge and managerial practice.
18
Askariazad, Mohammad Hossein, and Nazila Babakhani. "An application of European Customer Satisfaction Index (ECSI) in business to business (B2B) context." Journal of Business & Industrial Marketing 30, no. 1 (February 3, 2015): 17–31. http://dx.doi.org/10.1108/jbim-07-2011-0093.
Full textAbstract:
Purpose – This paper aims to examine the most important antecedents of customer loyalty in business-to-business (B2B) context using European Customer Satisfaction Index (ECSI) model. Design/methodology/approach – A questionnaire is designed consisting of measures of customer loyalty gathered mainly from previous related studies. A survey of business customers in construction and mining equipment industry in Iran is conducted, and a total of 90 responses are obtained. The collected data are analyzed according to the structural equation modeling technique using partial least square path modeling software. Findings – The ECSI model shows sufficient explanatory power in explaining loyalty in the B2B context. Adding trust to the original model leads to a better explanation of loyalty in the proposed model. In this model, corporate image is the main route to predict loyalty, while satisfaction, complaint handling and trust also are important. Although there is no direct effect of perceived quality, perceived value and expectation on loyalty, their total impact is considerable which is mediated through satisfaction. Research limitations/implications – The research should be expanded to other B2B sectors to validate its findings in different industries. Future research can also assess the impact of moderating variables. Originality/value – Most previous customer loyalty models concern business-to-consumer (B2C) rather than the B2B context. Moreover, research examining the suitability of the ECSI model in B2B is scarce. This paper addresses these shortcomings by examining a holistic customer loyalty model which incorporates some overlooked constructs as corporate image, expectation and complaint handling from the ECSI model. The proposed model, also adds trust which is not incorporated in national indices despite its importance in predicting loyalty.
19
Lyons, Paul, and Louis Brennan. "Assessing Value From Business-to-Business Services Relationships: Temporality, Tangibility, Temperament, and Trade-Offs." Journal of Service Research 22, no. 1 (November 1, 2018): 27–43. http://dx.doi.org/10.1177/1094670518805569.
Full textAbstract:
Theoretical contributions exploring service value in business-to-business (B2B) settings have significantly lagged those that consider goods markets and business-to-consumer (B2C) contexts. To address this gap, this article focuses on the interfirm relationship as the fulcrum through which service value is created and exchanged. Specifically, we analyze how relationship value is assessed by actors and their organizations over the lifetimes of service engagements. Through in-depth interviews with 38 executives representing customer and provider firms, we study three cases with durations ranging between 9 and 11 years. We develop a model demonstrating value assessment to be a dynamic, socially constructed, and multilevel phenomenon, in which structured institutional bodies and unstructured collectives within firms display different priorities in their assessments. The model also demonstrates the critical role of relationship leaders in influencing these positions and negotiating consensus. Our analysis reveals value assessments to be both a sustenance for, and an output from, B2B service relationships. We contribute to knowledge and theory of relationship value and offer managerial actions to promote improvement in assessments of this value in B2B services settings.
20
Pohorilenko, A. "LEGAL REGULATION FOR CONTRACTUAL RELATIONS IN THE FIELD OF ELECTRONIC COMMERCE." Bulletin of Taras Shevchenko National University of Kyiv. Legal Studies, no. 116 (2021): 44–47. http://dx.doi.org/10.17721/1728-2195/2021/1.116-9.
Full textAbstract:
This paper examines the Law of Ukraine "On e-commerce", central legal act in the relevant field, in terms of the scope of its legal regulation, in particular on the inclusion of B2B contractual relations in its range. According to the research, in accordance with international practice, the field of e-commerce includes various types of legal relations, including the following: B2C (Business-Consumer), C2C (Consumer-Consumer), B2G (Business-Government), G2B (Government-Business) and B2B (Business-Business). At the same time, B2B relations makes up its largest segment. Nevertheless, as revealed by the analysis of the legislation, abovementioned law of Ukraine in the field of e-commerce does not take into account the needs of economy and excludes this largest segment of e-commerce from the scope of legal regulation. Moreover, analysis of the key provisions of the relevant law governing the composition of participants of e-commerce has led to the conclusion that business entities wishing to enter into an agreement in the relevant field will not be considered as e-commerce subjects at all. As a result, they are deprived of the entire scope of legal regulation provided by this law for "selected" participants of e-commerce, i.e. the provisions of the relevant law on the obligations of the seller (performer, supplier) of goods, works, services in the field of e-commerce, the obligations of the buyer in the field of e-commerce, provisions on the moment of signing of the electronic agreement etc. Hence, these provisions do not apply to the parties of the business agreement, which by all indications belongs to the field of e-commerce. All the above mentioned may have a negative impact on the development of e-commerce and B2B relations in Ukraine. According to the results of the study, it was concluded that the Law of Ukraine "On e-commerce" should be supplemented by provisions including B2B relations to the field of e-commerce.
21
Silva, Susana Costa e., Paulo Alexandre Oliveira Duarte, and Sara Resende Almeida. "How companies evaluate the ROI of social media marketing programmes: insights from B2B and B2C." Journal of Business & Industrial Marketing 35, no. 12 (May 15, 2020): 2097–110. http://dx.doi.org/10.1108/jbim-06-2019-0291.
