Internal multi-channel conflict: An exploratory investigation and conceptual framework

Multi-channel distribution is an increasingly important phenomenon in marketing, and the internal organizational dynamics associated with its use are strategically critical in nature. In this study, we focus on conflict internal to the supplier firm among the groups and individuals responsible for managing the various channels. We utilize a research approach consisting of four in-depth case studies with business-to-business marketing organizations to develop a holistic conceptual framework of internal multi-channel conflict and fourteen propositions for research. Results indicate that the life cycle stage plays a moderating role in determining the functionality of multi-channel conflict, that the supplier firm's internal market orientation is a determinant of the extent to which it will engage in internal multi-channel integration behaviors (i.e., superordinate goals, internal coordination and internal communication) and that internal and external multi-channel conflict are closely interrelated constructs.     

Setting B2B digital marketing in artificial intelligence-based CRMs: A review and directions for future research

The new business challenges in the B2B sector are determined by connected ecosystems, where data-driven decision making is crucial for successful strategies. At the same time, the use of digital marketing as a communication and sales channel has led to the need and use of Customer Relationship Management (CRM) systems to correctly manage company information. The understanding of B2B traditional Marketing strategies that use CRMs that work with Artificial Intelligence (AI) has been studied, however, research focused on the understanding and application of these technologies in B2B digital marketing is scarce. To cover this gap in the literature, this study develops a literature review on the main academic contributions in this area. To visualize the outcomes of the literature review, the results are then analyzed using a statistical approach known as Multiple Correspondence Analysis (MCA) under the homogeneity analysis of variance by means of alternating least squares (HOMALS) framework programmed in the R language. The research results classify the types of CRMs and their typologies and explore the main techniques and uses of AI-based CRMs in B2B digital marketing. In addition, a discussion, directions and propositions for future research are presented.     

Interactions between marketing and R&D departments in implementing different business strategies

This paper examines how interactions between marketing and research and development personnel vary across business units pursuing different strategies. Based on the Miles and Snow typology of strategy, several propositions concerning the extent of interdepartmental conflict, the structures used to manage and resolve such conflicts, and the perceived effectiveness of the interaction between marketing and R&D are developed. These propositions are empirically tested in a study of marketing personnel from three divisions of a large Fortune 500 company. The results of this preliminary test indicate that conflict between the two departments is greatest under a prospector business unit strategy. The degree of formalization and the use of different forms of conflict resolution mechanisms only partially conformed to the predictions of Miles and Snow, but were strongly linked to respondents' assessment of the effectiveness of relations between the two functional areas.     

Driving shareholder value with customer asset management: Moving beyond customer lifetime value

Customer relationships can be conceptualized as market-based assets. Links have been shown between management of these assets and the creation of shareholder value. However, the business-to-business applications of customer asset management seem to lag behind the applications suggested in a business-to-consumer context. This occurrence is possibly related to an over-emphasis on customer lifetime value-based approaches that do not cover the complexities of business-to-business relationships. The authors posit that customer asset management applications should pay attention to all four drivers of shareholder value: revenue, cost, assets, and risk. Using as their basis a review of literature and the findings of an empirical research process consisting of three longitudinal case studies, the authors develop a conceptual framework, identify four research propositions, and outline 11 ways of managing business-to-business customer relationships for increased shareholder value. The findings from the case studies suggest that B2B firms are able to acknowledge all suggested shareholder value drivers. Findings also suggest that firms should develop customer portfolio models and differentiate their customer management concepts in order to move customer asset management beyond traditional acquisition–retention optimization.     

An exploration of the ‘dark side’ associations of conflict,power and dependence in customer–supplier relationships

The purpose of this paper is to present the findings from a critical literature review of the ‘dark side’ issues related to three constructs, namely conflict, power and dependence, in customer–supplier relationships. Previous research has focused on discrete characteristics that influence relationships, but there is a paucity of research that considers the intertwining of a set of characteristics that may create darker associations or consequences for relationships. The paper contributes to IMP literature through this investigation of darker associations of relationships as much of the previous literature on customer–supplier relationship development has been concerned with building trust, developing commitment or managing long-term goals and mutuality (IMP Group, 1982).The paper considers the research on conflict, power and dependence in relationships, tracing its development from January 1980 to the end of 2014, and assessing the dark side issues raised in previous research, placing particular emphasis on ‘asymmetric’ customer–supplier relationships.The contribution of the paper lies in its critique of this focused body of literature and in the development of a better understanding for future IMP researchers on the derivations, foundations and findings concomitant to the ‘dark side’ of conflict, power and dependence in customer–supplier relationships. The paper proposes themes and future avenues of research related to the dark side of conflict, power and dependence, placing emphasis on the ‘bi-polarity’ of each relationship characteristic, the dynamics of relational benefits, the consequences of their evolution on inter-organizational trust and its impact on the dark side of relationships. Hence, the paper contributes through the identification of potential research areas and propositions to guide future conceptual developments in the field.     

