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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 (2020): 721–40. http://dx.doi.org/10.1108/jbim-06-2018-0190.
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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.
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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 (2020): 721–43. http://dx.doi.org/10.1108/ijpdlm-01-2020-0004.
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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).
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Prasetya, Muhammad Azka, Anita Maharani, and Shine Pintor Siolemba Patiro. "Customer Loyalty in the case of Business-to-Business Company: Will Marketing Mix Still Work?" Ilomata International Journal of Management 5, no. 2 (2024): 389–400. http://dx.doi.org/10.61194/ijjm.v5i2.1118.
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Through this research, researchers highlighted the role of the marketing mix in influencing customer loyalty in business-to-business (B2B) companies. Researchers also highlighted the role of purchase decisions as a mediator between marketing mix and customer loyalty. From the conceptual perspective, marketing mix is generally considered more appropriate for B2C type companies, however, a number of studies show that marketing mix can also be applied as a marketing strategy for B2B but in a more complex context. In terms of methodology, this research approach is quantitative, and uses Partial Least Square analysis techniques. The analysis units involved are individuals who have been customers of B2B companies for at least 3 years and are spread across Jabodetabek. Due to limited B2B customers, the survey distribution technique was carried out using the snowball sampling method. The distribution of questionnaires was carried out for six months from September 2023-February 2024. The results obtained show that purchasing decisions cannot mediate between marketing mix and customer loyalty, however marketing mix can influence customer loyalty in B2B type companies. The managerial implication of the results of this research is that B2B companies can implement a marketing mix to encourage customer loyalty.
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GRANADOS, JUAN C., LEONOR M. PÉREZ, José A. Pedraza-Rodríguez, and Martina G. Gallarza. "Revisiting the quality-value-satisfaction-loyalty chain for corporate customers in the travel agency sector." European Journal of Tourism Research 27 (March 1, 2021): 2711. http://dx.doi.org/10.54055/ejtr.v27i.1921.
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Most traditional travel agencies offer their services to corporate clients, although literature focuses on end customers. This paper addresses this research gap, but also aims at bridging the gap between B2C and B2B literature. Specifically, the authors revisit the Quality-Value-Satisfaction-Loyalty chain, a well-established postulate from the B2C literature in tourism, but adding Trust and Commitment as mediating variables between Satisfaction and Loyalty to adapt the chain to the B2B context. Using PLS-SEM, the analysis of data confirmed the Service Quality - Customer Value - Customer Satisfaction - Trust/Commitment - Customer Loyalty chain for corporate customers.
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Zolkiewski, Judy, Victoria Story, Jamie Burton, et al. "Strategic B2B customer experience management: the importance of outcomes-based measures." Journal of Services Marketing 31, no. 2 (2017): 172–84. http://dx.doi.org/10.1108/jsm-10-2016-0350.
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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.
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SEVERESIA, Claudia, Prio UTOMO, and Friska NATALIA. "INVESTIGATING FACTORS INFLUENCING REPURCHASE INTENTION: CASE STUDY IN BEVERAGE MANUFACTURING INDUSTRY." BUSINESS EXCELLENCE AND MANAGEMENT 12, no. 1 (2022): 17–30. http://dx.doi.org/10.24818/beman/2022.12.1-02.
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The food and beverages industry is one of the most contributing sectors for Indonesian economic growth. It is a profitable business to invest in, due to the development of the Indonesian population. However, the competition in the market is inevitable; thus, companies need to generate strategies of differentiation to retain the customers. One crucial thing in maintaining customer loyalty is to have good management in customer experience. Customer experience was mainly discussed in the Business to Customer (B2C) sector but limitedly explored in the Business to Business (B2B) sector. Customer satisfaction can directly affect and predict customer repurchase intention and customer loyalty. Repurchase intention is crucial in the B2B industry because the buying process in the B2B industry is a rational decision, and it costs more to deal with the new customers than keeping customers already had. Therefore, current research is focused on customer experience; value, loyalty, and satisfaction on repurchase intention in one beverage manufacturing company in Indonesia whose market focus is on the B2B sector. Quantitative research was conducted on July 13th, 2021, to August 5th, 2021 using the availability sampling method and obtained 85 respondents who are the customers of the beverage manufacturing company in Indonesia. Data was analyzed using PLS-SEM (Partial Least Square – Structural Equation Modelling) method. This study shows that 78.2% of repurchase intention is explained and significantly affected by the variables discussed in the research. Customer satisfaction is more likely to affect the repurchase intention. However, customer value has no significant effect on repurchase intention. Therefore, it is hoped that this study will give insights to B2B organization managers to set their marketing strategy.
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Ghazaryan, Satenik, Pavel Domnin, Askar Kinzhigaliev, and Tatyana Sokolova. "CURRENT APPROACH TO CUSTOMER BASE SEGMENTATION FOR DIGITAL B2C AND B2B COMPANIES." Modern economic research 954, no. 3 (62) (2024): 174–79. https://doi.org/10.5281/zenodo.13683358.
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This paper investigates the application of digital technologies in e-commerce for addressing customer base segmentation challenges in B2B and B2C communication channels. The article emphasizes that customer segmentation is a fundamental task in e-commerce, whose solution optimizes customer interaction and improves marketing and sales efficiency. It describes the conceptual differences between B2B and B2C customer segments, identifies key segmentation criteria, and explores the technologies utilized in this process. The paper defines a conceptual algorithm for customer base segmentation, which encompasses data collection and analysis, algorithm refinement, implementation of predictive analytics and self-correction, creation of personalized offers, and the use of gathered information for decision-making. The research focuses on the problem of evaluating customer segmentation effectiveness, proposing an approach based on using key performance indicators (KPIs) while considering the specific characteristics of each communication channel (B2B and B2C). To address this challenge, a unified approach for evaluating customer segmentation efficiency in B2B and B2C channels is proposed. Based on the conducted research, conclusions are drawn regarding the prospects of using digital technologies in e-commerce for addressing customer base segmentation tasks in B2B and B2C communication channels. These prospects include enhanced business process efficiency, improved interaction quality, marketing, analytics, and other benefits
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Barrutia, Jose M., Alexander Velez, and Carmen Echebarria. "Openness and front end of innovation: does customer type matter?" Journal of Business & Industrial Marketing 34, no. 3 (2019): 536–49. http://dx.doi.org/10.1108/jbim-06-2017-0134.
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PurposeThis paper aims to study the moderating effect of customer type (business customers versus private customers) on the link between two forms of openness (cross-industry networks and customer integration) and two front-end innovation outcomes (a creative idea and a product definition), in the context of radical innovations.Design/methodology/approachAn agreement was established with the Statistical Office of the Basque Government. This agreement enabled us to access a reliable list of innovative companies in the region that constituted our sample frame. Questionnaires were collected by phone. The response rate was 41.6%, which led to a sample size of 189 firms. Structural equation modeling was used to analyze the data.FindingsThe study reveals that idea creativity is explained by different external drivers in business-to-business (B2B) and business-to-customer (B2C) settings. In B2B settings, customer integration is found to have no effect on idea creativity. For product definition, however, both the external drivers, namely, cross-industry networks and customer integration, matter, although the latter is more salient.Practical implicationsIn the search for creative ideas, managers of firms that serve business customers should focus on cross-industry networks, while those that serve private customers should concentrate on customer integration.Originality/valueMost previous quantitative studies on the front end have focused on internal drivers, and some of them use a mix of B2B and B2C data, which could lead to misleading conclusions.
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Mahapatra, Sabita, ATP Ramani, and Avinash D. Kulkarni. "Must have or nice to have." Journal of Business & Industrial Marketing 34, no. 1 (2019): 39–48. http://dx.doi.org/10.1108/jbim-09-2017-0209.
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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.
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Kumar, Kishan. "Unlocking Tomorrow’s Landscape: How AI Will Reshape Customer Journeys (B2B & B2C)." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem33741.