Full textAbstract:
Purpose The purpose of this study is to understand and compare how business-to-business (B2B) and business-to-consumer (B2C) companies evaluate the return on investment (ROI) on their social media marketing (SMM) programmes and how the investment is handled in these type of marketing programmes. Design/methodology/approach A mixed-methods approach involving multiple cases and a survey was used. Data were collected from personal interviews with eight professionals responsible for SMM management, from four B2B and four B2C companies, complemented with responses to a web-based survey by the other 28 companies’ marketing managers. Findings The results show that there are some differences between B2B and B2C companies regarding SMM evaluation and investment but in general marketing managers for both types of firms use simple metrics to evaluate their SMM programmes. The main measures used relate to awareness, engagement and reach and most of the metrics identified are interaction-related. Research limitations/implications Given the complex and sensitive nature of the subject, more research is needed focussed on providing additional evidence from a larger sample of B2B and B2C organizations to allow the extension of the finding to the population as the non-probabilistic nature and size of the current sample impose that the findings should be interpreted carefully. Future research should focus on understanding what the firm’s characteristics predict the importance and level of effort placed in SMM and the barriers to ROI measurement in SMM programmes, especially in B2B firms. Practical implications The current findings confirm that the topic of SMM ROI evaluation is not a priority for B2C or B2B companies. There is a need for an update of their online marketing strategy, namely, on budget definition and allocation. Furthermore, companies should increase the autonomy of SM managers, as they are dependent from marketing managers and hire specialized professionals devoted to SMM in both B2C and B2B companies. Originality/value The findings of this study contribute to improve the understanding of the evaluation of SMM and to extend the literature on the subject. It also provides a relevant advance into the assessment and understanding on the measures used to evaluate the effectiveness of SMM programmes by offering a comparison on how B2B and B2C use metrics and allocate resources to the SMM management.
22
Veldeman, Céline, Ellen Van Praet, and Peter Mechant. "Social Media Adoption in Business-to-Business: IT and Industrial Companies Compared." International Journal of Business Communication 54, no. 3 (February 21, 2015): 283–305. http://dx.doi.org/10.1177/2329488415572785.
Full textAbstract:
This article investigates Belgian business-to-business (B2B) companies’ perceptions of and attitudes toward social media, matching the findings with existing U.S., U.K., and Dutch research. Using survey data from a nonrepresentative judgment sample of 92 Belgian B2B companies, we show that 85.9% of Belgian B2B companies that participated in our research use social media to ensure their influence on target groups. The survey also reveals that 40.8% of IT companies implement a social media strategy against only 26.7% of industrial B2B companies. Relying on the technology acceptance model, we argue that IT companies are more inclined to adopt social media because they evaluate social media’s usefulness higher than industrial enterprises. Qualitative follow-up research (in-depth interviews with 11 B2B enterprises) further explains the observed differences and similarities between both sectors, analyzing perceived benefits and risks, social media knowledge, and strategies. We conclude the article by listing various suggested actions that can help B2B companies effectively leverage social media.
23
Habibi, Fatemeh, Caroline Anne Hamilton, Michael John Valos, and Michael Callaghan. "E-marketing orientation and social media implementation in B2B marketing." European Business Review 27, no. 6 (October 12, 2015): 638–55. http://dx.doi.org/10.1108/ebr-03-2015-0026.
Full textAbstract:
Purpose – The purpose of this paper is to consider the potential of an organisational orientation, namely the electronic marketing orientation (EMO) to address implementation issues in business-to-business (B2B) social media implementation. Previous research has demonstrated differences between B2B and business-to-consumer (B2C) marketing. Design/methodology/approach – The paper draws on existing B2B marketing, social media and organisational orientation literature, both academic and practitioner. This facilitates the development of a conceptual model and research proposition as a basis of further research into addressing contemporary barriers to B2B social media implementation. Findings – The paper contends that each of the four components of the EMO addresses different implementation issues faced in implementing social media and, more specifically, the unique issues faced by B2B marketers. Research limitations/implications – The paper is conceptual in nature; however, it provides directions for future empirical research. Practical implications – The differences in promotional and sales channels and messages required in B2B context are addressed in the research propositions. The paper highlights implementation challenges and how a particular organisational orientation can facilitate the decision-making in dealing with them. Originality/value – The paper provides a unique theoretical contribution by introducing the EMO conceptual model in a specific context of B2B social media marketing.
24
Pandey, Santosh Kumar, and Amit Mookerjee. "Assessing the role of emotions in B2B decision making: an exploratory study." Journal of Indian Business Research 10, no. 2 (June 18, 2018): 170–92. http://dx.doi.org/10.1108/jibr-10-2017-0171.
Full textAbstract:
Purpose Emotions in business-to-business (B2B) interactions are relatively unexplored when compared with business-to customer (B2C) industry wherein sufficient evidence implicating the role of emotions in decision-making is available. This study aims to explore the role of emotions in B2B decision-making, and a customer experience model is suggested for the B2B industry. Design/methodology/approach The qualitative research methodology using structured and semi-structured interviews along with a repertory grid technique was followed during the study. Purposive sampling was done to identify respondents who were involved in the vendor choice process either as a buyer or a seller in their respective organizations. Findings Exploratory research conducted during this study supports the presence of five dimensions of customer experience – sensory, emotional, relational, behavioural and intellectual – in a B2B context. The study further indicates that the experiential value for B2B decision-making is derived from functional, symbolic, emotional and cost values which are assessed by the buyer during their interaction with the product or the service ecosystem and has an impact on the purchase intentions of an industrial buyer. Originality/value This paper identifies the role of specific customer experience dimensions in a B2B environment and proposes the role and mechanism of emotional factors affecting the decision-making process in B2B exchange.