Common purpose and divided loyalties: the risks and rewards of cross-sector collaboration for academic and government researchers

International evidence shows that research is increasingly being carried out in organisational forms built around cross-sectoral (government, academic and business) and transdisciplinary teams with well-defined national social, economic or environmental objectives in view. As a result, new and unfamiliar forms of organisational arrangements for research are emerging within universities and elsewhere. These collaborative research centres have been variously termed 'hybrid' or 'parasitic'. This paper draws upon around 30 in-depth interviews with participants from selected Australian Cooperative Research Centres (CRC). It examines how researchers reconcile the many demands of their dual role, first, as a government researcher or academic, and second as a committed participant in an industry-collaborative research centre. These collaborations go beyond 'applied research' to span fundamental research and immediately useful knowledge. But reward systems and performance measures for academic researchers are still founded largely on 'discovery', while those for government researchers are based upon 'application'. The risk is that researchers will be deflected by the collaboration in ways that conflict with their institutional responsibilities. The paper reports work analysing the management strategies used by the CRCs and their public sector partners to ensure that their common goals are achieved while preserving their institutional interests and the expectations of their research staff. The aim is to identify effective ways of managing the various 'risks' of cross-sector collaborative research and development (R&D) in Australia and more widely.     

Managing supplier-retailer relationships: From institutional and task environment perspectives

This study develops an integrated model of managing channel relationships that involves task and institutional environment perspectives. Using survey data from automobile dealers in China, the authors provide empirical evidence to demonstrate the utility of the legitimacy-based institutional environment perspective in clarifying channel relationship issues, which have been considered mostly only from an economic efficiency-based task environment approach. As the institutional environment perspective's factors, imposition asymmetry and bypassing have indirect impacts on trust in supplier and the level of conflict in a channel relationship. As the task environment standpoint's factors, explicit contracts and supplier's transaction-specific investments (TSIs) are posited to have direct effects on trust in supplier and the level of conflict, however, the hypothesized relationship between supplier's TSIs and the level of conflict is not supported. The results also indicate both building a retailer's trust in its supplier and lowering the level of conflict lead to improved relationship performance.     

Key network management

Despite the rapid growth of business network research, effective approaches for systematic network management are still in their infancy. This article introduces a systematic approach for managing networks—key network management (KNM). This emerges by expanding the ideas of key account management (KAM) into the network context. A key network refers to a set of actors mobilized by the focal company to realize an opportunity. An opportunity is anything that potentially represents or results in value to the company. A company may manage several key networks. The KNM approach includes three basic elements: (1) identifying a key network, (2) strategies for managing actors of the key network, and (3) developing and applying operational level methods for managing actors within the key network. The KNM approach is not only focused on using networks to fulfill existing needs, but also on discovering new opportunities and establishing and managing networks to realize these opportunities. This article provides a framework for the implementation of KNM approach.     

Conflict-coordination learning in marketing channel relationships: The distributor view

Although a fairly large body of literature exists on channel conflict management, little research has been done from an interorganizational conflict-learning perspective. This study explores how channel members can use conflict-coordination learning (CCL), as a conflict resolution mechanism, which leads to improved capabilities, which in turn can enhance co-created value in marketing channel relationships from a distributor point of view. Drawing on both a resource-based view of the firm, an absorptive capacity perspective, and an interorganizational learning approach, we propose that conflict values (positive conflict attitudes and avoidance of conflict behaviors) can be viewed as firm resources that directly influence CCL, which in turn can enhance co-created value (joint marketing strategy quality and joint profit performance). To explore these issues, we developed and tested our hypotheses with data from 101 distributors within the food industry in Taiwan. As predicted, we find that positive conflict attitudes are positively related to CCL, and that avoidance of conflict behaviors is negatively related to CCL. Furthermore, the results indicate that joint marketing strategy quality mediates the relationship between CCL and joint profit performance. Specifically, under high positive conflict attitudes, CCL strongly appears related to joint marketing strategy quality.     