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Businesses must ask themselves this question as we approach a revolutionary era: how will artificial intelligence (AI) change the B2B and B2C customer journey landscapes? This capstone study explores and covers the journey of artificial intelligence (AI), it’s impact on the business, the new opportunities along with challenges and the future predictions following the literature reviews, case studies, and expert insights. The research unveils a wide variety of possibilities waiting to be unlocked. This research focuses on the transformative potential of artificial intelligence (AI) for businesses and customers alike. It serves as a valuable resource for business leaders, marketing and sales professionals, customer service teams to managing artificial intelligence (AI) adoption plans and optimizing customer journey opportunities. Using AI-powered tools for personalized engagement and data-driven decisions. Using AI to improve productivity and customize assistance. Includes key Findings like Personalized Experiences, Data-Driven Decisions Automation & Efficiency. AI-powered chatbots offer seamless B2B customer service, while B2C brands use recommendation engines to provide hyper-personalized product suggestions. AI streamlines B2B workflows, boosting productivity. Beyond these, the research identifies: Opportunities: How AI increases customer engagement to a greater extent, unlocking brand loyalty and advocacy. Areas to integration of AI in business regular process. Challenges: What could be the Ethical considerations and potential job displacement carefully.
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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 (2019): 133–52. http://dx.doi.org/10.1177/0022242919847221.
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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.
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Eskiyerli, Devrim, and Gunnar Schmid. "B2B Customer Value Co-Creation for Sustainable Machinery in the Food Processing Industry - A Case Study from The Netherlands." International Journal of Applied Research in Business and Management 5, no. 1 (2024): 12–41. http://dx.doi.org/10.51137/ijarbm.2024.5.1.2.
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This study examines customer-centric vision and sustainable value co-creation in the B2B machine manufacturing industry. It uses a generative approach to explore B2B customer expectations, focusing on co-conception and co-design. Our research aims to integrate customer-centric benefits with sustainability goals through sustainable business models and boundary work theory. In our paper, we examine a growing circular firm in the food processing machinery sector in The Netherlands. Our study is guided by the main research question, "What actions do B2B customers expect for enhanced machinery sustainability?”. We implemented a single case study and a collaborative research framework, integrating business viewpoints to enhance theoret-ical contributions within a qualitative mixed-method approach. Our findings indicate that, reduction and repurposing of water and used water, and machines generating less food waste and processing waste are among the top expectations of the B2B customers. B2B contexts are underrepresented in customer co-creation literature, therefore our paper contributes with empirical findings to this field.
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Cho, Gyungah, Pyoung-seop Shim, and Jaekwang Kim. "Explainable B2B Recommender System for Potential Customer Prediction Using KGAT." Electronics 12, no. 17 (2023): 3536. http://dx.doi.org/10.3390/electronics12173536.
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The adoption of recommender systems in business-to-business (B2B) can make the management of companies more efficient. Although the importance of recommendation is increasing with the expansion of B2B e-commerce, not enough studies on B2B recommendations have been conducted. Due to several differences between B2B and business-to-consumer (B2C), the B2B recommender system should be defined differently. This paper presents a new perspective on the explainable B2B recommender system using the knowledge graph attention network for recommendation (KGAT). Unlike traditional recommendation systems that suggest products to consumers, this study focuses on recommending potential buyers to sellers. Additionally, the utilization of the KGAT attention mechanisms enables the provision of explanations for each company’s recommendations. The Korea Electronic Taxation System Association provides the Market Transaction Dataset in South Korea, and this research shows how the dataset is utilized in the knowledge graph (KG). The main tasks can be summarized in three points: (i) suggesting the application of an explainable recommender system in B2B for recommending potential customers, (ii) extracting the performance-enhancing features of a knowledge graph, and (iii) enhancing keyword extraction for trading items to improve recommendation performance. We can anticipate providing good insight into the development of the industry via the utilization of the B2B recommendation of potential customer prediction.
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Oteri, Omoezime Janet, Ekene Cynthia Onukwulu, Abbey Ngochindo Igwe, Chikezie Paul Mikki Ewim, Augustine Ifeanyi Ibeh, and Adedamola Sobowale. "Custom Pricing Strategies for B2B and B2C Solutions: Balancing Profitability and Customer Satisfaction." International Journal of Social Science Exceptional Research 3, no. 1 (2024): 126–37. https://doi.org/10.54660/ijsser.2024.3.1.126-137.
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Custom pricing strategies play a pivotal role in driving profitability and customer satisfaction in both B2B and B2C markets. These strategies involve tailoring prices to specific customer segments, purchasing behaviors, and market dynamics. In the B2B context, pricing is often influenced by long-term relationships, bulk purchasing, and value-driven negotiations, while B2C pricing focuses on competitive positioning, consumer psychology, and real-time demand fluctuations. Striking the right balance between maximizing profit margins and maintaining customer loyalty requires leveraging data analytics, machine learning, and behavioral insights. This paper explores key approaches to customizing pricing strategies, highlighting the importance of dynamic pricing, value-based pricing, and segmentation in meeting diverse customer needs. Furthermore, it examines the challenges of implementing such strategies, including price discrimination perceptions, operational complexities, and regulatory considerations. By presenting case studies and best practices, this work underscores the significance of aligning pricing models with business goals and customer expectations to achieve sustainable growth and competitive advantage.
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Andersson, Svante, Ulf Aagerup, Lisa Svensson, and Sanna Eriksson. "Challenges and opportunities in the digitalization of the B2B customer journey." Journal of Business & Industrial Marketing 39, no. 13 (2024): 160–74. http://dx.doi.org/10.1108/jbim-12-2023-0714.
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Purpose This study aims to explore challenges and opportunities in the digitalization of the business-to-business (B2B) customer journey in different buying situations. It also investigates where in the customer journey digital marketing is most efficient. Design/methodology/approach This research adopts a single case study approach to examine a B2B company that implemented digitalization in its customer journey in different buying situations. Data were collected through semistructured interviews, complemented by internal documents and information from the company’s website and social media, to identify reasons for and against the decision to digitalize the B2B customer journey. Findings Digitalization can offer firms a cost-effective and value-creating way to interact with customers in a B2B context. The B2B buying situation, however, plays a significant role in decisions on how to implement digitalization. Moreover, in the prepurchase phase, digital marketing is more effective in building awareness; in the purchase phase, personal selling is more effective in addressing customers’ needs. Research limitations/implications The use of a single case study cannot produce results directly generalizable to other contexts. However, the findings are applicable to the digitalization of B2B customer journeys in similar industrial contexts. Practical implications To successfully implement digitalization in the customer journey, B2B firms should choose digital tools according to different buying situations and phases in the customer journey, segment buyers by their needs rather than individual characteristics and integrate the sales and marketing functions. Originality/value This study contradicts prior research that claims that digital marketing can be used in a similar way in both B2B and business-to-consumer contexts. It further shows that the relevant demarcation is not between personal sales and digitalization but between automated digital marketing and individualized personal sales, regardless of medium.
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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 (2018): 170–92. http://dx.doi.org/10.1108/jibr-10-2017-0171.
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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.
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Iqbal, Asif, Muhammad Amin Hasan, Syed Farrukh Bukhari, and Muhammad Sufyan Ramish. "Determinants of Customer Satisfaction: The Moderating Role of Switching Cost towards Customer Loyalty in B2B Packaged Food Retail Setting." Journal of Education and Social Studies 4, no. 1 (2023): 1–15. http://dx.doi.org/10.52223/jess.20234101.