25
MALIK, ZAKI, and ATHMAN BOUGUETTAYA. "PRESERVING TRADE SECRETS BETWEEN COMPETITORS IN B2B INTERACTIONS." International Journal of Cooperative Information Systems 14, no. 02n03 (June 2005): 265–97. http://dx.doi.org/10.1142/s0218843005001146.
Full textAbstract:
In this paper, we propose an approach for preserving trade secrets in B2B interactions among competitors. Customer information exchanged during Business-to-Business (B2B) collaborations is usually considered as a business asset not to be freely shared with other businesses. This customer information is in essence a business trade secret. The full automation of B2B interactions is now possible because of the wide deployment of such technologies as Web services. However, these advances also create greater opportunities for businesses in acquiring sensitive customer data from other transacting businesses, thus creating an impediment for potential B2B collaboration between competitors. This calls for techniques to protect disclosure of sensitive data. Our approach leverages psycholinguistic knowledge to perturb data to computationally impede the disclosure of privileged customer information. We present an analytical model and a set of experiments to demonstrate the robustness of the proposed techniques.
26
Zhang, Yifeng, and Siddhartha Bhattacharyya. "Information Sharing Strategies in Business-to-Business E-Hubs." International Journal of Intelligent Information Technologies 6, no. 2 (April 2010): 1–20. http://dx.doi.org/10.4018/jiit.2010040101.
Full textAbstract:
Studies show that supply chain structure is a key factor affecting information sharing. Business-to-business (B2B) e-hubs have fundamentally changed many companies’ supply chain structure, from a one-to-many to a many-to-many configuration. Traditional supply chains typically center around one company, which interacts with multiple suppliers or customers, forming a one-to-many structure. B2B e-hubs, on the contrary, usually connect many buyers and sellers together, without being dominated by a single company, thus forming a many-to-many configuration. Information sharing in traditional supply chains has been studied extensively, but little attention has been paid to the same in B2B e-hubs. In this study, the authors identified and examined five information sharing strategies in B2B e-hubs. Agent performances under different information sharing strategies were measured and analyzed using an agent-based e-hub model and practical implications were discussed.
27
Zeynep Ata, U., and Aysegul Toker. "The effect of customer relationship management adoption in business‐to‐business markets." Journal of Business & Industrial Marketing 27, no. 6 (July 27, 2012): 497–507. http://dx.doi.org/10.1108/08858621211251497.
Full textAbstract:
PurposeThe purpose of this study is to investigate the effects of customer relationship management (CRM) practices on customer satisfaction and firm performance in business‐to‐business (B2B) markets.Design/methodology/approachA model is developed and empirically tested through survey data obtained from 113 Turkish B2B companies.FindingsThe results indicate that CRM adoption has a significant positive effect on both customer satisfaction and organizational performance in B2B settings. CRM adoption is also found to affect organizational marketing performance significantly, but not financial performance. Additionally, the results reveal that enhanced customer satisfaction leads to better organizational performance in the B2B organization. Environmental dynamism and competition was found to have a negative moderating effect on the relationship between customer satisfaction and organizational performance.Originality/valueThe paper contributes to existing literature by incorporating customer‐facing CRM processes as a construct in the proposed model. The conclusions drawn have implications for both CRM and B2B research literature.
28
Arsić, Siniša, Koviljka Banjević, Aleksandra Nastasić, Dragana Rošulj, and Miloš Arsić. "Family Business Owner as a Central Figure in Customer Relationship Management." Sustainability 11, no. 1 (December 23, 2018): 77. http://dx.doi.org/10.3390/su11010077.
Full textAbstract:
This paper presents theoretical and empirical research on the activities and attitudes of a family business owner regarding marketing as a business function. The development of successful business relationships of a family business is tightly connected with the activities of the business owner. The theoretical review examined numerous family and non-family business studies by analyzing the existing paradigms of marketing management as a whole. The empirical research, surveying 420 family businesses in Serbia, defined the overall role of the family business owner in customer relationship management regarding business-to-business (B2B) and business-to-consumer (B2C) relationships. Key findings suggest that the main difference in customer relationship management (CRM) between family and non-family companies is related to B2B relationships, which the family business owner is heavily involved in managing, in terms of invested time and responsibility. Future research should cover aspects of internationalization (to regional markets) because it is essential to cross-examine regional with local contacts of a family business owner, to provide full comprehension of the complexity of market relationships in a family business environment.
29
Hashim, Nor Azzyati, Mardziah Hashim, and Rogayah Abdul Majid. "An evaluation of business-to-business electronic commerce marketplaces (e-marketplaces) in Malaysia." Social and Management Research Journal 4, no. 2 (December 3, 2007): 101. http://dx.doi.org/10.24191/smrj.v4i2.5138.
