Where do we go from here? The future of B2B governance research.

Purpose This paper aims to identify promising areas for future business to business (B2B) governance research. Design/methodology/approach This paper uses a theoretical approach. Findings Most governance research in marketing is conducted within the context of value chains (Porter 1985). There are great opportunities for governance researchers in marketing to improve the understanding of B2B relationships in problem solving and networking services. Moreover, rapid innovations taking place in networking services are changing the institutional environment across all forms of value creation. This in turn impacts how the nature and governance of relationships in the broader economy are understood. Originality/value The literature on B2B relationship governance is primarily rooted in one particular form of value creation, namely, the “value chain” (Porter, 1985). The authors examine whether the current conceptualization of B2B relationship governance is equally applicable for firms that have a different value creation logic and therefore engage in exchange relationships that differ in their object of exchange.acceptedVersio

THE IMPACT OF E-COMMERCE ON THE SUPPLY CHAIN B2B IN IRELAND

The ability to redefine inter-firm relationships and processes, internet-enabled and other Business to Business (B2B) mechanisms facilitate the integration and management of inter- or intra-organisational business processes that produce value for customers. B2B e-commerce in supply chain management (SCM) becomes more important due to its performance implications. Process integration involves upstream and downstream coordination with supply chain partners. In these interactions, supply chain B2B e-commerce helps minimize complexity and increase flexibility while enhancing a higher degree of communication and operational efficiency.Supply chain management; Business to Business marketing; Electronic commerce; Globalization.

Culturally diverse teams and inter-organizational knowledge sharing behavior: The role of perceived morality and relationship orientation

This paper draws on social exchange and social capital theories to explore knowledge-sharing behavior with culturally diverse teams from business-to-business (B2B) partners. We use two experimental studies to examine the direct effects of cultural diversity between B2B partners and its indirect effects through perceived morality on their knowledge-sharing behavior, along with the moderating effect of B2B relationship orientation on the link between cultural diversity and their KSB. Using a behavioral measure of knowledge-sharing behavior, this paper extends the B2B relationships literature by highlighting the value that intercultural relationships bring to these relationships. In addition, the results provide managers with a range of strategies in managing culturally diverse teams, such as leveraging their B2B relationship orientation directed towards culturally diverse teams from partner firms to improve knowledge sharing with them

Corporate branding and value creation for initiating and managing relationships in B2B markets

Purpose This study aims to fill a gap in branding literature concerning the effect of corporate brand relationships on brand value through the case study method in a business-to-business (B2B) context. The objectives of this study can be framed in three questions: (1) what are the main constituents of a corporate brand; (2) how does a corporate brand generate tangible and intangible brand value for their business customers; and (3) how do tangible and intangible brand benefits influence relationship initiation and management practices of the case companies? Design/methodology/approach The study adopts a qualitative multiple case study design by using archival data, and both in-depth telephone and online interviews with senior representatives of the case study companies to investigate corporate branding and associated issues in a B2B context. Findings From a managerial perspective, this study reveals that corporate business culture, brand relationships, products, and corporate identity and personality as the main constituents of a corporate brand in a B2B context. The results show that a corporate brand can generate intangible and tangible brand value benefits for business customers. The findings also note the importance of the brand value in enhancing relationship initiation. Originality/value The study contributes to the branding literature by developing a conceptual model that explains the development and role of the corporate brand in a B2B context with its associated value creation and brand management outcomes. The findings advance brand management literature on business relationships, which addresses a gap in B2B contexts rather than mainly about product brand management and value creation in B2C contexts

A qualitative inquiry into customers' perspectives on branding and the role of digital technologies in B2B: A case study of Panasonic

Branding is a well-researched notion in the B2C environment but a concept unexplored in the B2B context. Conceptually, similar to B2C organisations digital communication via digital tools and devices allows B2B organisations experiencing benefits of exposing their brands to a wider audience. In reality questions of whether branding is purposeful in the B2B context and what role digital technologies play in the B2B branding remain open. This study explores branding in the B2B context using Panasonic as a case study, to consider the value of B2B branding from the B2B customer (buyer) perspective. Results indicate that B2B branding is of importance in the B2B context, in particular for an organisation such as Panasonic where reputation is a driving force of attracting new B2B customers and nurturing long-terms relationships with existing B2B customers. Moreover, this study concludes that whilst use of digital technologies enables portraying brand perceptions about Panasonic, digital technologies are yet to be fully embraced for the purpose of branding in the B2B context

Automated mechanism design for B2B e-commerce models

Business-to-business electronic marketplaces (B2B e-Marketplaces) have been in the limelight since 1999 with the commercialisation of the Internet and subsequent “dot.com” boom [1]. Literature is indicative of the growth of the B2B sectors in all industries, and B2B e-Marketplace is one of the sectors that have witnessed a rapid increase. Consequently, the importance of developing the B2B e-Commerce Model for improved value chain in B2B exchanges is extremely important for SMEs to expose to the world marketplace. There are three research objectives (ROs) in this study; first (RO1) to critical review the concepts of the B2B e-Marketplace including their technologies, operations, business relationships and functionalities; second (RO2) to design an automated mechanism of B2B e-Marketplace for Small to Medium Sized Enterprises (SMEs); and third (RO3) to propose a conceptual B2B e-Commerce model for SMEs. The proposed model is constructed by the analytical findings obtained from the contemporary B2B e-Marketplace literature