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Loyal customers are committed to repeat patronage, making business referrals, and providing publicity for the business. However, rising customer expectations and price consciousness, advancement of technology, lack of product differentiation, and consumer choices have posted more challenges for customer retention. This paper examines the determinants of customer satisfaction in a business-to-business (B2B) packaged food retail setting, with a particular focus on the moderating role of switching cost towards customer loyalty. Using a survey-based approach, data was collected from 382 respondents who were customers of B2B packaged food retailers in Pakistan. The results of the study indicate that product quality, service quality, and price are significant determinants of customer satisfaction. Furthermore, the study finds that switching cost moderates the relationship between customer satisfaction and customer loyalty. In addition, the results show that switching cost has a significant positive effect on customer loyalty, indicating that customers are more likely to remain loyal to a retailer if the switching cost is higher. The study implies that retailers should focus on providing high-quality products and services at fair prices to enhance customer satisfaction and which leads to customer loyalty. Moreover, retailers should consider implementing switching costs strategies to enhance customer loyalty in the B2B packaged food retail setting. The findings of this study have important implications for the development of effective customer satisfaction and loyalty strategies in the B2B packaged food retail industry.
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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 (2015): 17–31. http://dx.doi.org/10.1108/jbim-07-2011-0093.
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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.
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Djurakulovich, Safarov Bakhtior. "STRATEGIES AND DIFFERENCES IN B2B AND B2C MARKETING." International Journal Of Management And Economics Fundamental 03, no. 05 (2023): 49–57. http://dx.doi.org/10.37547/ijmef/volume03issue05-07.
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The article classifies B2B and B2C markets and performs their comparative analysis. The target audience of the B2B and B2C market, the specific characteristics of the sale of goods, transactions, distribution channels, customer behavior and their actions in these markets are classified and their distinctive features are studied.
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I, Gede Bingin Mustika, Gusti Ayu Wimba I, and Yudy Wijaya Putu. "Antecedents of Plaga Farm Customer Loyalty." Journal of Economics, Finance And Management Studies 5, no. 08 (2022): 2276–85. https://doi.org/10.5281/zenodo.6984331.
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The concept of business to business (B2B) is a very profitable business that is often called long-term orientation. For companies that run businesses with a B2B model, creating a loyal customer base is not only about retaining customers but also maintaining relationships with business customers to drive future purchases. This is because B2B models have different characteristics where there tend to be fewer customers. So, the importance of retaining customers and creating customer loyalty for long-term interests. The purpose of this study was to analyze Plaga Farm's customer loyalty antecedents, namely brand image, satisfaction, and trust. This study sample used 201 Plaga Farm customers spread throughout Bali. The research instrument uses questionnaires and several other data collection methods such as observation, interviews and literature. The analysis method uses descriptive analysis and inferential analysis with Structural Equation Model-Partial Least Square (SEM-PLS). The results showed that brand image has a positive and significant effect on customer loyalty. The brand image has a significant positive effect on Plaga Farm's customer satisfaction. The brand image has a significant positive effect on the trust of Plaga Farm customers. Satisfaction does not have a significant effect on plaga farm customer loyalty. Trust has a significant positive effect on plaga farm customer loyalty. Satisfaction has a significant positive effect on the trust of Plaga Farm customers. Customer satisfaction is not able to mediate the relationship of brand image to plaga farm customer loyalty. Customer trust is able to mediate the relationship of brand image to customer loyalty. In B2B model companies, especially those that offer fresh products, guarantees for products are needed to foster trust, this can be done by creating a positive brand image thus impacting long-term commitments.
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Alfa, Sonny, and Cokki Cokki. "Dimensi online customer experience (OCE) pada website dalam kaitannya dengan intensi membeli pada hubungan bisnis B2B." Jurnal Manajemen Bisnis dan Kewirausahaan 7, no. 5 (2023): 995–1009. http://dx.doi.org/10.24912/jmbk.v7i5.26501.
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This research was conducted to analyze online customer experience (OCE) whether information quality, website credibility, customer support, and web personalization affect client buying intentions and customer trust in the context of B2B relationships and carry out a comparative analysis of 3 websites that are the object of research in the human resources industry (company A, B, and C). The study used 77 respondents from various corporations operating in Jakarta who were selected by simple random technique and then analyzed using PLS-SEM ANOVA and Duncan analysis for website comparison analysis. The results showed that the quality of information on websites, customer support, and web personalization had a positive influence on purchase intentions and customer trust. Website credibility does not have a positive effect on purchase intention and customer trust. These findings imply that offline networking and business development still play an important role in B2B business relationships. Further research is needed regarding other variables in OCE in the B2B context considering that most of the research on OCE is still in the B2C context.
 Penelitian ini dilakukan untuk menganalisis online customer experience (OCE) apakah kualitas informasi, kredibilitas website, dukungan pelanggan, dan personalisasi web memengaruhi intensi membeli client dan kepercayaan pelanggan dalam konteks hubungan B2B dan melakukan analisa perbandingan 3 website yang menjadi obyek penelitian di industri Sumber Daya Manusia (Perusahaan A, B, dan C). Penelitian menggunakan 77 responden dari berbagai korporasi yang beroperasi di Jakarta yang dipilih dengan teknik acak sederhana kemudian dianalisis dengan PLS-SEM serta analisa ANOVA dan Duncan untuk analisa perbandingan website. Hasil penelitian menunjukkan bahwa kualitas informasi pada website, dukungan pelanggan dan personalisasi web memberikan pengaruh positif kepada intensi membeli dan kepercayaan pelanggan. Kredibilitas website ternyata tidak memberi pengaruh positif kepada intensi membeli dan kepercayaan pelanggan. Temuan ini menyiratkan bahwa offline networking dan business development masih tetap memegang peranan penting dalam hubungan bisnis B2B. Diperlukan penelitian lebih jauh terkait variabel lain dalam OCE dalam konteks B2B mengingat sebagian besar penelitian tentang OCE masih dalam konteks B2C.
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Koldyshev, Maxim. "INDUSTRIAL (B2B) MARKETING OF GLASS COMPANIES: MOBILE APPLICATIONS AS A SALES PROMOTION TOOL." Three Seas Economic Journal 1, no. 3 (2020): 46–52. http://dx.doi.org/10.30525/2661-5150/2020-3-8.
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The purpose of the paper is a qualitative analysis of mobile applications as a sales promotion tool in industrial (B2B) marketing of glass companies. Industrial marketing of the glass industry is poorly studied in terms of digital technology development and integration as well as mobile applications as tools for digital marketing communications. B2B companies’ digitalization is at the initial stage. Methodology. This research builds on the concepts of digital B2B marketing, the digitization capability of B2B companies, customer relationship building, and customer focus. The research methodology is based on the case study of ABC company and the content analysis of information available on the ABC’s website in the public domain. A content analysis was conducted of the patent for a method for determining the coated glass coating type using an application and a light source. Results demonstrate problems related to digital marketing concepts integration, customer focus, and customer relations formation. The results show an active digital strategy use for the company’s business growth through software development and integration of end product interactive visualization tools. As a result, additional business value is formed: 1) end customer company focus; 2) product knowledge development and B2B services personalization; 3) manufacturers transfer some sales and communication functions to their customers, which solves the problem of staff rotation in the sales subsystem; 4) the application becomes a tool for customer behaviour analysis. Mobile applications complement any traditional product promotion channels. The main domestic industrial market challenge is the poor rate of readiness for digital changes: applications become an effective marketing communication tool only when customers use them. Practical implications. Companies in different industries can use the results to understand real issues of applications integration in marketing strategy and communication. These problems include the digital unpreparedness of the Russian domestic market to accept new technological solutions. Value/originality. This research proves that mobile applications increase sales and is effective if company personnel, end users and B2B customers actively use them. Applications complement traditional B2B marketing channels.
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Raišienė, Agota Giedrė, and Simonas Juozapas Raišys. "Business Customer Satisfaction with B2B Consulting Services: AHP-Based Criteria for a New Perspective." Sustainability 14, no. 12 (2022): 7437. http://dx.doi.org/10.3390/su14127437.