Full textAbstract:
The development of business-to-business electronic commerce marketplaces (B2B e-marketplaces) has influenced the way businesses are conducted. The emergence of many types of e-marketplaces together with the increase use of e-marketplaces allows many organizations to become e-market makers in the electronic commerce environment. Nonetheless, too many B2B e-marketplaces could become a challenge with e-marketplaces have shown numerous successes and failures since early existence. With this background, this pap er discusses the characteristics and success factors of B2B e-marketplaces offered in Malaysia. A content analysis ofe-marketplace websites using the integrated model from the Extended Model of Internet Commerce Adoption (eMICA) and the Internet-Based B2B Stages of Growth enabled an examination of type, ownership, B2B features and B2B stages of growth. A few e-marketplaces were then selected as case studies to identify the success factors based on the Framework of the Critical Success Factors Analysis fo r E-Marketplaces. Overall, Malaysia B2B public e-marketplaces have shown positive growth development stages across time with high adoption of e-commerce website features. In addition,factors of strategic, functional, technology, build liquidity, create value and others were also essential for t e success of the e-marketplaces. Indeed, good marketing strategies, multiple income streams, value added information services and government initiatives are among keys to success.
30
Pani, Ashis K. "A Roadmap for B2B Marketplace." Management and Labour Studies 27, no. 3 (July 2002): 141–48. http://dx.doi.org/10.1177/0258042x0202700301.
Full textAbstract:
B2B phenomena are changing the lives of millions of people and altering the way people think about business and the way businesses are done. A plethora of companies is becoming Business-to-Business. (B2B) market players that will restructure procurement, reduce costs and enhance revenue in their respective market places. B2B e-Commerce reduces human contact with customers and promotes an efficient purchasing process with a focus on product price, quality, and lead times. Given the land-grab mindset of the last two years to establish a stake in the B2B world, there are many B2B portals claiming to be a “market leader”, with only a few likely to survive. This paper takes an in depth look at the forces that drive the B2B market as well as the strategies for maintaining its niche among newer, more highly funded entrants.
31
Blachetta, Marie, and Michael Kleinaltenkamp. "Dispersion of marketing activities in business-to-business firms." Journal of Business & Industrial Marketing 34, no. 6 (July 1, 2019): 1160–70. http://dx.doi.org/10.1108/jbim-01-2018-0036.
Full textAbstract:
Purpose The purpose of this paper is to explore the manifestations and the effects of the dispersion of marketing activities (DoMA) in business-to-business (B2B) firms. Design/methodology/approach To analyze the manifestations and effects of DoMA, an empirical study was conducted in German B2B firms that consisted of a qualitative pre-study and an online questionnaire-based quantitative study. Findings Findings highlight that there is not “one” DoMA in B2B firms but that the degrees of dispersion differ with respect to various marketing activities. Moreover, a cluster analysis of the firms with respect to the manifestation of their DoMA reveals interesting differences with respect to the relationship between DoMA and the perceived performance of the marketing activities. Originality/value This explorative study is one of the first to empirically investigate the extent of DoMA in B2B firms. It shows how different DoMA can be in practice with respect to single marketing activities, as well as firms, and how this impacts the perceived performance of marketing activities.
32
Mora Cortez, Roberto. "B2B marketing renaissance in business schools." Journal of Business & Industrial Marketing 34, no. 8 (October 7, 2019): 1839–49. http://dx.doi.org/10.1108/jbim-06-2019-0308.
Full textAbstract:
Purpose The purpose of this paper is to contribute to the elevation of the business-to-business (B2B) marketing field at the business school level. Design/methodology/approach The study follows a Delphi method. The authors conducted two rounds of discovery to answer: why do you think universities do not highly appreciate publications in Industrial Marketing Management, Journal of Business and Industrial Marketing or Journal of Business-to-Business Marketing? What would you suggest for improving the impact of such journals not only in the USA but around the world? Findings Through the analysis of the coding transcript, four categories were found to elevate the B2B marketing field at the business school level: B2B as uncommon ground, B2B researcher practices, marketing science underpinnings and B2B marketing journals management. Originality/value The value of current research is based on its explorative nature and application of grounded theory to provide a framework to analyze how to elevate the B2B marketing field at the business school level.
33
Hofacker, Charles, Ismail Golgeci, Kishore Gopalakrishna Pillai, and David Marius Gligor. "Digital marketing and business-to-business relationships: a close look at the interface and a roadmap for the future." European Journal of Marketing 54, no. 6 (May 21, 2020): 1161–79. http://dx.doi.org/10.1108/ejm-04-2020-0247.
Full textAbstract:
Purpose This study aims to introduce the special issue on digital marketing and business-to-business (B2B) relationships. In general, only modest attention has been devoted to the study of digitalization in the B2B sector and even less on the importance of the perils and promises of digitalization for B2B relationships. This study’s goal is to help focus scholarly attention on the implications of digitalization on B2B relationships. Design/methodology/approach In this conceptual paper, the authors’ approach is to carefully review relevant literature, and to lay out the field of digital marketing and B2B relationships, conceptualizing it for future research. Findings The authors find that the following areas are critically important to understanding future trends in digital marketing and B2B relationships: coopetition, value co-creation, B2B branding, servitization, innovation networks, relationship dynamics and power and trust. Originality/value The intersection of digitalization and B2B relationships is an under-researched topic. With this paper and the accompanying special issues papers, the authors hope to begin to fill this critical gap.
