Network mobilizers and target firms: The case of saving the Baltic Sea

This paper examines why and how firms participate in issue networks that aim at solving contemporary complex problems. We build mainly on network and stakeholder literatures to understand mobilization from a relational perspective. Drawing on a single embedded case study of four initiatives to save the Baltic Sea, we build a multilevel model for firm participation in issue networks. Besides discovering diverse motivational factors, the model sheds light on the interaction between individual, organization, and network levels factors explaining mobilization. We argue that there is high theoretical, managerial, and societal relevance for studying the dynamics of issue networks—a topic which could be better incorporated in the research agenda of business network scholars.     

Transitioning and co-evolving to upgrade value offerings: A competence-based marketing view

This article shows how subcontractors in the steel and metalworking industry can effectively upgrade their customer value offerings. The study intends to identify internal and external drivers for successful transitions. It builds on the IMP's (Industrial Marketing and Purchasing Group) research tradition by looking into value creation and competence-based marketing within business networks. Using qualitative methods, the research identifies ‘ideal’ value-added market positions and relates these to specific competence configurations. It also reveals the need to manage co-evolution with other network partners in order to make a successful transition from basic to value-added offerings. The paper contributes to business marketing science by looking explicitly into the mechanisms of internal alignment when upgrading value offerings (a pre-condition often overlooked in extant literature) and by extending the concept of co-evolution.     

Does salesperson's customer orientation create value in B2B relationships? Empirical evidence from India

Although value creation in business relationships has taken an important position in the literature, yet scant attention has been paid to the precise nature of creation or destruction of value in b2b customer-oriented selling. Moreover, very few empirical studies in the b2b customer value research have focused on emerging markets, especially the BRIC countries. This study carried out in the context of small and medium sized firms in India, empirically examines from the SOCO perspective (Saxe and Weitz, 1982), value creation in customer-oriented selling, and value destruction in sales-oriented strategies. We model value creation, relationship development, and customer satisfaction as direct and indirect consequences of salesperson's customer orientation. Based on a sample of 249 small and medium sized Indian firms, we show that salesperson's customer orientation directly leads to value creation and relationship development with customers. On the other hand, a sales orientation destroys value, although it may lead to relationship development in the short-term. We also found that customer satisfaction was unrelated to both types of salesperson's orientations. Our study has considerable impact for small and medium sized businesses in emerging BRIC markets such as India, as it throws light on how supplier firms can leverage their salesforce to create value creation with their customers.     

The evolution of the seven steps of selling

The traditional seven steps of selling is perhaps the oldest paradigm in the sales discipline. The seven steps model has served as a basic framework in sales training, personal selling textbooks, and teaching personal selling classes. Very little has changed in this framework since the turn of the 20th century. This article reviews the traditional seven steps of selling, examines transformative factors that have led to changes in each step, and presents an evolved seven steps process. While the traditional seven steps reflected a selling orientation on the part of a firm, the evolved selling process reflects more of a customer orientation in that the focus is on relationship selling—that is, securing, building, and maintaining long-term relationships with profitable customers.     

Customer segments as moving targets: Integrating customer value dynamism into segment instability logic

Segmentation is a mature concept in marketing strategy that continues to receive significant attention from managers and scholars alike. The key goal in segmentation is identifying and reaching profitable segments with products and services that meet the common needs of these customers. However, a fundamental issue needing rigorous attention is that customers' needs are dynamic and can induce segment instability. The purpose of this paper is to draw focus to segment instability in business-to-business markets by conceptually exploring its theoretical underpinnings and integrating related theory on customer value change to propose an agenda for future research.     

Reconceptualizing professional service firm innovation capability: Scale development

Building on capability theory, this paper presents a reconceptualization of the innovation capability construct within a knowledge-intensive service context, specifically, professional service firms (PSFs). Employing a rigorous multi-stage scale development process we interviewed 37 participants and surveyed 463 respondents across a wide range of PSFs including lawyers, accountants, consulting engineers and management consultants. The results of exploratory and confirmatory factor analyses highlight the multi-dimensional nature of innovation capability within this context. Three dimensions were identified: client-focused, marketing-focused, and technology-focused innovation capability. We provide evidence of face validity, content validity, convergent and discriminant validity, nomological validity and reliability of our scale. Our scale offers a new way to measure innovation capability within PSFs and highlights the need to move beyond the narrow manufacturing mind-set focus of prior innovation research. Implications for theory and practice are discussed.     

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.     

Global alliance networks: A comparison of biotech SMEs in Sweden and Australia

The role of networks in business operations is widely recognized. We discuss social network theory, identify its main constituents, and outline a methodology and procedure that enable the identification and valuation of informal networks in an international business-to-business environment. Research is carried on informal Internet networks among firms in the biotechnology industry from Sweden and Australia. We use the methodology to recognize salient nodes, determine prominence and identify structural holes that allow the unveiling of brokerage opportunities that lie latent in networks. Global firms and suppliers of industrial products that are or can position themselves effectively in a social network are in a position to leverage considerable value.     

Metatheory of network management: A contingency perspective

This paper introduces a metatheoretical, contingency-based framework of inter-organizational network management. We define four basic network management functions and suggest that they are universal to all inter-organizational networks. We argue that management tasks, derived from more general management functions and contingent upon network characteristics, differ according to network type. We further argue that the roles that different actors in a network can adopt depend on their resources and capabilities. The framework contributes to the emerging theory of network management by clarifying the connections between its different conceptualizations and layers. A clear implication of the framework is that it is fundamentally useless to argue that networks cannot be managed. Networks are being managed, all of the time. However, we agree that the extent to which networks can be managed differs from one network to another along with the managerial tasks employed.     

Twists and turns of triadic business relationship recovery

This study focuses on triadic business relationship recovery processes through a single case study. We address the question of what kind of process takes place when a business relationship on the verge of ending is recovered and what roles a third actor can play in the process. As a result, we model a process through which a triadic business relationship is recovered and attraction, trust, and commitment are restored.