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The paper aims to take a novel look to customer satisfaction with B2B service through the lens of customer perception of service quality criterions. By literature review, service quality models define sets of key factors, however, do not rank them by significance. Based on AHP analysis of expert interview results, we argue that the current models of service quality reflect business customer perceptions partially. This is a gap in B2B service quality knowledge that this study seeks to fill. The quality criterions play a role in building a positive balance between the customers’ expected and perceived value of services. Thus, we propose the model of customer satisfaction with factors divided into essential, significant, sufficient, and marginal according to their level of significance. The model may encourage academics to understand customer satisfaction criteria in service quality not only as generic sets but also at the importance of the criteria themselves in relation to each other. In the aspect of practical implication, the model can help B2B enterprises to rationally manage resources on set quality priorities to achieve customer satisfaction and, hence, to ensure organization sustainability by more effective organizational resource management. The model also can benefit B2B customers when considering service providers capable of delivering service quality which meets the expectations.
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Ananda, Dea Putri, and Siti Monalisa. "Segmentasi Pelanggan B2B dengan Model LRFM Menggunakan Algoritma Fuzzy C-Means pada Rotte Bakery." Jurnal Teknologi Informasi dan Ilmu Komputer 10, no. 5 (2023): 1139–48. http://dx.doi.org/10.25126/jtiik.20231056569.
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Pelanggan B2B (Business to Business) merupakan pelanggan yang membeli produk dari suatu perusahaan dengan tujuan menjualnya kembali kepada konsumen akhir. Oleh karena itu, pengelolaan pelanggan B2B dengan strategi yang baik dan tepat sangatlah penting. Setiap pelanggan memiliki karakteristik yang berbeda, termasuk perilaku pembelian, demografi, dan geografi. Oleh karena itu, segmentasi pelanggan perlu dilakukan untuk mengelompokkan pelanggan dengan karakteristik serupa. Dengan demikian, perusahaan dapat menerapkan strategi pemasaran yang lebih efektif dan sesuai dengan kebutuhan setiap segmen pelanggan. Dalam penelitian ini, kami menggunakan model LRFM (Length, Recency, Frequency, dan Monetary) dengan Algoritma Fuzzy C-Means untuk melakukan segmentasi pelanggan. Metode validasi Davies Bouldien-Index digunakan untuk menentukan jumlah cluster yang optimal. Hasilnya menunjukkan bahwa terdapat lima cluster yang optimal untuk pelanggan agen dengan nilai DBI sebesar 0,57, sedangkan pelanggan outlet memiliki empat cluster dengan nilai DBI sebesar 0,49. Karakteristik yang dihasilkan untuk pelanggan agen adalah Average Value Segment, New Low Value Customer, New Dormant Segment, Golden Segment, dan Superstar Segment. Sementara itu, pelanggan outlet terbagi menjadi Golden Segment, Superstar Segment, New Low Value Customer, dan Dormant Segment. Berdasarkan temuan tersebut, kami memberikan usulan strategi pemasaran yang sesuai dengan karakteristik masing-masing segmen pelanggan B2B. Usulan ini relevan baik bagi akademisi, praktisi, maupun peneliti dalam bidang pemasaran. Abstract B2B customers (Business to Business) are customers who purchase products from a company with the intention of reselling them to end consumers. Therefore, managing B2B customers with effective and appropriate strategies is crucial. Each customer has different characteristics, including purchasing behavior, demographics, and geography. Therefore, customer segmentation is necessary to group customers with similar characteristics. This enables companies to implement more effective and targeted marketing strategies tailored to the needs of each customer segment. In this study, we employed the LRFM model (Length, Recency, Frequency, and Monetary) with the Fuzzy C-Means algorithm for customer segmentation. The Davies Bouldien-Index validation method was used to determine the optimal number of clusters. The results revealed that there are five optimal clusters for agent customers with a DBI value of 0.57, while outlet customers have four clusters with a DBI value of 0.49. The resulting characteristics for agent customers are the Average Value Segment, New Low Value Customer, New Dormant Segment, Golden Segment, and Superstar Segment. Meanwhile, outlet customers are divided into the Golden Segment, Superstar Segment, New Low Value Customer, and Dormant Segment. Based on these findings, we propose marketing strategies that align with the characteristics of each B2B customer segment. These proposals are relevant to academics, practitioners, and researchers in the field of marketing.
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Ananda, Dea Putri, and Siti Monalisa. "Segmentasi Pelanggan B2B dengan Model LRFM Menggunakan Algoritma Fuzzy C-Means pada Rotte Bakery." Jurnal Teknologi Informasi dan Ilmu Komputer 10, no. 5 (2023): 1139–48. https://doi.org/10.25126/jtiik.2023106569.
Full textAbstract:
Pelanggan B2B (Business to Business) merupakan pelanggan yang membeli produk dari suatu perusahaan dengan tujuan menjualnya kembali kepada konsumen akhir. Oleh karena itu, pengelolaan pelanggan B2B dengan strategi yang baik dan tepat sangatlah penting. Setiap pelanggan memiliki karakteristik yang berbeda, termasuk perilaku pembelian, demografi, dan geografi. Oleh karena itu, segmentasi pelanggan perlu dilakukan untuk mengelompokkan pelanggan dengan karakteristik serupa. Dengan demikian, perusahaan dapat menerapkan strategi pemasaran yang lebih efektif dan sesuai dengan kebutuhan setiap segmen pelanggan. Dalam penelitian ini, kami menggunakan model LRFM (Length, Recency, Frequency, dan Monetary) dengan Algoritma Fuzzy C-Means untuk melakukan segmentasi pelanggan. Metode validasi Davies Bouldien-Index digunakan untuk menentukan jumlah cluster yang optimal. Hasilnya menunjukkan bahwa terdapat lima cluster yang optimal untuk pelanggan agen dengan nilai DBI sebesar 0,57, sedangkan pelanggan outlet memiliki empat cluster dengan nilai DBI sebesar 0,49. Karakteristik yang dihasilkan untuk pelanggan agen adalah Average Value Segment, New Low Value Customer, New Dormant Segment, Golden Segment, dan Superstar Segment. Sementara itu, pelanggan outlet terbagi menjadi Golden Segment, Superstar Segment, New Low Value Customer, dan Dormant Segment. Berdasarkan temuan tersebut, kami memberikan usulan strategi pemasaran yang sesuai dengan karakteristik masing-masing segmen pelanggan B2B. Usulan ini relevan baik bagi akademisi, praktisi, maupun peneliti dalam bidang pemasaran. Abstract B2B customers (Business to Business) are customers who purchase products from a company with the intention of reselling them to end consumers. Therefore, managing B2B customers with effective and appropriate strategies is crucial. Each customer has different characteristics, including purchasing behavior, demographics, and geography. Therefore, customer segmentation is necessary to group customers with similar characteristics. This enables companies to implement more effective and targeted marketing strategies tailored to the needs of each customer segment. In this study, we employed the LRFM model (Length, Recency, Frequency, and Monetary) with the Fuzzy C-Means algorithm for customer segmentation. The Davies Bouldien-Index validation method was used to determine the optimal number of clusters. The results revealed that there are five optimal clusters for agent customers with a DBI value of 0.57, while outlet customers have four clusters with a DBI value of 0.49. The resulting characteristics for agent customers are the Average Value Segment, New Low Value Customer, New Dormant Segment, Golden Segment, and Superstar Segment. Meanwhile, outlet customers are divided into the Golden Segment, Superstar Segment, New Low Value Customer, and Dormant Segment. Based on these findings, we propose marketing strategies that align with the characteristics of each B2B customer segment. These proposals are relevant to academics, practitioners, and researchers in the field of marketing.
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Hamadneh, Samer. "B2B Customer Solutions: How do suppliers provide support for the lack of customer readiness in the co-creation process?" International Journal of Management and Marketing Intelligence 1, no. 4 (2024): 8–21. https://doi.org/10.64251/ijmmi.59.