34
Cawsey, Timothy, and Jennifer Rowley. "Social media brand building strategies in B2B companies." Marketing Intelligence & Planning 34, no. 6 (September 5, 2016): 754–76. http://dx.doi.org/10.1108/mip-04-2015-0079.
Full textAbstract:
Purpose The purpose of this paper is to provide a unique overview of business-to-business (B2B) companies engagement with and strategic approach to use of social media in brand building. This research complements the much more extensive knowledge base regarding social media use in business-to-consumer (B2C) contexts. Design/methodology/approach Since social media marketing is a relatively new activity for B2B companies an interpretivist stance that is inductive in nature is adopted. Semi-structured interviews were conducted with marketing professionals involved in managing social media programmes in France, Ireland, the UK and the USA. Findings The study found that the level of enagement with social media marketing varied, as summarised in the B2B Social Media Engagement Taxonomy. Enhancing brand image, extending brand awareness and facilitating customer engagement were the most common social media objectives. There was no evidence to suggest that companies saw social media as heralding a paradigm shift in brand management and control of the kind discussed and experienced in B2C social media contexts. The B2B social media strategy framework is proposed; this identifies the following six components of a social media strategy: monitoring and listening, empowering and enagaging employees, creating compelling content, stimulating electronic word of mouth, evaluating and selecting channels, and enhacning brand presence through integrating social media. Originality/value The research contributes to the knowledge base associated with social media marketing by offering insights into and a framework summarising B2B social media strategy.
35
Tacheva, Zhasmina, Natalie Simpson, and Anton Ivanov. "Examining the Role of Top Management in Corporate Sustainability: Does Supply Chain Position Matter?" Sustainability 12, no. 18 (September 11, 2020): 7518. http://dx.doi.org/10.3390/su12187518.
Full textAbstract:
A burgeoning stream of sustainability research explores the role of companies’ top management team (TMT) characteristics in corporate sustainability efforts, while another stream investigates the effect of a company’s supply chain position on its likelihood of engaging in sustainability. This study shows the importance of integrating the two research streams by demonstrating that supply chain position moderates the relationship between TMT characteristics and sustainability and thus establishes boundary conditions for this relationship. By matching 758 corporate sustainability initiatives with control observations, our results show that the size of the top executive team and the average age of its members, two well-known predictors of corporate sustainability, are distinctly moderated by supply chain position. While business-to-business (B2B) companies are less likely to report a sustainability initiative compared to business-to-consumer (B2C) organizations, we found that B2B TMT size has a greater positive effect on sustainability initiative likelihood than B2C TMT size. Conversely, average B2C TMT age has greater predictive power in explaining sustainability initiative likelihood than average B2B TMT age. The implications of these findings in advancing corporate sustainability and organizational change are discussed.
36
Biswas, Mukesh K., and Damodar Suar. "Employer Branding in B2B and B2C Companies in India: A Qualitative Perspective." South Asian Journal of Human Resources Management 5, no. 1 (June 2018): 76–95. http://dx.doi.org/10.1177/2322093718768328.
Full textAbstract:
The employer branding (EB) phenomenon has garnered the attention of practitioners and academicians over the past decade. However, the subjective experiences of managers on EB are hardly tapped. This study explores company executives’ views on EB through the case study method with semi-structured interviews in the context of the business-to-business (B2B) and business-to-consumer (B2C) companies located in India. Four key categories relevant to EB emerged from the data. These are (a) essence of a successful EB, (b) precursors of EB, (c) visibility of the employer and (d) outcomes of EB. Attributes of these categories were explored along the sub-themes, which reveal the respondents’ perceptions regarding their implementation of EB strategy. These attributes were similar in B2B and B2C companies.
37
Hennyeová, K. "Selected aspects of e-business development." Agricultural Economics (Zemědělská ekonomika) 52, No. 8 (February 17, 2012): 385–88. http://dx.doi.org/10.17221/5039-agricecon.
Full textAbstract:
The enhanced use of information and communication technologies (ICT) has a strong impact on business-to-business (B2B) and business-to-consumer (B2C) relationships as well as the way the key business processes are conducted. It can save costs and time, enable businesses to reach a wider market and to respond more quickly to the customer demands. These benefits open up new ways of doing international business. The policy objective is to encourage the integration of e-business into normal business by promoting the take-up of e-business services. Information and communication technologies are necessary to be seen as a tool for the increase of prosperity and competitiveness.
38
Zolkiewski, Judy, Victoria Story, Jamie Burton, Paul Chan, Andre Gomes, Philippa Hunter-Jones, Lisa O’Malley, Linda D. Peters, Chris Raddats, and William Robinson. "Strategic B2B customer experience management: the importance of outcomes-based measures." Journal of Services Marketing 31, no. 2 (April 10, 2017): 172–84. http://dx.doi.org/10.1108/jsm-10-2016-0350.
Full textAbstract:
Purpose The 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/approach This 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. Findings The paper offers a reconceptualisation of B2B customer experience, proposes a strategic customer experience management framework and outlines a future research agenda. Research limitations/implications This 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 implications Existing 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 implications Improving 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/value This 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.
39
Rėklaitis, Kęstutis, and Lina Pilelienė. "Principle Differences between B2B and B2C Marketing Communication Processes." Management of Organizations: Systematic Research 81, no. 1 (June 1, 2019): 73–86. http://dx.doi.org/10.1515/mosr-2019-0005.
