Risks and benefits of new communications services: The national perspective

New forms of data communications services influence the social, economic and strategic environment of a nation. The authors discuss new forms of data communications services from a Canadian perspective, and identify issues associated with the services and the new society they encourage. The relationships of new services to national sovereignty, employment, national trade balance, and regulation are discussed from a benefit-risk perspective. The authors conclude that a requirement exists for national planning and coordination mechanisms to assure that appropriate systems are in place to foster the orderly introduction, diffusion, and utilization of new forms of data communications.     

Creating trust and commitment in B2B services

In an ever-changing environment, business relationships are becoming increasingly complex. This particularly applies to the business-to-business (B2B) service sector due to its intangible nature. The combination of personal and organizational relationships further increases this complexity. However, trust can reduce uncertainty and complexity and help maintain commitment. Based on structural equation modeling and a sample of 1692 participants, this study provides insights into the drivers of trust in organizations and salespersons and their impact on commitment. The results show that both are important, but trust in a salesperson far surpasses the effect of trust in an organization. Furthermore, reputation and service quality influence trust in an organization, while social skills and low selling orientation affect trust in a salesperson. In summary, to the best of our knowledge, our study is the first to provide a comprehensive trust model in the B2B service market, and it might serve as a guide for future research.     

A comparison of social media marketing between B2B,B2C and mixed business models

This paper explores the implicit assumption in the growing body of literature that social media usage is fundamentally different in business-to-business (B2B) companies than in the extant business-to-consumer (B2C) literature. Sashi's (2012) customer engagement cycle is utilized to compare organizational practices in relation to social media marketing in B2B, B2C, Mixed B2B/B2C and B2B2C business models. Utilizing 449 responses to an exploratory panel based survey instrument, we clearly identify differences in social media usage and its perceived importance as a communications channel. In particular we identify distinct differences in the relationship between social media importance and the perceived effectiveness of social media marketing across business models. Our results indicate that B2B social media usage is distinct from B2C, Mixed and B2B2C business model approaches. Specifically B2B organizational members perceive social media to have a lower overall effectiveness as a channel and identify it as less important for relationship oriented usage than other business models.     

Determinants of social media adoption by B2B organizations

This study contributes to the current dearth of knowledge on the potential of social media as a marketing tool in industrial settings, by focusing on factors that determine social media adoption by B2B organizations. A conceptual model, which draws on the technology acceptance model and resource-based theory, is developed and tested using quantitative data from B2B organizations in the UK. Findings suggest that perceived usefulness of social media within B2B organizational contexts is determined by image, perceived ease of use and perceived barriers. Additionally, the results show that adoption of social media is significantly affected by organizational innovativeness and perceived usefulness. The moderating role of organizational innovativeness is also tested but no support is found. The findings of the study are further validated via nine qualitative interviews with B2B senior managers, yielding additional interesting and in-depth insights into the drivers of social media adoption by B2B organizations.     

Usage, barriers and measurement of social media marketing: An exploratory investigation of small and medium B2B brands

Previous research has established the benefits of branding for business-to-business (B2B) organizations. Various tools can be used to support B2B brands, including the internet and other interactive technologies. Yet research on how organizations use Social Networking Sites (SNS) to achieve brand objectives remains limited. This study addresses the gap by focusing on B2B SMEs and their social networking practices, particularly, usage, perceived barriers, and the measurement of effectiveness of SNS as a marketing tool. Findings from a mail survey show that over a quarter of B2B SMEs in the UK are currently using SNS to achieve brand objectives, the most popular of which is to attract new customers. On the other hand, the most significant barrier is the lack of perceived relevance for particular sectors. Notably, the overwhelming majority of users do not adopt any metrics to assess SNS effectiveness. Almost half of the sample of SMEs that currently use SNS have indicated their intention to increase their marketing spending on this channel, highlighting the growing importance of SNS in a B2B context.     

B2B purchase engagement: Examining the key drivers and outcomes in professional services

The concept of engagement in regard to the business-to-business (B2B) sector has received less attention due to the complexity and heterogeneity of people involved in making the buying decisions. Hence, there is limited research examining the role of professional service firms' simultaneous collaboration with stakeholders in general, and the drivers and outcomes of engagement in particular, within the B2B sector. To address this gap, this study examines the drivers and outcomes of purchase engagement in B2B professional services. Using the structural equation modelling approach, the results from a survey of CEOs and/or owner-managers of small and medium-sized enterprises in Australia found that customization and loyalty to the account manager are two salient drivers of purchase engagement. Purchase engagement is also found to yield three important outcomes, namely consideration set size (CSZ), dependence, and willingness to pay a premium price (WTP). In the study, customers' dependence on the suppliers was found to act as a mechanism through which engagement can influence CSZ and WTP.     

