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 B2B, B2C, Mixed B2B/B2C and B2B2C business model organizational practices in relation to social media usage, importance, and its perceived effectiveness as a communication channel. Utilizing 449 responses to an exploratory panel based survey instrument, we clearly identify differences in social media marketing 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

B2B or Not to Be: Does B2B E-Commerce Increase Labour Productivity?

We implement an endogeneous switching-regression model for labour productivity and firms' decision to use business-to-business (B2B) e-commerce. Our approach allows B2B usage to affect any parameter of the labour productivity equation and to properly take account of strategic complementarities between the input factors and B2B usage. Empirical evidence from 1,394 German firms shows that firms using B2B e-commerce have a significantly higher output elasticity with respect to ICT-investment and produce significantly more efficiently than firms that do not use B2B. Firms' labour productivity is enhanced by using B2B. --Business-to-business e-commerce,labour productivity,endogenous switching regression model,survey data

Factors affecting active participation in B2B online communities:An empirical investigation

There is a lack of understanding on the factors affecting active participation in Business-to-Business (B2B) Online Communities (OC). To address this gap, we developed a model based on two theories: Social Exchange Theory and the Information Systems Success Model. The model was validated by using survey data collected from 40 B2B discussion forums on LinkedIn (n = 521). Our work made a number of significant contributions including an integrated model of factors affecting active participation in B2B OCs and a new validated measure for active participation. Further, we proposed several guidelines which assist B2B OC providers in building and maintaining successful communitities

Spotify tailoring for promoting effectiveness in cross-functional autonomous squads

Organisations tend to tailor agile methods to scale employed practices to have cross-functional autonomous teams while promoting sustainable creative and productive development at a constant pace. Thus, it is important to investigate how organisations tailor agile practices to get the balance right between teams' autonomy and alignment. Spotify model is originally introduced to facilitate the development of music streaming services in a very large-scale project with a Business-to-Consumer (B2C) model. However, developing a large-scale mission-critical project with a Business-to-Business (B2B) model is not essentially supported by the Spotify model. Thus, embracing Spotify model for such projects should be concerned about the question of how Spotify practices are adjusted to promote the effectiveness of cross-functional autonomous squads in a mission-critical project with B2B model? In this paper, we conduct a longitudinal embedded case study, which lasted 21 months during which 14 semi-structured interviews were conducted. The Grounded Theory (GT) is adopted to analyse the collected data. As a result, we identify practices and processes that promote effectiveness in cross-functional autonomous squads, which have never been discussed in terms of Spotify model before. We also present Spotify Tailoring by highlighting modified and newly introduced practices by the organisation in which the case study was conducted

Stellar laboratories III. New Ba V, Ba VI, and Ba VII oscillator strengths and the barium abundance in the hot white dwarfs G191-B2B and RE0503-289

For the spectral analysis of high-resolution and high-signal-to-noise (S/N) spectra of hot stars, state-of-the-art non-local thermodynamic equilibrium (NLTE) model atmospheres are mandatory. These are strongly dependent on the reliability of the atomic data that is used for their calculation. Reliable Ba V - VII oscillator strengths are used to identify Ba lines in the spectra of the DA-type white dwarf G191-B2B and the DO-type white dwarf RE0503-289 and to determine their photospheric Ba abundances. We newly calculated Ba V - VII oscillator strengths to consider their radiative and collisional bound-bound transitions in detail in our NLTE stellar-atmosphere models for the analysis of Ba lines exhibited in high-resolution and high-S/N UV observations of G191-B2B and RE0503-289. For the first time, we identified highly ionized Ba in the spectra of hot white dwarfs. We detected Ba VI and Ba VII lines in the Far Ultraviolet Spectroscopic Explorer (FUSE) spectrum of RE0503-289. The Ba VI / Ba VII ionization equilibrium is well reproduced with the previously determined effective temperature of 70000 K and surface gravity of $\log g = 7.5$. The Ba abundance is $3.5 \pm 0.5 \times 10^{-4}$ (mass fraction, about 23000 times the solar value). In the FUSE spectrum of G191-B2B, we identified the strongest Ba VII line (at 993.41 \AA) only, and determined a Ba abundance of $4.0 \pm 0.5 \times 10^{-6}$ (about 265 times solar). Reliable measurements and calculations of atomic data are a pre-requisite for stellar-atmosphere modeling. Observed Ba VI - VII line profiles in two white dwarfs' (G191-B2B and RE0503-289) far-ultraviolet spectra were well reproduced with our newly calculated oscillator strengths. This allowed to determine the photospheric Ba abundance of these two stars precisely.Comment: 36 pages, 8 figure