Marketing capabilities and innovation-based strategies for environmental sustainability: An exploratory investigation of B2B firms

While emerging literature on sustainability shows that environmentally responsible strategies can contribute to competitive advantage and enhanced financial performance, little is known about specific marketing capabilities that lead to sustainable consumption behavior, and whether implementing such strategies leads to firm competitive advantage. Using the case method approach, this study explores marketing-related strategies and practices pertaining to sustainable consumption as reported by leading sustainable firms in the B2B context. We examine case studies of forty seven B2B firms and identify key marketing capabilities that tie to innovation-based sustainability strategies, sustainable consumption behavior and firm performance. We use our findings to develop a conceptual framework linking marketing capabilities to innovation strategies for firm sustainability, sustainable consumption behavior and firm competitive advantage, and put forward propositions for future research.     

Unpacking the management of Oligo-coopetition strategies in the absence of a moderating third party

Recent research has highlighted the importance of management for the success of dyadic coopetition strategies. Coopetition, however, does not always occur in dyadic settings. Oligo-coopetition strategies, i.e., coopetition strategy among more than two but only a small number of coopetitors, and its management remain largely understudied. Oligo-coopetition strategy simultaneously increases both the potential benefits and risks of coopetition. Past research highlights the key role of third parties in managing oligo-coopetition. However, what happens when there is no such third party? We investigate this question through a longitudinal case study of Total Group in its oil and gas exploration and production projects. The results outline how companies manage oligo-coopetition strategy without third parties. More precisely, the results first highlight three strategies of oligo-coopetition: (1) “shareholder” coopetition, (2) “vertical” coopetition, and (3) “combined vertical and horizontal” coopetition. The results, second, outline the specific organizational designs and management principles associated with these three strategies of coopetition.     

Managing channel coordination in a multi-channel manufacturer-retailer supply chain

With the rapid development of e-commerce and the adoption of dual channels, increasingly manufacturers and retailers are implementing differentiated branding and profit sharing strategies in order to improve channel coordination and supply chain performance. In this study, we focus on the strategic roles played by differentiated branding and profit sharing in a multi-channel manufacturer-retailer supply chain. We use an analytical model to investigate this issue. Our results show that although differentiated branding effectively alleviates channel competition and conflict, it is general not sufficient to achieve full channel coordination, and an additional coordination mechanism is necessary. The additional coordination mechanism we consider is profit sharing, using the Nash bargaining model. Based on our results, we derive optimal market strategies and identify probable paths for future research.     

Managing in complex business networks

For many years, research and management thinking has focused on understanding business relationships and networks. Now, the focus is shifting to managing business relationships and networks. This new approach focus poses two questions. Since networks are loosely coupled systems, to what extent are business networks manageable? Furthermore, how can a firm's ability to manage a network be characterized and measured? This paper addresses these two questions by synthesizing the current state of knowledge on management issues in networks and the contribution to managerial abilities in complex relationships. The discussion leads to a set of propositions describing the abilities firms will need to successfully manage complex business networks.     

Analysing the stakes of stakeholders in research and development project management: a systems approach

Research and development (R&D) project management involves managing multiple stakeholders with conflicting stakes. This article proposes a systems approach to capture such conflicting stakes of multiple stakeholders in controversial R&D projects. The approach is illustrated using a New Zealand case study related to the use of 1080 chemical for pest management. Initially, the problem situation was structured systemically by analysing the behaviour of the main variables and by conducting a stakeholder analysis. Further, a participative systems model related to the problem situation was developed using a group model‐building process. The analysis of the model revealed a set of feedback loops operating in the system identified as constituting and responsible for the complexity of the problem situation relating to 1080 use. In conclusion, the paper highlights some strategies suggested by the stakeholders to manage conflict.     

Sources of Durable Competitive Advantage in New Products

In this article, Michael Lawless and Robert Fisher propose a conceptual framework for analyzing durable sources of competitive advantage for new products. They assess various components of new product introduction strategies in terms of their degrees of competitive "imitability" (i.e., the ease with which competitors can imitate). The less imitable the component, the more durable the profits it generates. The authors identify seven strategic components based on bodies of research in strategy and promotion, distribution and firm characteristics. By selectively managing these components, an innovating firm can affect a new product's imitability and the duration of returns. Using a "resource mobility" perspective, the authors develop propositions that should lead to a more systematic focus on long-term profits in new product introductions.     

