Social media: Influencing customer satisfaction in B2B sales

Social media have changed how buyers and sellers interact, and increased involvement through social media may yield positive results for sales organizations if salespeople utilize it in facilitating their behaviors. Through the perspective of value creation, we test the mediating effects of salesperson information communication behaviors between social media use and customer satisfaction. Using salesperson-reported data, within a B2B context, we empirically test a model using structural equation modeling. Salesperson's use of social media is found to impact information communication behaviors, which enhance salesperson responsiveness and customer satisfaction. Also, salesperson responsiveness is found to have a positive relationship with customer satisfaction. Findings suggest that social media plays an important role in communicating information to customers, but as an antecedent enhancing salesperson behaviors to increase customer satisfaction rather than a direct factor. This encourages managers to carefully assess goals related to social media use of their sales force.     

The use of social media in sales: Individual and organizational antecedents,and the role of customer engagement in social media

There is recognition that social media can benefit personal selling and sales management, especially in the B2B context. This research draws on interactional psychology theory to propose and test a model of usage of social media in sales, analyzing individual, organizational, and customer-related factors. We find that organizational competence and commitment with social media are key determinants of social media usage in sales, as well as individual commitment. Customer engagement with social media also predicts social media usage in sales, both directly and (mostly) through the individual and organizational factors analyzed, especially organizational competence and commitment. Finally, we find evidence of synergistic effects between individual competence and commitment, which is not found at the organizational level. We conduct multiple regression analysis of data obtained by surveying 220 sales executives in the United States.     

Selling and sales management: An introduction to the special section and recommendations on advancing the sales research agenda

Effectively managing the sales function is a prerequisite for success in business markets. Thus, practitioners are increasingly interested in improving the performance of their sales function. However, there is evidence pinpointing that academic research in the area may be experiencing a decline in its status among other subject areas in the marketing discipline. Fortunately, advances in the field of selling and sales management as reflected in the organization of specialized conferences/meetings and the development of special journal issues hold the promise of enhancing the status of sales within marketing academia. Following this stream of activities, this IMM special section on “Selling & Sales Management” aims at stimulating the level of discourse regarding how research in our field can be advanced. The present article introduces the special section; next, it summarizes the articles comprising the special section; and, finally, it concludes with some thoughts on fruitful research opportunities in the sales area.     

Social media and customer relationship management technologies: Influencing buyer-seller information exchanges

Due to the increasing array of sales technology, salespeople must understand how each application assists them. This study examines how business-to-business salespeople use different forms of sales technology to meet their boundary-spanning roles. Our research draws from social exchange theory and task-technology fit theory to test a model that examines how salespeople use CRM and social media technologies differentially to support competitive information collection, product information communication, and buyer information sharing. Dyadic data from industrial buyers and sellers is used to analyze the technology-behavior relationships. Our study's results reveal social media use and CRM technology both positively influence buyer-seller information exchanges; however, each technology takes a distinct route to enable the information exchange between the buyer and the seller. The results also suggest that managers need to champion the use of both technology applications to their salesforce.     

Developing business customer engagement through social media engagement-platforms: An integrative S-D logic/RBV-informed model

While the service-dominant logic-informed nature of customer engagement in social media has been recognized in business-to-consumer contexts, little is known regarding this theoretical interface in business-to-business (B2B) settings. Insight into business customer engagement (BCE), as expressed through social media and/or other B2B engagement-platforms (e.g. trade shows) and its S-D logic-based antecedents and consequences thus remains limited. Based on the observed gap, this paper integrates the theoretical entities of BCE, B2B social media engagement-platforms, and S-D logic and through its analyses, uncovers the related importance of the resource-based view (RBV) in affecting this association. An integrative S-D logic/RBV-informed model is developed, where BCE denotes an industrial customer's investment of operant/operand resources in supplier interactions via particular B2B engagement-platforms, including social media. The model considers business customer actors and resources in driving business customer resource integration, business customer resource integration effectiveness, and business customer resource integration efficiency, which act as BCE antecedents that extend to coincide with BCE. BCE, in turn, triggers business customer cocreation and relationship productivity, which subsequently, contribute to business customer relationship quality and ultimately, supplier performance. A set of research propositions is derived from the model, which serves as a useful guide for further research. Managerial implications focused on B2B social media marketing are discussed, before we conclude with an overview of research limitations and future research directions.     