B2B SME management of antecedents to the application of social media

This paper elucidates how business-to-business (B2B) small and medium-sized enterprises (SMEs) can manage antecedents to the application of social media for potential contributions to their business. This in-depth qualitative research study was conducted at four plastic-producing SMEs from October 2013 to October 2014, with follow-up interviews in October 2015.The findings reveal two important antecedents to the application of social media that overcome the gap between acknowledging the usefulness of social media and its actual limited application in practical B2B contexts. First, open collaborative business model innovation is needed to apply social media in local business processes. Second, central and distributed leadership must be integrated to create ownership and responsibility across the SME organisation and beyond to customers and partners. These findings differ from the social media application stages and the gaps between them identified in the previous literature. The developed model makes a contribution to the B2B SME field and to academia by recognising the importance of integrating critical antecedents before social media application can enhance business in B2B SMEs. This understanding is beneficial for the B2B SMEs and for society.     

B2B content marketing for professional services: In-person versus digital contacts

We study whether marketing can have a new role, one that is better aligned with the sales force, by adapting content marketing (CM) in B2B professional services organizations. CM activities can be in-person events such as conferences, which involve personal contacts with clients, or digital, such as webinars (i.e., digital events) or posting firm-generated content on branded websites (i.e., digital content). Fitting random-effects negative binomial regression models with four years of panel data from a large, international, consulting service provider, we show that the number of sales leads and won opportunities from its key accounts are positively affected by the frequency of an account's employees attending digital events and consuming digital content, but not in-person events. Moreover, we find that CM affects sales leads for both low- and high-level account employees. These findings suggest that CM can be effective in bringing sales leads and won opportunities to B2B professional service providers and can play a complementary role to the existing sales force.     

A framework of brand value in B2B markets: The contributing role of functional and emotional components

The creation of value is admittedly a critical task for marketers regardless of industry. This paper focuses on a type of value that has traditionally been perceived as irrelevant to industrial markets and argues that brand value facilitates the progression from goods and services value to relationship value. To address the limited amount of research on B2B branding from the suppliers' point of view, we complement insights gained from a literature review with ten exploratory interviews with B2B supplier managers, and develop a framework of brand value applicable to industrial markets. This identifies both the functional (i.e., quality, technology, capacity, infrastructure, after sales service, capabilities, reliability, innovation) and emotional qualities (i.e., risk reduction, reassurance, trust) important for the development of industrial brand equity. Situational (e.g. nature of the purchase) and environmental factors (e.g. the economic situation) affecting suppliers' perceptions of the importance of brand in a B2B context and the role of functional versus emotional brand qualities are discussed. The value of the brand as a driver for the development of business to business relationships is also highlighted. The framework provides a basis for B2B practitioners to build their brands in such a way as to make a functional as well as an emotional connection with buyers that is more likely to lead to a supplier–buyer relationship.     

B2B brands on Twitter: Engaging users with a varying combination of social media content objectives,strategies, and tactics

The objective of this research is to increase understanding about B2B company-led user engagement on social media content. Building on hierarchy-of-effects (HoE) theory, we explore how the world’s leading B2B companies use content objectives (why), strategies (how), and tactics (what) on Twitter. We first integrate B2B advertising and social media research on companies’ content objectives, strategies, and tactics. Then, using qualitative analyses, we examine the existence of objectives, strategies, and tactics in the most engaging tweets (N = 365) of the worlds’ ten leading B2B brands, covering five industries, in 2017. Finally, we quantitatively examine how the use of diverse objectives and strategies differs between the most engaging tweets (N = 318) and least engaging tweets (N = 229) of the companies in 2018. The companies use objectives, strategies and tactics that relate to creating awareness, knowledge and trust, interest, and liking in the majority of their most and least engaging tweets, and express preference, conviction and purchase aspects much less. Differences exist in general, industry-wise, and company-wise. The study is a rare attempt to integrate the extant B2B advertising and social media research, and compare the most and least engaging B2B social media content.     