Relationship equity and switching behavior in the adoption of new telecommunication services

This paper first defines and then presents a model of “relationship equity” for business markets. It points out that the potential benefits of managing relationship equity have been largely ignored and that a general model and stream of relevant research questions could be useful to marketing and relationship practitioners. The model developed considers the special case of key account management as antecedent, two different types of moderator variables, relationship equity as a perception by the buyer, and switching behavior via adoption of new telecommunication services as a result of this perception. The model is used as a basis for developing a number of working propositions.     

Strategic relationships between boundary-spanning functions: Aligning customer relationship management with supplier relationship management

This review focuses on the potential impact of enhanced strategic relationships between the boundary-spanning functions in supplier organizations. Specifically, the concern is with alignment between the organizational groups managing: marketing, sales and strategic account management; purchasing and supply strategy; and, collaborations and external partnerships. The topic is framed by the organizational evolution being driven by market change, and the search for superior innovation capabilities and business agility. These changes bring new challenges in cross-boundary integration and managing complex market networks. The logic is that strategic external relationships (with customers, supplier and partners) should be mirrored in strategic internal relationships (between the functions with lead responsibilities for managing relationships with customers, supplier and partners). Approaches to enhancing this capability include process management, internal partnering strategies and internal marketing activities. The discussion identifies a number of implications for practice and new research directions.     

Understanding demand and supply paradoxes and their role in business-to-business firms

In this paper, we explore paradoxes firms face when managing demand and supply activities and managers' experience of coping with and transcending these paradoxes. Following an exploratory research approach and based on the analysis of interviews with executive managers, documents from, and observations of 19 business-to-business (B2B) firms, we develop empirically grounded propositions. We first find and explain three major demand and supply paradoxes, namely collaboration-competition, concord-conflict, and integration-differentiation. We then expand on the handling mechanisms B2B firms employ to respond to these paradoxes. We find that B2B firms that understand, balance, and transcend demand and supply paradoxes achieve greater synergy between demand and supply activities and leverage both demand and supply approaches as overarching guiding principles for their strategy. Our study informs B2B marketing and marketing strategy by exploring the nature and role of paradoxes that shape the relationships between demand and supply activities. In doing so, it also offers an empirical account of the discrepancy between the theory and practice of demand and supply integration.     

The role of multichannel integration in customer relationship management

This paper reviews the strategic role of multichannel integration in customer relationship management (CRM) with the objective proposing a structured approach to the development of an integrated multichannel strategy. Alternative perspectives of CRM are reviewed and it is concluded that adoption of a strategic perspective is essential for success. Multichannel integration is posited as one of the key cross-functional processes in CRM strategy development. The nature of industry channel structure and channel participants, channel options, and alternative channel strategies are reviewed. The customer experience is explored both within and across channels. Analytical tools, such as market structure maps, the customer relationship life cycle, and demand chain analysis, are described. Key steps in building an integrated multichannel strategy are examined. Major challenges faced by enterprises in their adoption of an integrated multichannel approach and areas for future research are discussed.     

Testing the conflict-performance assumption in business-to-business relationships

There is little empirical research published testing the interdependency between conflict in business-to-business relationships and commercial performance. The “conflict-performance assumption”—all other factors being equal, relationships where conflict is low will outperform relationships where conflict levels are higher—remains central in the marketing channels' literature despite insufficient and contradictory empirical evidence. There are several explanations for the lack of a clear relationship between conflict and performance. Rosenbloom [J. Mark. 37 (1973) 26] theorises that the relationship between conflict and channel performance follows an inverted U-shaped curve, where conflict is most productive at moderate levels and least productive at very low or high levels. Others have argued for a simpler, linear relationship between conflict and performance, usually negative in nature. Various theories about the conflict-performance relationship are empirically tested in a large marketing channel, using a number of dyadic and monadic measures of conflict (latent, perceived, and affective) and two objective measures of performance (effectiveness and efficiency). A linear model (performance declining as conflict increases) is adequate to explain the relationship between dyadic measures of both perceived and affective conflict and channel effectiveness. A threshold model is found to be superior to a linear model in explaining the relationship between dyadic measures of perceived and affective conflict and efficiency. Conflict increases slowly as efficiency falls until a threshold is reached when conflict escalates. Practical implications include that companies need to consider whether performance criteria affecting efficiency are as important to their business partners as those affecting effectiveness. If they are not, then business partners should be rewarded for meeting any such criteria that are more important to the one side of a relationship dyad than to the other.