Gauging the Effect of Buyer vs. Seller Initiation of Customer Value Creation on Buyer Loyalty in Large B2B Sales Relationships

This study addresses two central questions: Is it important to determine whether the salesperson or the buyer initiates value creation in large business-to-business (B2B) selling environments? Furthermore, does the mode of initiation – buyer or seller – later influence customer attitudes toward the sales interaction? Value creation is necessary for large B2B sales situations because customized solutions often are required to meet customer needs. This empirical study compares buyer and seller initiators of value creation in B2B dealings and analyzes which actor most positively affects customer perceptions. In a study of 142 senior-level managers at buyer organizations who participated in large-sale deals, we quantitatively analyzed the relationship to identify who initiates value creation, based on the initial Net Promoter Score (NPS). Buyer managers rated seller-initiated value creation higher than buyer-initiated value creation, and seller-initiated value creation had a net positive effect on buyer attitudes and loyalty. The study concludes by offering sales managers practical strategies for enhancing buyer satisfaction, creating positive customer word-of-mouth, and engendering customer loyalty

A Cross-Cultural Comparison of Business Complaint Management Expectations

This paper is in closed access until 9th Dec 2016.Copyright © Taylor and Francis Group, LLC. This study explores the complaint management expectations of 72 British and 74 German organizational buyers using automated online means-end laddering and a Hierarchical Value Map presentation. It conceptualizes the links between expected complaint resolution attributes by the buyer (i.e., means) and the buyer's value perceptions (i.e., ends). Unlike previous research, we highlight similarities and differences in the drivers behind and attributes of complaint management expectations across two countries (Germany and the United Kingdom). Even in countries appearing to be similar economically and culturally, we find differences in the desired attributes. British buyers, for example, emphasize softer complaint resolution attributes compared to Germans. Our study is the first to present a model of complaint management expectations incorporating the role of culture, and it provides managerial directions on standardization and adaption of complaint resolution attributes. Furthermore, it evaluates justice dimensions (especially interactional justice) and their impact on perceptions of complaint management

Microsatellite Support for Active Inbreeding in a Cichlid Fish

In wild animal populations, the degree of inbreeding differs between species and within species between populations. Because mating with kin often results in inbreeding depression, observed inbreeding is usually regarded to be caused by limited outbreeding opportunities due to demographic factors like small population size or population substructuring. However, theory predicts inclusive benefits from mating with kin, and thus part of the observed variation in inbreeding might be due to active inbreeding preferences. Although some recent studies indeed report kin mating preferences, the evidence is still highly ambiguous. Here, we investigate inbreeding in a natural population of the West African cichlid fish Pelvicachromis taeniatus which showed clear kin mating preferences in standardized laboratory experiments but no inbreeding depression. The presented microsatellite analysis reveals that the natural population has, in comparison to two reference populations, a reduced allelic diversity (A = 3) resulting in a low heterozygosity (Ho = 0.167) pointing to a highly inbred population. Furthermore, we found a significant heterozygote deficit not only at population (Fis = 0.116) but also at subpopulation level (Fis = 0.081) suggesting that inbreeding is not only a by-product of population substructuring but possibly a consequence of behavioral kin preferences

Sales Management: A Global Perspective

As sales managers are encouraged to manage increasingly global territories, the art of selling becomes complicated and the rules of negotiation more diverse. This absorbing book considers the many facets of cross-cultural sales management, to provide salespeople and managers with a guide to making the most of the global sales force. Included in the book are ten international case studies designed to give sales students, salespeople and their managers an explanation of diverse cultures and the dilemmas, situations and opportunities that arise when selling across borders. … [From Amazon.com]https://digitalcommons.odu.edu/marketing_books/1001/thumbnail.jp