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Extant conceptualisation of business-to-business (B2B) customer solutions depicts that customer and the supplier as equal parties in their readiness and ability to co-create value in solutions activities. The study draws on the co-creation phases of B2B customer solutions to explore how suppliers provide support for better co-creation in low customer readiness markets [LCRMs]. This research adopts an interpretive perspective and conducts 44 in-depth interviews with customers and suppliers of technology-based solutions originated in the information and communications technology (ICT) sector in Jordan. The findings show four distinct, but complementary roles are performed by the suppliers in the ICT sector to compensate for the lack of customer readiness to co-create solutions value. This study develops the co-creation theory through identifying the supplier’s role in a business context where the customer and provider are perceived unequally in the co-creation. B2B Customer solutions, Value co-creation, Customer readiness, Arab markets, ICT sector.
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Oakley, Jared, and Alan J. Bush. "The role of suspicion in B2B customer entertainment." Journal of Business & Industrial Marketing 31, no. 5 (2016): 565–74. http://dx.doi.org/10.1108/jbim-06-2014-0122.
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Purpose The purpose of this paper is to conduct an exploratory study of potential business-to-business (B2B) customers that includes an empirical analysis that investigate the effect that customer entertainment has on customer suspicion toward the salesperson, and how those negative attitudes are influenced by the relationship stage and the perceived cost of the event. Design/methodology/approach Using an experimental design, data were collected from 105 potential customers working in a B2B environment that assessed their attitudes regarding offers of varying levels of customer entertainment across differing stages of the relationship. Findings Results demonstrate that B2B customers have important perceptions regarding the perceived cost of customer entertainment offers by salespeople. Those evaluations resulted in a positive relationship between customer attitudes of suspicion toward the salesperson and the perceived cost of the entertainment event. However, the stage of the relationship tended to ameliorate suspicious attitudes of customers, although not in a completely symmetrical manner. Research limitations/implications Additional testing with larger sample populations would better solidify the existence of the relationships. Practical implications This study provides a framework for practitioners that gives direction to the strategic use of customer entertainment such that it acts as a relationship catalyst, and not a relationship poison. Originality/value The paper uses a customer perspective to fill a need to better understand the instrumental role of customer entertainment in relationship marketing, and how it interacts with the perceived cost of the event and relationship stage to create differing customer attitudes.
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Zhang, Jing, and Mingfei Du. "The impact of B2B seller’s value appropriation upon customer relationship performance." Chinese Management Studies 12, no. 3 (2018): 524–46. http://dx.doi.org/10.1108/cms-09-2017-0253.
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Purpose Value appropriation and value creation are two sides of the same coin. How B2B seller’s value appropriation impacts customer relationship performance still remains an under-researched topic. This paper aims to probe into this question in the context of Chinese B2B markets. Design/methodology/approach This study identifies two kinds of value appropriation, namely, competitive and non-competitive and then examines their impacts upon customer relationship performance, as well as the moderating roles of distributive fairness and procedural fairness, based on questionnaire survey among 273 Chinese B2B firms. Findings The authors find that seller’s competitive value appropriation has negative impact upon customer relationship performance, and this link is positively moderated by customer-perceived distributive fairness. Besides, non-competitive value appropriation by the seller has significant and positive impact upon customer relationship performance, and this link is positively moderated by customer-perceived procedural fairness. Originality/value The paper contributes greatly to literature of value management and industrial buyer–seller relationship. Managerial implications are provided for B2B companies operating in Chinese market to tackle with the tradeoff between appropriating sufficient value and retaining harmonious relationship with customers.
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Рубанова, М. И., and Ю. В. Подопригора. "FEATURES AND CAPABILITIES OF MARKETING IN THE B2B MARKET: VALUE-BASED APPROACH." Surgut State University Journal 12, no. 2 (2024): 53–61. http://dx.doi.org/10.35266/2949-3455-2024-2-6.
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The digital acceleration caused by the pandemic has increased the interest of companies worldwide in B2B. The study aims to examine the key aspects and features of B2B marketing, as well as the current prospects for its use. The article studies the marketing managers’ scientific works; considers elements of the B2B value pyramid and a marketing approach to meeting customer needs; analyzes B2B technologies for developing new marketing strategies and methods for selling goods and services. The novelty of the study lies in expanding the understanding of effective B2B marketing interactions through the lens of the value approach. The study confirms that certain marketing attributes used by B2B companies might significantly affect customers’ purchasing decisions in their favor. Customer behavior is not always rational and requires a value based approach to understand marketing communications. B2B companies involve different types of activities, which requires further research. B2B e-commerce offers great opportunities for organizations and will continue to play an important role in the global economy and trade in the future.
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Marín Díaz, Gabriel, José Javier Galán, and Ramón Alberto Carrasco. "XAI for Churn Prediction in B2B Models: A Use Case in an Enterprise Software Company." Mathematics 10, no. 20 (2022): 3896. http://dx.doi.org/10.3390/math10203896.
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The literature related to Artificial Intelligence (AI) models and customer churn prediction is extensive and rich in Business to Customer (B2C) environments; however, research in Business to Business (B2B) environments is not sufficiently addressed. Customer churn in the business environment and more so in a B2B context is critical, as the impact on turnover is generally greater than in B2C environments. On the other hand, the data used in the context of this paper point to the importance of the relationship between customer and brand through the Contact Center. Therefore, the recency, frequency, importance and duration (RFID) model used to obtain the customer’s assessment from the point of view of their interactions with the Contact Center is a novelty and an additional source of information to traditional models based on purchase transactions, recency, frequency, and monetary (RFM). The objective of this work consists of the design of a methodological process that contributes to analyzing the explainability of AI algorithm predictions, Explainable Artificial Intelligence (XAI), for which we analyze the binary target variable abandonment in a B2B environment, considering the relationships that the partner (customer) has with the Contact Center, and focusing on a business software distribution company. The model can be generalized to any environment in which classification or regression algorithms are required.
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Bommaraju, Raghu, Michael Ahearne, Ryan Krause, and Seshadri Tirunillai. "Does a Customer on the Board of Directors Affect Business-to-Business Firm Performance?" Journal of Marketing 83, no. 1 (2018): 8–23. http://dx.doi.org/10.1177/0022242918815894.
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The authors hypothesize that customer presence in the boardroom of business-to-business (B2B) firms brings customer orientation and customer knowledge to the board of directors and thereby enhances B2B firm performance. Using an objective measure of customer presence in the boardroom and a sample of 329 B2B firms over a nine-year period, the authors find support for this hypothesis. Moreover, relying on the resource-based view, they hypothesize that the performance benefit of customers in the boardroom is contingent on the value, rarity, inimitability, and organizational fit of customer resources. Specifically, they find that a customer on the board is more effective when demand uncertainty is high but is less effective when the firm is highly diversified. Moreover, a board member who is an independent director of the customer firm is less effective than a board member who is an executive at the customer firm. The authors also find that research and development intensity partially mediates the relationship between customer presence on the board and firm performance.
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Nusantara, Muhammad Dharma, and Ratlan Pardede. "Influence Social Media Marketing, Content Marketing And Event Marketing Towards Purchase Intention Mediated By Customer Engagement." Jurnal Indonesia Sosial Sains 4, no. 11 (2023): 1154–67. http://dx.doi.org/10.59141/jiss.v4i11.925.
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The Fast Moving Consumer Good (FMCG) industry, one of Indonesia's main industries which is closely related to the retail sector, and makes a significant contribution to the national economy, especially food and beverages, experienced an increase of 3.6% in the first quarter of 2022. Transformation of the e-commerce business model Currently, it is not only limited to the B2C (business-to-customer) e-commerce business model, but the B2B (business-to-business) e-commerce business model has spread in Indonesia, making it easier for retail businesses to meet their stock needs for goods for sale. In this study, AMOS version 24 was used to process data from 250 respondents and the quota sampling method from five regions and the criteria for respondents using B2B e-commerce applications. The research focuses on looking at the impact of marketing via social media, marketing content and marketing events on customer interests which mediate purchasing intentions. The results showed that marketing via social media and customer presence had a positive and significant effect on purchase intentions, then marketing events had a positive and significant effect on customers. Meanwhile, marketing content and marketing events have no effect on purchase intentions, marketing via social media and marketing content also do not have a positive and significant effect on customers. Meanwhile, the mediating effect of customers is unable to provide a positive and significant influence on marketing via social media and marketing content on the purchase intention of stall or grocery store owners using B2B e-commerce applications.