Managing service quality in high customer contact B2B services across domestic and international markets

This research aims to examine the nature of the moderating influence of empowerment on the effect of service training and internal marketing on service quality in a high customer contact B2B setting, and to investigate the differential effects of internal marketing, service training, and empowerment on service quality across domestic and international operations. Data from 880 customer-contact employees show several direct and interaction effects. Our analysis shows that the three focal variables, internal marketing, service training and empowerment positively relate to service quality. Our results support a positive moderating influence of empowerment on the relationship between internal marketing and service quality, and between service training and service quality. Finally, our hypotheses for the moderating influence of type of service operations (domestic/international) on the effect of internal marketing and service training on service quality were also supported. Our results suggest that offering service employees the skills, ability and power to do their job is essential in both domestic and international operations, and also helps maximize the effects of a firm's internal marketing efforts and service training. Overall, the findings inform managers as to how their employee focused strategies for service quality can be managed effectively across domestic and international markets.     

How social media applications affect B2B communication and improve business performance in SMEs

Social Media Apps (SMA) are widely used to facilitate individual communications. In company situations, they are utilized as a channel to communicate with their customers. However, studies examining how SMA have been utilized in the Business-to-Business (Social Media Benchmarking Report, 2014) context are lacking. Using a model based on Media Synchronicity Theory (MST), we present one of the first empirical studies investigating the relationship between the capabilities of SMA (transmission velocity, parallelism, symbol sets, rehearsability, and reprocessability) and B2B communication and business performance. Five case studies based on face-to-face interviews with the senior managers/owners of SME (Small and Medium Enterprises) were conducted. The data were analyzed and the findings confirmed the SMA media capabilities as explained by MST. The findings also revealed a missing SMA capability, that of information security and control, which has been added to the proposed model and which may be an important addition to MST. This study calls for more research to verify this finding.     

B2B social media semantics: Analysing multimodal online meanings in marketing conversations

There are theoretical and methodological gaps in the B2B social media marketing communications literature. As a consequence, there is a need for new approaches that provide a comprehensive understanding of how B2B online marketing posts create virtual conversations and the types of meanings these linked communication events construct and convey, particularly as these message are often distributed across multiple social media platforms. This paper presents a Social Semiotic Multimodal (SSMM) framework that attempts to address shortfalls in theory and method conceptualisation of social media communications. This framework employs multimodal extensions to systemic functional linguistics enabling it to be applying to analysing non-language as well as language constituents of social media messages. Furthermore the framework also utilises expansion theory to identify, categorise and analyse various marketing communication resources associated with marketing messages and also to reveal how conversations are chained together to form extended online marketing conversations. This semantic approach is exemplified using a Fairtrade Australia B2B case study demonstrating how marketing conversations can be mapped and analysed. The framework emphasises the importance of acknowledging the impact of all stakeholders, particularly messages that may distract or confuse the original purpose of the conversation.     

Network governance: A cross-level study of social mechanisms,knowledge benefits,and strategic outcomes in joint-design alliances

Drawing on multiple-level embedded case study research of eight dyadic joint-design alliances and 14 collaborative ventures within them, this study sheds light on how value, in the form of common and private benefits, is created in interorganizational relationships. To do so, I focus on network governance (i.e., interorganizational coordination based on social networks) and its outcomes. As a result, I advance a cross-level model of how a system of reciprocally influencing network-level (i.e., structural) and dyad-level (i.e., relational) social mechanisms affects the propensity of allied organizations to engage in knowledge-intensive activities that yield considerable knowledge-based benefits and strategic outcomes at the alliance and firm levels. I conclude that simultaneous consideration of structural and relational embeddedness can enrich our understanding of network-based forms of organization and their impact on the outcomes of interorganizational cooperation. Although the system of social mechanisms needs to be understood as an interconnected whole, practicing alliance managers are advised to leverage different social mechanisms depending on the specific knowledge benefits they intend to achieve.     

基于需求信息泄露的企业利润及社会效益研究

供应链中的信息对于供应链参与者的利益及供应链的绩效是有价值的,旨在对需求信息的泄露问题展开分析。给出了1个供应商2个零售商的基本模型,从供应商是否泄露零售商信息上给出了非泄露均衡和分离均衡下的零售商利润及供应商利润,并进一步从社会效益角度对2种信息保有情况展开了对比分析。研究得出:对跟随者而言,高需求下以及低需求且θ≥3下的零售商利润可以通过平均市场需求的范围进行确定;对于社会效益而言,高需求且非泄露信息下带来的社会效益总是优于分离均衡下的社会效益。     

How employees engage with B2B brands on social media: Word choice and verbal tone