Revenue management: the impact on business-to-business relationships

Purpose - This paper explores the links between revenue management and business-to-business (B2B) relationships and explains how revenue management can both support and damage B2B relationships. Design/methodology/approach - A single case study method was employed to conduct qualitative research into a company and its key accounts. In-depth data was collected from three divergent sources (company revenue managers, company account managers and nine of the company’s key accounts) through semi-structured interviews, observations and document studies. Findings - The research findings reveal that from the company’s perspective, managers acknowledge that revenue management has positively influenced the process of identifying and analysing key account activities and conducting contractual decision-making with key accounts. However, from the key accounts’ perspective, revenue management practices were found to have significant negative consequences, which damage trust and undermine long-term relationships and commitment. Research limitations - Although the research findings cannot be generalized to other service sectors because of the single-case study research method, the implications of this study suggest that the impact of revenue management practice on B2B relationships should be further investigated in a wide range of organizational and industry settings. Practical implications - The research findings confirm the long-held assumption that revenue management can negatively affect B2B relationships. The benefits of revenue management primarily reward the company, whilst long-term B2B relationship development suffers from the short-term consequences of the company’s opportunistic behaviour. Original/value of the paper - This paper bridges the gap in the literature between revenue management and key account management. It also explores the conceptual incompatibility between revenue management and a long-term relational approach to B2B relationships and provides evidence to support this proposition

The B2B sector:using social media effectively to enhance business development

Research Question: 1. In which ways can social media in a B2B context be utilized to identify prospective customers, business partners or other stakeholders; to strengthen relationships; to create long-term value; to enter new markets or to develop products? 2. How can B2B companies achieve full potential of their social media activity? 3. Is it possible and recommendable for B2B companies to take a ‘B2C approach’ on social media in order to leverage business development? Research Purpose: The purpose of this research is to develop a deeper understanding of the social media phenomenon in a B2B context in relation to business development. Method: This research qualitatively analyzed contrasting case examples. The empirical data was collected through semi-structured interviews and assessed with the help of the thematic framework method. The theoretical chapter was built through an iterative approach. Conclusion: The empirical data of this analysis strongly indicate that social media can be used to enhance business development in the B2B context. Social media provides opportunities for B2B organizations to identify leads, to increase brand awareness, to sustain and develop relationships, to enter new markets and to innovate products and business processes

How Business Relational Attributes contribute to marketing strategy development

The study explains how mutually beneficial relationships are developed and how business relational attributes contribute to marketing strategy development. Attention is given to how senior B2B marketing managers in Korean companies create a culture of cooperation within the buyer-seller dyadic relationship. The study adds to the existing relationship marketing body of knowledge and outlines the antecedents of a relationship oriented business culture. More specifically, it explains how a cultural value system gives rise to a set of relational attributes which in turn reinforce the relationship marketing approach and the marketing planning process. A qualitative research strategy was adopted that incorporated an open ended, structured questionnaire. Fifteen senior B2B marketing managers based in three Korean firms participated in the study. Senior B2B marketing managers in Korean companies adopt the ‘market-based’ generative learning approach and place emphasis on marketing intelligence, marketing education and devising and implementing “innovative” marketing strategies. The sharing of information is considered important and occurs within a collectivist decision-making context that gives rise to trust based relationships among partner organizations. The relationships developed are viewed as sustainable and require that individual employees are committed to the concept of mutuality. The paper has a B2B marketing management focus but draws on and is underpinned by management theory. Evidence of this can be found in the linkage between management culture theory and B2B marketing policy

The Impact of Internet Banking on Business-Customer Relationships (are you being self-served?)

Purpose - The purpose of this paper is to show how technology has dramatically altered the way businesses operate in a business-to-business (B2B) context and has had profound influences on services, altering the way services are delivered. It is believed that the increased use of self-service technologies (SSTs) impacts on B2B relationships. The paper seeks to explore the impact of the use of internet banking on business relationships. Design/methodology/approach - The paper reviews the results and implications of recent exploratory research conducted with a small sample of Australian business bank customers. Findings - It was expected that perceptions of technology would impact on the relationship. However, it was the perception of the relationship which led respondents to develop a perception of the technology. Further research is recommended. Practical implications - Banks are encouraging internet banking to reduce service delivery costs and improve service quality for customers. However, a greater understanding of the impact of this on relationships is essential. Originality/value - The importance of developing and fostering relationships with customers has long been regarded as important within services marketing and also within B2B relationships. However, there is little discussion of the impact of self-service technologies on business relationships. © Emerald Group Publishing Limited