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Awad, Ala Shakeeb, Ahmet Ertugan, and Ayshe Hyusein. "Mode of Collaboration between the Pharmaceutical Firms and Pharmacists: An Empirical Investigation of Social Media Marketing Activities." Sustainability 14, no. 20 (2022): 13624. http://dx.doi.org/10.3390/su142013624.
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This study aims to explain the antecedents of B2B customer satisfaction in the pharmaceutical industry of Jordan. The study mainly investigates the direct role of social media marketing on B2B pharmacy staff satisfaction through the lenses of the Kano model, value creation, and transaction efficiency. Purposive sampling was used to collect data from 573 pharmacy staff. Structural equation modelling and regression analysis were used to assess the constructed model’s validity. Results of the study show that the social media marketing construct had both direct and indirect impacts on B2B customer satisfaction. Specifically, the Kano model, value creation, and transaction efficiency’s mediating effect on the constructed model were found to be effective when building integrated marketing strategies for B2B customers in the pharmaceutical industry.
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Zhang, Wanqiu, Shiyuan Shi, Yating Li, Linfeng Cheng, and Bao Li. "Evaluating B2C and B2B Entrepreneurial Opportunities Within the Chinese Ex-Pat Relocation Market." Advances in Economics, Management and Political Sciences 17, no. 1 (2023): 35–44. http://dx.doi.org/10.54254/2754-1169/17/20231054.
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The Chinese ex-pat relocation market is a huge and growing market with remaining problems that need to be solved. To help entrepreneurs get a better start in this golden market, this paper will disclose the best business model, B2B or B2C, that companies can choose to enter the market. Interviews, surveys, and competitive comparisons are used as methods to explore what service customers are eager for and what competitors in the market have done. After analyzing customer needs, the business model of competitors and differences between the B2B and B2C business models in the Chinese ex-pat relocation market, and with the discussion about the desirability, feasibility, and viability risks of the two business models, it is concluded that B2C is the best model to choose, because of its long-term development and revenue. Also, the B2C business model faces less risk when the whole market environment become to change.
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Russo, Ivan, Ilenia Confente, David M. Gligor, and Nicola Cobelli. "The combined effect of product returns experience and switching costs on B2B customer re-purchase intent." Journal of Business & Industrial Marketing 32, no. 5 (2017): 664–76. http://dx.doi.org/10.1108/jbim-06-2016-0129.
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Purpose This study investigated business-to-business (B2B) repeated purchase intent and its relationships with customer value and customer satisfaction. Additionally, it explored the link between willingness to purchase again, switching costs and product returns management. Modern customers are more likely to switch suppliers; however, previous research suggests that this behaviour can be attenuated by a robust returns management experience. The purpose of this study was to provide a revised model of B2B repeated purchase intent that integrates the concept of product returns management and switching costs with existing B2B customer repurchase intent models. Design/methodology/approach First, a qualitative inquiry based on semi-structured interviews was conducted to test and develop a quantitative survey. Then a survey was then sent to business owners operating in the audiology industry. Finally, there were 317 responses. Findings The authors reveal the complex relationship between returns management and repeated purchase intent. Specifically, the authors’ results indicate that the effect of product returns on repurchase intent is opposite to the effect of customer value, depending on the value of customer value. The authors’ findings indicate that even when switching costs are low, firms can positively impact the intent to purchase again in the future if they increase the level of customer satisfaction. In addition, the authors’ findings indicate that in the context of B2B a high/low level of customer satisfaction does not trigger a positive effect of managing product returns on repurchase intent. Originality/value This study was the first to introduce the concept of product returns management to research on B2B repurchase intent.
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Bhavana Mehta, Amrita Ranjan. "Customer Delight And Purchase Decision: A B2B Perspective." European Economic Letters (EEL) 15, no. 2 (2025): 4228–39. https://doi.org/10.52783/eel.v15i2.3264.
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As stated by Rust and Oliver, new customer acquisition for a business and maintaining the current customers is the prime task for all marketers & researchers (Rust & Oliver, 2000). In other words, the purchase decision of the customer becomes very important from the perspective of the marketer. Once the customer has purchased from a brand it becomes the company’s look out to maintain the customer satisfied and happy. A happy customer probably can buy the same brand again and again, thus being loyal to the brand. This all depends upon the happiness level of the customer and whether he/ she sees any other alternative competitor as a potential buy. If the company succeeds in keeping the customer happy, then it will result in repeated purchase of the brand by the customer. Thus, the customer satisfaction is transformed into customer loyalty which in turn is been an outcome of customer in delight. There are various developed models pertaining to the concept of Customer Delight.
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Zhang, Chu-Bing, and Yi-Na Li. "How social media usage influences B2B customer loyalty: roles of trust and purchase risk." Journal of Business & Industrial Marketing 34, no. 7 (2019): 1420–33. http://dx.doi.org/10.1108/jbim-07-2018-0211.
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Purpose In the digital era, business-to-business (B2B) salespersons are encouraged to communicate with buyers on social media platforms and shape customer loyalty. However, the effect of social media usage and its mechanism remain unexplored. The purpose of this paper is to investigate how salespersons’ social media usage influences B2B buyers’ trust beliefs and purchase risk, and therefore, customer loyalty. Design/methodology/approach The authors conduct an online-survey, use partial least squares structural equation modeling to analyze the data, and adopt SPSS PROCESS macro 2.13 to test mediation effects. Findings Salespersons’ social media usage can enhance buyers’ trust beliefs on salespersons’ ability, integrity and benevolence, but only the latter two can improve customer loyalty. Social media usage does not directly affect purchase risk, and only benevolence can reduce purchase risk. Serial mediation models reveal that the effect of social media usage on customer loyalty is mediated by buyers’ trust beliefs on salespersons’ integrity/benevolence and purchase risk. Originality/value First, the authors confirm the effect of social media usage on customer loyalty in B2B context and refute the fallacy of social media uselessness in B2B practices. Second, the research shows that buyers’ trusting beliefs on salesperson’s ability and integrity do not significantly influence perceived risk. The finding is different from the stereotypical judgment in B2C scenarios. Third, the authors distinguish differently weighted influences of buyers’ trusting beliefs on salesperson’s ability, integrity and benevolence, and highlight the role of salespersons’ altruism attributes in shaping customer loyalty.
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ÇALLI, Levent, and Sena KASIM. "Using Machine Learning Algorithms to Analyze Customer Churn in the Software as a Service (SaaS) Industry." Academic Platform Journal of Engineering and Smart Systems 10, no. 3 (2022): 115–23. http://dx.doi.org/10.21541/apjess.1139862.
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Companies must retain their customers and maintain long-term relationships in industries with intense competition. Customer churn analysis is defined in the literature as identifying customers who may leave a company to take appropriate marketing precautions. While customer churn research is prevalent in B2C (Business to Customer) business models such as the telecoms and retail sectors, customer churn analysis in B2B (business to business) models is a relatively emerging topic. In this regard, the study carried out a customer churn analysis by considering an ERP (enterprise resource planning) company with a software as a service (SaaS) business model. Different machine learning algorithms analyzed ten features determined by selection methods and expert opinions. According to the analysis results, the random forest algorithm gave the best result. Additionally, it has been observed that the number of products and customer features has a relatively higher weight for the prediction of churner.