Marketing scholars and practitioners are keenly interested in brand engagement in social media because brand engagement has strong links to brand equity. However, much of the marketing literature focuses on customer brand engagement and often in a consumer market setting. This paper advances this literature in two ways by (1) focusing on employees, not customers, as important stakeholders who frequently engage with brands on social media, and by (2) observing brand engagement in a business-to-business context. We develop a conceptual framework based on a theory of word choice and verbal tone to understand the content of engagement observations (i.e., reviews) that breaks into five content dimensions—activity, optimism, certainty, realism, commonality—and four calculated dimensions—insistence, embellishment, variety, and complexity. Then, we examine over 6300 job reviews authored by employees of B2B firms to explore the differences in the way employees engage with both highly-ranked, and -rated brands versus low-ranked and -rated brands. We find that there are significant differences in nearly all the theoretical dimensions, yet the effect sizes are much larger between high versus low review ratings compared to high versus low B2B brand ranking. We close with some important managerial implications and future research directions.     

Communication,interactivity, and satisfaction in B2B relationships

This study examines how traditional and new communication media impact satisfaction in business-to-business (B2B) relationships. We develop a conceptual model and empirically investigate hypotheses linking personal face-to-face (F2F), digital, and impersonal communication to buyer and supplier contacts, rationality, social interaction, and reciprocal feedback, and these interactivity dimensions to relationship satisfaction. Structural equation models are estimated with data from the commercial printing and graphic design industry. The findings indicate that personal has a stronger positive association than digital communication with dyadic contact (buyer and supplier contacts), social interaction, and reciprocal feedback, but a weaker positive association than digital with rationality. Digital has a stronger positive association than impersonal communication with dyadic contact, rationality, and reciprocal feedback, but a weaker positive association than impersonal with social interaction. Only rationality and reciprocal feedback have positive associations with satisfaction. Dyadic contact, however, has a negative association with satisfaction that is stronger for personal than digital communication.     

Service quality versus service experience: An empirical examination of the consequential effects in B2B services

The present study investigates the role of service experience in B2B services vis-a-vis service quality. In particular, the study addresses the question: how do the relative effects of service quality versus service experience in a B2B setting influence the immediate (satisfaction and perceived value) and subsequent customer outcomes (loyalty and word of mouth)? To this end, three surveys were conducted (with a combined sample size of 626) of customers of financial consultancy services. The collected data is subjected to factor analysis and structural equation modeling to test the study hypotheses. Major findings indicate a stronger influence of service experience on satisfaction and perceived value as compared to service quality. Results also show a stronger indirect effect of service experience on loyalty and word of mouth (via satisfaction) compared to service quality. In addition, service experience was found to influence both perceived utilitarian and hedonic value derived from service while service quality was found to influence only utilitarian value. The findings underline the importance of service experience in a B2B setup.     

Assessing the relational benefits of logistics services perceived by manufacturers in supply chain

The growing importance of logistics activities that span the boundaries of supply chain firms has put an emphasis on supply chain relationship management. Based on the existing marketing concept on relational benefits and the supply chain management literature on consumer satisfaction, this research evaluates logistics service performance from the eyes of manufacturers. Using data collected from US manufacturing firms, the study has identified the factors that influence manufacturer's satisfaction, as well as the key to understanding the benefits-satisfaction-loyalty triads in supply chain relationships. The contribution of the paper includes developing a conceptual model, adding new theoretical insights into benefits-satisfaction-loyalty triad that has been applied by manufacturers and LSPs, and providing some meaningful perspective on how to strategically assess the use of logistics providers so as to transform a logistics firm from a tactical service provider to a hand-in-glove strategic partner.     

Managing B2B customer churn,retention and profitability

It is now widely accepted that firms should direct more effort into retaining existing customers than to attracting new ones. To achieve this, customers likely to defect need to be identified so that they can be approached with tailored incentives or other bespoke retention offers. Such strategies call for predictive models capable of identifying customers with higher probabilities of defecting in the relatively near future. A review of the extant literature on customer churn models reveals that although several predictive models have been developed to model churn in B2C contexts, the B2B context in general, and non-contractual settings in particular, have received less attention in this regard. Therefore, to address these gaps, this study proposes a data-mining approach to model non-contractual customer churn in B2B contexts. Several modeling techniques are compared in terms of their ability to predict true churners. The best performing data-mining technique (boosting) is then applied to develop a profit maximizing retention campaign. Results confirm that the model driven approach to churn prediction and developing retention strategies outperforms commonly used managerial heuristics.