B2B or Not to Be: Does B2B E-Commerce Increase Labour Productivity?

We implement an endogeneous switching-regression model for labour productivity and firms' decision to use business-to-business (B2B) e-commerce. Our approach allows B2B usage to affect any parameter of the labour productivity equation and to properly take account of strategic complementarities between the input factors and B2B usage. Empirical evidence from 1,394 German firms shows that firms using B2B e-commerce have a significantly higher output elasticity with respect to ICT-investment and produce significantly more efficiently than firms that do not use B2B. Firms' labour productivity is enhanced by using B2B

Simulation study of a basic integrated inventory problem with quality improvement and lead time reduction

In this paper, we investigate the trade-off between investing in product quality improvement and lead time reduction in a B2B single-supplier, single-buyer environment. To this end, a discrete event simulation model is proposed, based on the integrated inventory model defined in Ouyang et al. (2006). Furthermore, the possibility of using alternative failure mechanisms and capital investment functions are studied. ity of using alternative failure mechanisms and capital investment functions are studied

The Impact of Electronic Markets on B2B-Relationships

Although most of the predicted consequences of the internet-revolution in the 90s did not become reality, the internet has lead to sustainable hanges in the organization of most industries. In particular, this is true for business-to-business (B2B) relations between firm. An obvious `proof' for this is the rising number of so-called electronic markets--- especially for B2B transactions---since several years. This paper should help to give a better understanding of the organizational impacts of electronic markets in the context of B2B relations. Therefore we use the incomplete contract framework to build a simple model of a repeated game. It will be shown that the existence of an (alternative) electronic market could influence the willingness to cooperate between the up- and the downstream firm in a B2B-relationship. In our special case, the willingness to cooperate by the buyer will decline.Electronic Markets; Business-to-Business; Industry Structure;

Intention to use mobile customer relationship management systems

© Emerald Group Publishing Limited. Purpose - The purpose of this paper is to investigate the behavioral intentions of business-to-business (B2B) sales managers to use mobile customer relationship management (CRM) systems in the course of their day-to-day activities. Design/methodology/approach - An extended Technology Acceptance Model (TAM) of mobile CRM system adoption is developed and tested with data from 105 international sales managers representing five B2B companies. Findings - The study extends the TAM framework with three additional constructs derived from mobile technology and sales force automation literature, namely personal innovativeness in the domain of IT, perceived risk, and perceived reachability. The model demonstrates that personal innovativeness and perceived reachability have significant effects on the TAM framework. Research limitations/implications - The relatively small sample size limits the generalization of the results. Practical implications - Sales managers' intention to adopt mobile CRM can be explained by the extended TAM framework. Understanding the key factors that influence intention to adopt a mobile CRM system will aid companies in implementing it among their sales force. Companies willing to foster adoption of a mobile CRM system among the sales force could focus on communicating the usefulness of using the system and benefits gained from enhanced reachability. Recruiting sales people with strong personal innovativeness is beneficial. Originality/value - This study responds the calls for studies on mobile platforms and on the use of mobile B2B applications in sales force management. It is among the first attempts to incorporate variables derived from mobile technology acceptance literature among the sales force into the TAM framework, to better explain acceptance of mobile CRM systems