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Gil-Saura, Irene, Gloria Berenguer-Contri, María-Eugenia Ruiz-Molina, Roberto Gil-Saura, and Israel-Javier Juma-Michilena. "Do ICT boost business-to-business satisfaction in times of uncertainty?" Journal of Business Economics and Management 26, no. 2 (2025): 378–99. https://doi.org/10.3846/jbem.2025.23361.
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Tourism is a highly sensitive industry concerned about the social and economic consequences of instability. In this sense, it is vital to understand how relationships develop and what factors lead to satisfaction among the stakeholders. Most research on tourism has focused on analysing B2C relationships, but B2B relationships have been considerably neglected. This paper aims to test whether theoretical relationships postulated in a B2C setting are transferable to the B2B environment. A novel model is postulated to explain the factors that lead to satisfaction among tourism businesses by considering technology, customer orientation, sustainability, and brand equity as key antecedents for social and economic satisfaction in B2B relations. Data from 268 managers of Spanish hotels were collected through a survey. The results obtained through partial least squares regression show that all but one of the hypotheses proposed in the model are supported, so that technology fosters both customer orientation and sustainability. Moreover, the chain customer orientation-brand equity-sustainability-social satisfaction-economic satisfaction, and therefore, this work contributes to understanding the elements that boost economic satisfaction in the relationships between hotels and travel agencies, and provides recommendations on the efficient use of technology.
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McLean, Graeme J. "Investigating the online customer experience – a B2B perspective." Marketing Intelligence & Planning 35, no. 5 (2017): 657–72. http://dx.doi.org/10.1108/mip-12-2016-0222.
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Purpose This paper explores the online customer experience (OCE) within business-to-business (B2B) websites. The purpose of this paper is to understand the influence of website credibility and information quality on the OCE during search for information and services. In addition, this paper acknowledges the role of customer support within the offline environment and thus explores the potential role of online customer support during a customer’s online experience. Design/methodology/approach An online experiment was conducted with 195 participants along with an associated questionnaire for data capture. Three tasks were developed for participants which they had to complete on three different business advisory websites. The online experiment gave all participants the experience of using a business advisory website. In order to analyse the hypothesised relationships, structural equation modelling was used. Findings The results outlined that the credibility of the website and the quality of the information on the website have a significant effect on the OCE in a B2B context. The research highlights the need for online customer support with a service representative during search on a B2B website. The credibility of the website as well as the success of the search drives the need for online customer support. The lack of online customer support will result in customers becoming dissatisfied with their experience if they have an unsuccessful search. Practical implications Managers of B2B websites should acknowledge the importance of website credibility cues and information quality cues. Each of these variables drive the success of a customer’s search and in turn the customer’s impression of the experience. Additionally, managers ought to provide customers online support, through functions such as an online help desk or a live chat function, as those who have an unsuccessful search expect to be able to seek online support from a company representative, the same way as they would do in the offline environment. Online customer support can act as a service recovery tool for website providers. Originality/value Empirical research on the OCE within B2B websites is limited and somewhat out-dated. Due to technological advancements and changing customer expectations, this research has filled a knowledge gap on the OCE in a B2B perspective. Website credibility and information quality have been overlooked in previous research in relation to the OCE. In addition, this study outlines the need for online customer support resulting from the need to clarify information and the success of the search.
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Oskooei, Amirkia Rafiei, and Tahir Enes Adak. "B2B Customer Engagement Customer Behaviour Forecast Application." Orclever Proceedings of Research and Development 3, no. 1 (2023): 188–96. http://dx.doi.org/10.56038/oprd.v3i1.323.
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The paper presents the "Casper Customer Behavior Forecast Application" a creative project focused on the creation of an advanced decision support software system. The purpose of this system is to closely observe, fully analyze, and precisely predict the behaviors of Casper Business-to-Business (B2B) clients. Our research study implements an innovative methodology by focusing on the enhancement of client interactions through the utilization of RESTful services. Our objective is to reimagine the future of customer relationship management by analyzing and forecasting client behavior in the business-to-business (B2B) setting. The project involves a comprehensive methodology that incorporates extensive study, complex software design, and careful data analysis. In more detail, it involves extensive monitoring of consecutive RESTful interactions carried out by business-to-business consumers across a period of time. By leveraging the capabilities of modern machine learning and deep learning algorithms, our objective is to develop prediction models that establish novel benchmarks within the industry. The methodology employed in this study includes the development of labeled behavioral datasets and the utilization of a supervised machine learning framework. The evaluation of model performance will be performed systematically using a range of metrics, such as F-Score and Accuracy, in order to establish the model's robustness and reliability in making accurate predictions. The expected outcomes of this project have the potential to bring about significant changes. Primarily, the integration of machine learning and deep learning algorithms will provide our company with an important amount of knowledge. Our organization will obtain an innovative software solution that possesses the capability to precisely forecast the future actions of B2B customers. This results in enhanced inventory management and a significant reduction in client waiting periods, resulting in increased levels of customer satisfaction. Additionally, this study has the potential to make significant additions to the global academic body of knowledge in the domains of machine learning and deep learning. In simple terms, the project titled "Casper Customer Behavior Forecast Application" embodies an innovative and academic effort aimed at enhancing customer engagement and predicting customer behavior within the context of business-to-business (B2B) interactions. This research project carries considerable importance, both in its potential to reinvent the field of customer relationship management and its ability to contribute to the global academic conversation on machine learning and deep learning.
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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 (2012): 497–507. http://dx.doi.org/10.1108/08858621211251497.
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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.
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Osarenkhoe, Aihie, Daniella Fjellström, Tove Gioeli, and Anna Backer-Meurke. "Conceptual Framework for Unlocking Customer Satisfaction Drivers in Digital Vendor-Managed Inventory Systems." Administrative Sciences 14, no. 8 (2024): 179. http://dx.doi.org/10.3390/admsci14080179.
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There are calls in the extant literature for further exploration into the factors influencing customer satisfaction in industrial vending solutions (IVS), a distinct vendor-managed inventory method. This study delves into these factors, identifying primary drivers of satisfaction, perceptions of service quality, and indicators of trust and commitment in B2B IVS. It examines how IVS execution impacts perceived service quality through in-depth semi-structured interviews with B2B customers, focusing on efficiency, user-friendliness, and timeliness as key satisfaction drivers. Trust in the customer–supplier relationship positively affects commitment to the supplier. Successful IVS implementation enhances inventory control, customer service, and cost management. Supply chain managers can use these insights to evaluate vending solutions. Future research could explore supplier perceptions of vendor-managed inventory (VMI) success and conduct larger quantitative studies. This study distinguishes itself by focusing on the primary drivers of customer satisfaction and the perception of service quality in B2B IVS environments. It offers a conceptual framework for managing customer satisfaction, product development, and marketing strategies in IVS, addressing a gap in the literature on IVS within VMI contexts.
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Rodríguez, Rocío, Göran Svensson, Sergio Román, and Greg Wood. "Teleological sales and purchase approaches in complex business relationships – customers’ expectations before and perceptions after purchase." Journal of Business & Industrial Marketing 33, no. 4 (2018): 523–38. http://dx.doi.org/10.1108/jbim-11-2016-0262.