Full textAbstract:
AbstractThe scientific problem analysed in the article focuses on identifying the differences in the marketing communication process in a framework of business-to-consumer and business-to-business markets. The results show that although it may seem that the process itself is the same in both situations, however, it has many differences as well as many aspects in common.
40
Holliman, Geraint, and Jennifer Rowley. "Business to business digital content marketing: marketers’ perceptions of best practice." Journal of Research in Interactive Marketing 8, no. 4 (October 7, 2014): 269–93. http://dx.doi.org/10.1108/jrim-02-2014-0013.
Full textAbstract:
Purpose – This paper aims to draw attention to the emerging phenomenon of business to business (B2B) digital content marketing, offers a range of insights and reflections on good practice and contributes to theoretical understanding of the role of digital content in marketing. B2B digital content marketing is an inbound marketing technique and hence offers a solution to the declining effectiveness of traditional interruptive marketing techniques. Design/methodology/approach – Semi-structured interviews were conducted with 15 key informants involved in B2B content marketing in the USA, UK and France, in five industry sectors. Findings – B2B digital content marketing is an inbound marketing technique, effected through web page, social media and value-add content, and is perceived to be a useful tool for achieving and sustaining trusted brand status. Creating content that is valuable to B2B audiences requires brands to take a “publishing” approach, which involves developing an understanding of the audience’s information needs, and their purchase consideration cycle. Valuable content is described as being useful, relevant, compelling and timely. Content marketing requires a cultural change from “selling” to “helping”, which in turn requires different marketing objectives, tactics, metrics and skills to those associated with more traditional marketing approaches. The article concludes with a theoretical discussion on the role of digital content in marketing, thereby contextualising the findings from this study within a broader exploration of the role of digital content in marketing and relational exchanges. Originality/value – As the first research study to explore the use of digital content marketing in B2B contexts, this research positions digital content marketing with regard to prior theory, and provides both an agenda for further research, and suggestions for practice.
41
Nath, Atanu, Parmita Saha, and Esmail Salehi-Sangari. "Blurring the borders between B2B and B2C: a model of antecedents behind usage of social media for travel planning." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1468–81. http://dx.doi.org/10.1108/jbim-11-2018-0329.
Full textAbstract:
Purpose The purpose of this paper is to call for a scrutiny of the dualist approach to business-to-business (B2B) and business-to-customer (B2C) marketing in industries driven by consumer-generated content. It posits that individual consumer-centric factors are influential for B2B marketing as well in sectors such as the travel industry and investigates the determinants of tourists’ intention to use social media websites for travel planning. Design/methodology/approach Integrating constructs from IS and marketing literature, the paper proposes information quality and perceived enjoyment as antecedents of perceived usefulness, attitude and intention to use. The research model is tested using data from social media users with experience in travel planning. Findings Results show that perceived usefulness and information quality are stronger predictors of attitude and behavioral intention than perceived enjoyment. Enjoyment was not found to be strongly influential. Relevancy and reliability of information and its usefulness concerning travel-planning needs were found more influential. Research limitations/implications Data were collected from social media users, raising possible issues of representativeness. Practical implications The paper offers clarity regarding antecedents of downstream user behavior which can be of significant value. Demarcations in B2B and B2C perspectives blur in the context of social media, enabling more effective integration. Originality/value The paper brings in and validates the roles of information quality and enjoyment as influencers of behavior. Identifying the travel industry as a sector having greater likelihood of B2BC convergence, the paper extends IS adoption research to user-interactive sites in the travel-planning context, which can benefit the consumer as well as the supply side.
42
Pema, Kinley, Tashi Dendup, and Rekha Chhetri. "Business to Business Marketing in Bhutan: A Case Study from Balam Gewog under Mongar Dzongkhag." Bhutan Journal of Natural Resources and Development 7, no. 2 (December 31, 2020): 34–42. http://dx.doi.org/10.17102/cnr.2020.50.
Full textAbstract:
The Commercial Agriculture and Resilient Livelihoods Enhancement Programme (CARLEP) and the Regional Agricultural and Marketing Cooperative (RAMCO) piloted the business to business (B2B) marketing model in 2018 to address smallholder farmers’ marketing issues in Eastern Bhutan. As the B2B pilot model is currently not functional, it is vital to understand the B2B model’s challenges to successfully replicate the interventions in other communities. The lack of follow-up studies on the B2B marketing model motivated the authors to investigate the model’s challenges for implementation in the country. This case study was based on six vegetable groups in Balam Gewog, Mongar, Bhutan. Primary data were collected through focus group discussions with six vegetable groups and in-depth interviews with key informants. Secondary data were collected from Gewog, CARLEP, and RAMCO. The results showed that the B2B marketing model adopted in Balam Gewog was a primary B2B marketing model – a linkage only for selling produce. Four critical issues with the B2B marketing model adopted in Balam Gewog were noted: (1) mismatch between vegetable production and collection schedule, (2) lack of quantity and quality specification of vegetables in the contract between vegetable farmers’ groups and the buyer, (3) inadequate support services, and (4) lack of monitoring by facilitating organisations after contract signing between vegetable farmers’ groups and the buyer. Accordingly, we recommend adjusting the collection schedule as per the production season, specifying contract clauses like quantity and quality of produce, improving support services, and monitoring business by relevant authorities.
