ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to the ISBM-Corporate website.
ISBM at the Penn State Smeal College of Business – Academic Institute supporting B2B Research. Switch to
When responding to a Request for Proposal (RFP) in both the public and the private sector, suppliers’ access to buyers is often restricted due to law and informal rules of engagement. The authors term these buyers ‘barricaded buyers’. Despite having limited access to these individuals, suppliers can still increase their competitiveness and selection likelihood when selling to barricaded buyers.
Facing the economic consequences of the current COVID-19 pandemic, a recession seems inevitable. In the light of a likely downturn in the economy, academic research on business cycles is more relevant than ever before. For this purpose, we selected a review article by Marnik Dekimpe and Barbara Deleersnyder (Tilburg University), published in 2018, that synergizes the evidence presented in 31 post-2000 marketing studies focusing on the impact of business cycles.
On July 15, the Journal of Marketing Webinar Series ‘Insights for Managers’ will deal with firm’s social responsibility. Two research projects will be presented. The first presentation discusses corporate sociopolitical activism, the second presentation discusses corporate social irresponsibility.
Reseller selection efforts are costly, time consuming, and are sometimes questioned as effective governance mechanisms. Nevertheless, reseller selection efforts are justified as they lower suppliers’ ex post transaction costs amd weaken the likelihood of resellers’ possible exploitation of supplier-reseller relationship in the case of supplier’s investments in the relationship, and promote value creation. Analyzing two waves of surveys in a B2B supplier-reseller context, the authors of this study insights on relationship governance dynamics of reseller selection efforts.
B2B firms are increasingly shifting to offer service solutions as competitive and commoditization threats increase. However, much of these shifts to service-oriented offerings have generated mixed results. The authors investigate this problem as a governance problem and highlight that the different phases of solutions development (experimentation, integration, and evolution) expose actors to various governance tensions.
It is widely believed that a B2B relationship disruption, which refers to the change of the salesperson in a customer relationship with another salesperson within the same firm, results in negative consequences such as a loss of customer knowledge, diminished interpersonal trust, and increased uncertainty. However, some B2B relationship disruptions also have positive effects that countervails some of the negative effects of disruptions. Results of this study indicate that relationship disruption can decrease resale value by 28.8% but it can also revitalize the relationship and increase new sales revenue by 52.2%.
The private sector cannot wait and see until the COVID-19 storm is over. They need to act, and be part of the solution. Helping out now may regain the trust that the private sector has lost recently, by demonstrating its ability of mobilizing resources, generating innovations, and scaling them up fast. However, in doing so, firms should consider the unique abilities of the nonprofit sector in times of disaster and crises.
Beitelspacher et al. (2018), used longitudinal survey data and supplier CRM data of a global sporting goods supplier to analyze the effects of returns on salespeople behavior and future retailers returns. The authors found that conceptualization of exchanges between suppliers and retailers as reciprocal rather than negotiated enhances relationship building efforts. This article also highlights the importance of salespeople’s ability to recognize that negative occurrences (i.e. returns that might lower their sales achievements and commissions) could be turned into positive opportunities.
Many B2B manufacturers have moved from their previously successful product-centric strategies to more service-oriented business models. Yet despite their substantial investments in services, firms fail to understand the performance ramifications of these offerings. With a longitudinal data set of 227 B2B manufacturers listed in the S&P 1500 index, this study disentangles the simultaneous effects of financial-based mechanisms that link the service ratio (i.e., share of a firm’s revenue generated from selling services) to firm value.
Multinational corporations require ongoing management of marketing channels, leading to challenges rooted in complex relationships between HQ-subsidiaries, subsidiaries-local channel partners, and third-party mediators at each host country level. For effective channel management, HQ should align subsidiary goals with HQ’s strategic motives and leverage subsidiary networks. This could be achieved by informal decision-making processes with subsidiaries to boost performance, or by moving employees across subsidiary networks.
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