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Purpose The purpose of this study is to examine the actions and interactions that take place before and after purchase between a service provider (service seller) and its customers (service buyers) in complex business relationships. Specifically, it is to examine customers’ expectations of the service provider’s service offer before purchase and the same customers’ perceptions of the service solution offered after purchase in a business-to-business (B2B) context. Design/methodology/approach This study adopted a mixed methods design, which combined data generated through in-depth interviews (both with service buyers and key informants from the service company), an online customer survey, analysis of textual documents and structured observations of buyer–seller interactions and actions. Both objective and subjective points of view at different stages of the investigation were collected. Findings The authors’ results show that, contrary to previous evidence in B2C service research, the customers’ perceptions of the service performance were not significantly related to their previous expectations. In this context, characterized by dynamic and constantly evolving processes and many parties (both from the buyer and the seller company) involved in the implementation process, service complexity may cause a lack of well-formed expectations regarding how the service will perform and its relevant performance attributes. Research limitations/implications This study suggests that the service models traditionally used to describe and explain customer service expectations and perceptions in relatively simple service contexts with final consumers are difficult to apply in B2B complex business relationships. Rather, scholars need to take a holistic, continuously evolving and adapted perspective when examining the formation of customer service expectations and their perceptions in B2B complex services. Practical implications There should be a teleological balance between sales and purchase approaches in B2B contexts to optimize the outcome of complex business relationships between service providers and service receivers. The authors suggest several recommendations to service providers to ensure that their salespeople do not create unrealistic and unachievable expectations in the minds of the service receivers. Service providers are also encouraged to develop formal cross functional teams (e.g. consisting of salespeople, service technicians and service support) based on mutual understanding and information sharing. Originality/value This study provides an alternative time-oriented understanding of the way customer expectations before purchase and their perceptions after purchasing a complex software solution in industrial markets formed through the lens of teleological framework. As such, this is the first empirical inquiry with this specific framework in B2B contexts making a relevant contribution to literature.
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Keinänen, Hanna, and Olli Kuivalainen. "Antecedents of social media B2B use in industrial marketing context: customers’ view." Journal of Business & Industrial Marketing 30, no. 6 (2015): 711–22. http://dx.doi.org/10.1108/jbim-04-2013-0095.
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Purpose – The purpose of this study is to clarify business-to-business (B2B) customers’ behavior regarding their social media use for B2B purposes and the antecedents of this behavior in the industrial marketing setting. It explores the influence of corporate culture, colleagues’ support and personal and psychological factors on customer behavior toward social media business use. Design/methodology/approach – The authors conducted an online questionnaire survey among key customer accounts of an information technology service company (N = 82). Partial least squares (PLS) path modeling was utilized to analyze the relationship between the dependent variable (social media business use) and the independent variables. Findings – Results show that private social media usage has the most significant relationship with the social media business use. Colleagues at work are also supporting B2B social media use and personal characteristics are also of importance. Surprisingly, perception of usability of social media for B2B use did not explain social media business use within our sample. Research limitations/implications – The chosen methodology, sampling frame and sample size may limit generalizability. Therefore, researchers are encouraged to test the proposed hypothesis in other settings, particularly as the diffusion of B2B social media increases. Practical implications – The paper provides insights into how marketing managers can make an impact with their social media marketing. For example, when planning social media activities, companies need to consider which social media services could serve their marketing and communication targets and would reach the customers. Originality/value – Studies related to social media in B2B, especially from a customer’s perspective, are still limited, and the authors do not know how customer firms value industrial marketing activities in social media. This novel paper provides insights into managers’ reasons for using social media and gives guidelines for B2B marketers on how to conduct social media marketing in the future.
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Aakash, V. "A Comprehensive Analysis of B2B Marketing Strategies." A Comprehensive Analysis of B2B Marketing Strategies 10, no. 6 (2024): 285–86. https://doi.org/10.5281/zenodo.14294380.
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Business-to-business (B2B) marketing is an essential segment of modern commerce, where businesses market their products or services to other organizations rather than directly to individual consumers. B2B marketing strategies are nuanced and significantly differ from Business-to-Consumer (B2C) approaches. This research article aims to explore B2B marketing strategies, their unique characteristics, channels, challenges, and the metrics used to assess success. With a focus on digital transformation, relationship-building, and content creation, this study highlights the evolution of B2B marketing in the digital era. Additionally, it discusses how businesses can create personalized and value-driven strategies to improve customer engagement and foster long-term relationships.
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Dao, Tuan Cong, Ying-Kai Liao, Grace Chen, Thi-Minh-Ngoc Luu, and Thi Mai Le. "The Influence of B2B Social Media Marketing and Relationship Marketing on Customer Relationship Management Effectiveness, WOM and Loyalty: A Mediator Analysis." International Review of Management and Marketing 15, no. 1 (2024): 71–81. https://doi.org/10.32479/irmm.17340.
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This research aims to investigate the relationships between Business to Business (B2B) social media marketing, customer relationship management effectiveness (CRME), word-of-mouth (WOM), and loyalty, while also examining the mediating role of relationship marketing. A total of 256 respondents were recruited from a machinery manufacturing company’s customer base, encompassing regions as Taiwan and other Asia countries to assess their perspectives on B2B marketing. The following results were derived: (1) B2B social media marketing significantly impacts customer relationship, further enhancing the firm’s performance; (2) Customer relationship management effectiveness and customer loyalty notably influence word-of-mouth (WOM); (3) Social media marketing influences on CRME, WOM, and customer loyalty can be mediated through relationship marketing. This study’s findings provide crucial references for future academic validations. Moreover, professionals aiming to craft effective B2B customer relationship strategies can leverage these results for considerable potential.
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Susanti, Vonny. "PENGARUH PERCEIVED BRAND QUALITY, PERCEIVED VALUE DAN SWITCHING COST TERHADAP CUSTOMER SATISFACTION DAN BRAND LOYALTY: STUDI PASAR INDUSTRI KIMIA DI INDONESIA." MIX: JURNAL ILMIAH MANAJEMEN 9, no. 2 (2019): 282. http://dx.doi.org/10.22441/mix.2019.v9i2.003.
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Studi tentang B2B branding relatif masih sedikit dibandingkan dengan studi B2C branding. Kajian empiris ini didorong oleh beberapa pertanyaan penelitian terkait dengan B2B branding, terutama tentang faktor yang mempengaruhi customer satisfaction dan brand loyalty. Pengembangan model dilakukan atas dasar pertimbangan rasional, oleh karenanya beberapa konstruk diuji selaku antecedent dari customer satisfaction. Kajian empiris dilakukan terhadap pasar industri kimia emulsi, yakni persepsi konsumen produk kimia terhadap product brand dan faktor-faktor yang mempengaruhi dalam proses pengambilan keputusan pembelian. Penelitian ini mendapatkan temuan utama: brand loyalty dipengaruhi oleh customer satisfaction, dan customer satisfaction dipengaruhi sangat kuat oleh perceived brand quality, selain pengaruh dari switching cost dan perceived value. Industri kimia perlu untuk secara konsisten melakukan pengembangan product dan service, serta technical solution, bahwa hal ini akan menjadi suatu point of differentiation dan competitive advantage bagi perusahaan di tengah persaingan yang ketat.
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Kearney, Treasa, Gianfranco Walsh, Willy Barnett, Taeshik Gong, Maria Schwabe, and Kemefasu Ifie. "Emotional intelligence in front-line/back-office employee relationships." Journal of Services Marketing 31, no. 2 (2017): 185–99. http://dx.doi.org/10.1108/jsm-09-2016-0339.
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Purpose This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees. Design/methodology/approach The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models. Findings Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance. Originality/value The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.
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Jalgaonkar, Mrunmay. "INDUSTRIAL B2B BIG DATA." International Research Journal of Computer Science 9, no. 5 (2022): 106–9. http://dx.doi.org/10.26562/irjcs.2022.v0905.002.
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Big data is a field that treats ways to analyze, systematically extract information from, or otherwise deal with data sets that are too large or complex to be dealt with by traditional data-processing application software &for buying and selling of personal and consumer data. The use of big data analytics in managing B2B customer relationships and examines the effects of big data analytics on customer relationship performance and sales growth using a multi-industry dataset from B2B firms. The study finds that the use of customer big data significantly fosters sales growth and enhances the customer relationship performance. However, the latter effect is stronger for firms which have an analytics culture which supports marketing analytics, whereas the former effect remains unchanged regardless of the analytics culture. The study empirically confirms that customer big data analytics improves customer relationship performance and sales growth in B2B firms.