43
Ghobakhloo, Morteza, Tang Sai Hong, and Craig Standing. "B2B E-Commerce Success among Small and Medium-Sized Enterprises." Journal of Organizational and End User Computing 27, no. 1 (January 2015): 1–32. http://dx.doi.org/10.4018/joeuc.2015010101.
Full textAbstract:
E-commerce (EC) success and related influencing factors have not been investigated properly in the context of small and medium-sized enterprises (SMEs), while these businesses possess very different characteristics as compared to large businesses. The purpose of this study is to provide a better and clearer understanding of business-to-business (B2B) EC value and success within SMEs, particularly in emerging economies. Rooted in the information system (IS) diffusion and success literature and organizational research background, this paper develops an integrative research model to assess the success of B2B EC among Iranian and Malaysian SMEs. To interpret the success of B2B EC, we viewed EC success dimensions and relevant determinants from the perspectives of all users at the business network unit level. The result of testing this model on 130 business network units revealed that in addition to technological characteristics of EC including information, system and service quality, different SME-related organizational determinants such as perceived usefulness of EC, top management support and commitment and EC knowledge are crucial for successful B2B EC among SMEs. The findings offer valuable insights to managers, EC/IS experts and policy makers responsible for assisting SMEs with successfully engaging in B2B EC.
44
Mittal, Vikas, Kyuhong Han, Ju-Yeon Lee, and Shrihari Sridhar. "Improving Business-to-Business Customer Satisfaction Programs: Assessment of Asymmetry, Heterogeneity, and Financial Impact." Journal of Marketing Research 58, no. 4 (June 29, 2021): 615–43. http://dx.doi.org/10.1177/00222437211013781.
Full textAbstract:
Business-to-business (B2B) companies devote significant resources to measure customer satisfaction but lack guidance on critical aspects of implementing satisfaction programs. Accordingly, executives ask: (1) What are the key strategic attributes driving B2B customer satisfaction? (2) Are the strategic attributes satisfaction balancing, satisfaction maintaining, or satisfaction enhancing based on the pattern of asymmetry? (3) Do the sign and magnitude of asymmetry vary across industry and customer subgroups? and (4) Is there a generalizable link between satisfaction and financial performance for B2B firms? Study 1 uses qualitative and secondary research to identify and validate eight strategic attributes pertinent to B2B companies: quality of product/service, pricing, safety, sales process, project management, corporate social responsibility, communication, and ongoing service and support. Study 2 examines industry-subgroup heterogeneity in the nature of asymmetry across industries, then links satisfaction with performance (i.e., sales). Study 3 finds customer-subgroup heterogeneity in the nature of asymmetry within the customer base of a B2B service provider, then links satisfaction with performance (i.e., dollar value of purchase).
45
Rogers, Beth, and Lillian Clark. "CABS: a conceptual model for context-aware B2B sales applications." Journal of Research in Interactive Marketing 10, no. 1 (March 14, 2016): 50–66. http://dx.doi.org/10.1108/jrim-03-2015-0023.
Full textAbstract:
Purpose – This paper aims to propose a conceptual model that will guide development of mobile applications to support value-added business-to-business (B2B) sales activities. Design/methodology/approach – The paper reviews the concepts of context-aware applications and context-marketing, then examines B2B selling and the creation of value, utilizing Terho’s model of value-based selling, and presenting the potential role of context-aware B2B selling in creating value. Terho’s model is then combined with a taxonomy of context modeling to produce step-by-step a conceptual model for developing context-aware B2B sales applications (CABS). Findings – By mapping the context-aware application development taxonomy against each stage of Terho’s “value-based selling” model, the CABS model is proposed. This model provides a platform for the B2B salesforce, their customers and information technology (IT) staff to work together in developing requirements and prototypes for mobile B2B context-aware applications. Research limitations/implications – The CABS model would require empirical testing to assess its viability and suitability. This would initially be done via focus groups in targeted sales organizations. Practical implications – The CABS model could utilized by sales staff and their customers to develop requirements for mobile context-aware applications to support B2B activity. In addition, the CABS model could be utilized in joint application design processes to enable sales and IT staff to work together in developing prototype mobile applications. Originality/value – While context-aware applications are beginning to transform business-to-sale (B2C) sales activities, it is clear that B2B sales could also benefit from these types of applications, but little progress has been made in understanding or developing their potential. The CABS model enables B2B sales staff and their customers to recognize these benefits and facilitate working with IT staff in defining requirements and developing prototypes.
46
Shao, Hua Qing, Wang Bin, and Yong Cheng Jiang. "A Validity Study on the Electronic Commerce Mode and Informatization Construction in the Perspective of Value Chain." Advanced Materials Research 756-759 (September 2013): 1003–7. http://dx.doi.org/10.4028/www.scientific.net/amr.756-759.1003.
Full textAbstract:
Electronic business activities of enterprise are changing the value creation process on every link of enterprise supply chain based on the rapid development of information technology. Constant innovations of electronic business model has had a powerful impact upon the traditional business model, and produced complicated influences on ERP platform interface of the enterprises and suppliers. Based on the value chain perspective, this paper makes data analysis by applying panel data model to electronic business model and enterprise informatization construction situation. The results show that the information construction of the case enterprise has promotive effect in analyzing the profitability of B2B, BMC and B2G models. Enterprise's information construction has limited positive facilitation to B2C mode, and negative effects may emerge because of cost problem.