Control mechanisms,idea transfer,and performance in sales organizations

Drawing on the knowledge-based theory of the firm, the authors examine the differential effects of an individual orientation and a group orientation on idea transfer from the salesperson to the sales manager. The authors also consider the moderating effect of output and process control on the relationship between group and individual orientation and idea transfer. The results suggest that individual and group orientations have different effects on idea transfer, and these effects are moderated by output control. Salespeople who share ideas with the sales manager are rated as higher performers by the manager. At the group level, a climate of idea sharing among salespeople results in improved unit performance.     

Competition between exchanges: A research agenda

This paper describes open research questions related to the competition and market structure of financial exchanges and argues that only a combination of industrial organization and finance can satisfactorily attack these questions. Two examples are discussed to illustrate how the combination of these two approaches can significantly enrich the analysis: the “network externality puzzle”, which refers to the question of why trading for the same security is often split across trading venues, and the impact of the multi-sided character of financial exchanges on pricing and profitability.     

A service design perspective on the stakeholder engagement journey during B2B innovation: Challenges and future research agenda

Innovation in business-to-business (B2B) contexts deals with highly dynamic, complex, and heterogeneous constellations of stakeholders with a diversity of goals, motives, and capabilities that further challenge successful management of B2B innovation processes and outcomes. Complex challenges, such as sustainability and digitization trends, push these B2B firms to embrace new innovation methods that help them manage disruptive change. Service design thinking has emerged as an innovation management practice emphasizing a human-centered innovation process of user interactions, creativity, and learning mindsets. In this article, we aim to evaluate the challenges and develop a research agenda on how service design can effectively enable stakeholders' engagement during the B2B innovation process. We argue that to advance service design opportunities for stakeholder engagement, we need to address the unique complexities and challenges of stakeholder engagement during innovation from a systemic and dynamic process perspective. From a systemic perspective, we zoom in on the building blocks of stakeholder engagement and address multi-level stakeholder engagement platforms (i.e., innovation networks). From a dynamic process perspective, we treat stakeholder engagement as an emerging process and zoom in on the temporal and relational connections and hybrid orchestration to allow for both structural and emerging stakeholder engagement during innovation. We develop a stakeholder engagement journey in which we integrate service and innovation stages and propose how service design activities can support and facilitate the aforementioned challenges and complexities. Finally, we identify concrete research questions and, accordingly, develop a research agenda for future research on stakeholder engagement in B2B innovation trajectories.     

Advancing social media driven sales research: Establishing conceptual foundations for B-to-B social selling

Business markets are facing major changes due to an increasing digitalization trend and consequent changes in buying behaviors. Practitioners and academics alike have started to emphasize social selling as a novel way to tackle these emerging opportunities and challenges at the sales force level. Since research in this area remains embryonic and fragmented, we adopt a discovery-oriented research approach and conceptualize social selling and its key facets based on a systematic literature review and a field study involving thought leading social selling professionals. The findings indicate a need to extend the research focus from social media usage into a concept which comprehends social selling as a broader application of digital marketing principles at the individual salesperson level. Social selling leverages social and digital channels for understanding, connecting with, and engaging influencers, prospects and existing customers at relevant customer purchasing journey touchpoints for building valuable business relationships. We relate the construct to other close selling approaches and explicate its organizational strategy components as well as performance outcomes. The findings advance current understanding of the role of sales in contemporary business markets and have implications for sales and marketing theory and practice.     

Regulation and transaction costs in telecommunications: A research agenda

Antitrust and regulatory policies influence the vertical and horizontal integration of firms and the characteristics of their contractual arrangements. This paper examines the relevance of transaction cost economics for the analysis of regulatory policy in telecommunications. It explores the impact of changes in national telecommunications regulation on the level of transaction costs. After building a new theoretical framework based upon previous transaction cost contributions, the paper sets out a research agenda concerning the importance of transaction costs for antitrust and regulatory policies.     

Strategic positioning,human capital,and performance in service organizations: a customer interaction approach

This study employs a customer interaction approach to examine how service organizations' strategic positioning relates to their human capital, and how the interaction between strategic positioning and human capital impacts organizational performance. Results from 234 service organizations in 96 different industries indicate very strong relationships between strategic positioning choices and human capital. We also find that certain combinations of strategic positioning and human capital result in superior performance. Copyright © 2003 John Wiley & Sons, Ltd.     

CEO duality,succession-planning and agency theory: research agenda

In response to Harris and Helfat's commentary on our article, ‘One hat too many: Key executive plurality and shareholder wealth,’ we suggest that their arguments are quite plausible, but we believe further empirical tests are needed. These proposed tests are described in our response. © 1998 John Wiley & Sons, Ltd.     

Examining salesperson versus sales manager evaluation of customer opportunities: A psychological momentum perspective on optimism,confidence, and overconfidence

Making correct decisions regarding the merit of sales opportunities, as well as deciding which opportunities to pursue and which to abandon, is one of the most critical tasks sales managers and salespeople grapple with. These frontline assessments typically become sales forecasts that are used to allocate resources within the firm. Assessments of future sales, however, are often inaccurate and little is known about how salespeople and sales managers make decisions about sales opportunities, or if they differ in their ability to (correctly) assess the merits of such opportunities. To address this research gap, we explore several decision-making biases – namely optimism, confidence, and overconfidence – through the lenses of both Psychological Momentum (PM) and Strategic Reference Point (SRP) theory. Analysis of rich CRM data from a Fortune 500 medical products company, across three studies, demonstrates notable differences between salespeople and sales managers concerning decision-making biases that influence their evaluations of sales opportunities.     

A NICE agenda for IMP research

The IMP (Industrial Marketing and Purchasing) Group has engaged in a number of interesting developments in the past few years. Particularly adventurous have been the agendas of ‘pictures’ and sense-making and of time. In this paper we argue that borrowing and combining contemporary foci within social science on narratives, identity, culture and epoché temporality (for which we use the acronym N.I.C.E) allows the construction of an approach that can integrate these IMP agendas into a new research direction for the group that will keep it at the leading edge of marketing research. The purpose of our paper is to introduce and integrate discursive and temporal elements into the understanding and research of business networks to develop a more dynamic and hermeneutic approach. Our purpose is to provide a contribution to the field in exploring how identities are formed within business networks through narrative episodes in interconnecting relationships over time. We bring together all of the elements of a NICE agenda in an attempt to provide an integrative, ‘multi-lens’ theory of business networks focussed within the IMP research tradition. In doing so, we construct meaning as itself networked; sense-making involves relating presently narrated episodes to symbolic and material aspects of other narrative network episodes and events through emplotment and storying.     

Corporate governance and national institutions: A review and emerging research agenda

We present a critique of corporate governance research grounded in agency theory and propose that cross-national comparison of corporate governance should consider how the nature and extent of agency relationships differ across different institutional contexts. Building on prior governance studies grounded in sociology and organizational theory we argue that performance outcomes of boards of directors, ownership concentration, and executive incentives may differ depending on the legal system and institutional characteristics in a specific country. Institutions may also affect the extent of complimentarity/substitution among different firm-level governance practices producing patterned variations in firm-level governance mechanisms. Our discussion suggests that researchers need to develop more holistic, institutionally embedded governance framework to analyze organizational outcomes of various governance practices.     

Sales technology within the salesperson's relationships: A research agenda

The average cost of a sales call has declined approximately 15% over the past decade, while average salesperson compensation has doubled. These statistics illustrate an important benefit of technology: salespeople are more productive. To better understand the impact technology has played on sales and sales management, this paper examines the impact of sales technology from four perspectives: the salesperson, the field sales manager, the sales executive, and the customer. Noting that the needs and evaluations of technology vary, depending upon the functional position and viewpoint, a research agenda is offered that reflects these various perspectives.     

Strategic enablers of service-sales ambidexterity: A preliminary framework and research agenda

In recent years, service-sales ambidexterity was proposed as a new type of ambidexterity. In particular, the emerging literature on service-sales ambidexterity builds on the contextual ambidexterity literature to argue that the two key activities of a salesperson – that is, service activities and sales activities – can be simultaneously maximized through finding and exploiting synergies between these two activities. While research in this area has so far focused on the drivers of service-sales ambidexterity, our knowledge regarding the strategic enablers of this construct is impoverished. In this paper, drawing upon the dynamic capabilities framework, we devise a preliminary framework of the strategic enablers of service-sales ambidexterity. Then, we further extend that framework by identifying key classes of strategic variables that can potentially enable service-sales ambidexterity and by providing illustrative examples. This paper has contributions to and implications for the literature on service-sales ambidexterity and dynamic capabilities.     

Networking under uncertainty: Concepts and research agenda

This paper has two aims: Firstly, to develop the interpretation of business management as a process of ‘networking’ between companies by relating networking to the concepts of managerial uncertainties and abilities. Secondly, to suggest some areas of potential research that arise from the view of management as networking under uncertainty.The paper builds on the Activities, Actors, Resources (ARA) structure (Håkansson & Snehota 1995) and the Model of Managing in Business Networks (Håkansson et al., 2009) and interprets business interaction as a problem-coping process that involves a set of choices for interacting actors within particular business relationships that are unique in time and space. The paper then relates these choices to the uncertainties and abilities of interacting counterparts.