47
Barbosa, Belem, Dolores Silva, Claudia Amaral Santos, and Sandra Filipe. "ON USING GUERRILLA IN BUSINESS-TO-BUSINESS COMMUNICATION: THE MANAGERS’ VIEWS." CBU International Conference Proceedings 6 (September 24, 2018): 10–15. http://dx.doi.org/10.12955/cbup.v6.1126.
Full textAbstract:
Guerrilla marketing is an innovative approach to communicate with customers and to capture their attention essentially due to its inherent creativity, unconventional media, and low cost. Despite the interesting contributions in the literature on this topic, most of what is known about guerrilla marketing is confined to its use and impact on consumers. This study aims to fill a gap identified in the guerrilla marketing literature by conducting an exploratory research study on the propensity of performing guerrilla marketing campaigns in a Business-to-Business (B2B) context. The research objectives of this paper are (i) identifying the perceptions of B2B managers on guerrilla marketing campaigns and (ii) exploring determinants of the adoption of guerrilla marketing campaigns targeted at corporate customers.We present the results of a qualitative research study comprising 12 semi-structured interviews with managers of different business areas. A content analysis was performed using Nvivo software.Participants in this study demonstrated that B2B managers recognize and value the advantages associated with guerrilla communication, which is in many instances seen as useful and viable for the B2B sector. The propensity for adoption is dependent on internal factors such as corporate culture, managers’ and collaborators’ profiles, risk-proneness, market share, and product innovativeness, but also on the sector’s usual practices of innovation and communication. Guerrilla marketing campaigns are more appropriate for attracting new B2B customers and need to be carefully adapted to the targets' profiles and preferences.
48
Gligor, David, Siddik Bozkurt, Ismail Gölgeci, and Michael J. Maloni. "Does supply chain agility create customer value and satisfaction for loyal B2B business and B2C end-customers?" International Journal of Physical Distribution & Logistics Management 50, no. 7/8 (August 3, 2020): 721–43. http://dx.doi.org/10.1108/ijpdlm-01-2020-0004.
Full textAbstract:
PurposeDespite the recent wealth of supply chain agility literature, scholars have yet to thoroughly examine its impacts on the customer experience. To address this gap, we assess the effects of supply chain agility on customer value and customer satisfaction, including the moderating role of customer loyalty, from the perspectives of both business customers (B2B) and end-customers (B2C).Design/methodology/approachWe used multivariate regression analysis to evaluate direct, indirect and conditional effects across survey responses from 148 senior-level supply chain managers (buyers) (Study 1) and 170 end-customers (i.e. consumers) (Study 2).FindingsThe results reveal that supply chain agility retains a direct link to both B2B and B2C’ value and satisfaction. However, a higher level of customer loyalty reduces the strength of these relationships, signifying that agility is less important with established customers. In this respect, agility is important to attract new customers, but more agility is not always beneficial once the customer relationship is established.Originality/valueThe current study is among the first to examine end-customer response to supply chain agility. The findings complement existing literature by providing novel insights into the impact of supply chain agility on both business customers (B2B) and end-customers (B2C).
49
Mahapatra, Sabita, ATP Ramani, and Avinash D. Kulkarni. "Must have or nice to have." Journal of Business & Industrial Marketing 34, no. 1 (February 13, 2019): 39–48. http://dx.doi.org/10.1108/jbim-09-2017-0209.
Full textAbstract:
PurposeThis paper aims to provide an opportunity to study organization buying behavior, specifically buying and selling in the B2B context. The case demonstrates the need to understand the expectations of the buyer’s decision-making unit and the challenges involved in acquiring and retaining customers based on the articulated value proposition of the product. The case also provides an opportunity to explore the critical issues related to an organization’s buying process, while emphasizing on the importance of customer relationship management and the challenges involved in sales conversion.Design/methodology/approachThe case is a filed-based study that aims to provide insight on differences between buying and selling in B2B & B2C and an understanding on customer value proposition in B2B buying context.FindingsThe case provides a comprehensive overview on the key role of decision-making units and decision-making process in B2B context.Originality/valueThis is an India-specific field-based case study on B2B selling situation. The case provides a framework on salesperson B2B selling approach, techniques and skills in view of the changing business selling environment in the age of technologically advanced digital world.
50
Pflügler, Christoph. "Fostering Networked Business Operations." International Journal of Intelligent Information Technologies 8, no. 2 (April 2012): 31–58. http://dx.doi.org/10.4018/jiit.2012040103.
Full textAbstract:
Long being seen as commercially unsuccessful after the dot-com era, interest in web-based B2B electronic intermediaries is again increasing in the light of globalization and cost-pressure on procurement departments of enterprises. Driven by increased profitability, these systems are getting more sophisticated. Based on a thorough literature-driven requirements analysis, this paper presents a state-of-the-art service-oriented reference architecture for B2B electronic intermediaries and provides scientifically grounded recommendations for developing such systems. The framework supports practitioners to create and further develop B2B electronic intermediary systems. It also serves as a basis for future design-oriented research endeavors in the field. The value of the presented artifacts is demonstrated by means of two use cases.