Industrial Marketing Management最新文献

This study examines the adversarial dynamics that emerge when service firms assess that manufacturers' servitization initiatives pose an existential risk to their survival as independent organizations. Adopting an industrial networks perspective, this investigation explores how service firms respond to manufacturers' servitization initiatives that threaten to disintermediate them. The study explores how Maintenance, Repair, and Overhaul firms (MROs) in the aviation industry respond to servitization initiated by Original Equipment Manufacturing firms (OEMs). Empirically, interviews with 49 experienced managers were conducted in the service network to understand their strategic pathways. Their responses reveal that MROs can resist servitization by strengthening their relationships with airlines or developing service-led advanced services. Alternatively, MROs can support OEMs' servitization by becoming subcontractors or licensed resource integrators. This study shows that servitization depends on the orchestration of service network actors with differing interests, making it contingent and multilateral.

Even though environmental values and sustainable branding have garnered much attention in the B2C context, B2B contexts remain relatively less explored. This study introduces a novel synthesis of Signaling theory and Stewardship theory and examines the moderating impact of brand governance on the relationship between green brand identity, consistent communication and channel partner commitment, leading to tactical green marketing orientation. Distinguishing itself from previous research, our approach embraces a multi-perspective lens, delving into the viewpoints of both channel partners and organizations (i.e., managers). Employing an explanatory sequential mixed method design, the first phase involved an empirical survey with 248 respondents (Study 1). Subsequently, the second phase (Study 2) comprised qualitative interviews with 41 respondents. The findings from both studies converged, revealing a positive association between “consistent communication” and “attitude,” a robust connection between “attitude” and “commitment,” and a favorable correlation between “green brand identity” and “attitude,” ultimately leading to a positive relationship between “attitude” and “green tactical marketing orientation". This research significantly contributes to the comprehension of B2B green brand positioning by demonstrating, that in the B2B context, brand governance influences channel partners' commitment and tactical green marketing orientation.

In contemporary and global business-to-business (B2B) markets, sales interactions are increasingly conducted via video-based technologies. However, research on the consequences of video-based sales interactions (VSIs) on customer relationships is surprisingly limited. Therefore, the purpose of this study is to explore the consequences of VSIs on cross-cultural customer relationships. We employ a grounded theory approach and derive empirical insights from interviews with 31 salespeople in 17 sales organizations, and 8 of their customers from 8 customer organizations. The findings reveal how VSIs can enhance or restrict different dimensions (interactive, affective, relational, visual) of social presence in the relationship initiation and maintenance phases, and how this can lead to positive and negative relationship consequences. Overall, this study contributes to B2B marketing theory and practice by providing novel insights and a new understanding of the effects of VSIs on customer relationships and explains why and how they manifest in practice.

Augmented reality (AR) and virtual reality (VR) are promising approaches that B2B companies consider to be part of their customer experience management. However, this area is largely unexplored academically, resulting in a lack of theory and practical guidance. Based on existing customer experience and AR/ VR literature, we anticipate that these technologies can expand touchpoints in the customer journey, enhancing the experiences of professionals involved in purchasing activities by providing them with empowerment and support. Consequently, we applied exploratory, theory-building research to identify and organize current industry practices into a coherent framework and theorize their role in shaping customer experiences. For example, current marketing use cases include project and product visualization, event-based engagement, remote support, and employee training, and are particularly employed in the early stages of the customer journey. We also identified several benefits related to branding, relationships, transactions, costs, and sustainability. The theoretical contribution of our study extends the current understanding of the role of AR and VR in B2B customer experience management. It provides practical insights for B2B marketing professionals on the strategic deployment of AR and VR technologies to enhance customer experiences based on real-world examples.

Business-to-business (B2B) marketers typically segment their direct customers on two segmentation bases: direct customers' expressed needs and evident behaviors. However, direct customers' demand for business marketers' offerings is often ‘derived demand’, i.e., heavily influenced by the needs of their own downstream customers. Consequently, scholars suggest that marketers may benefit from incorporating these customers' customer needs as a third segmentation base, distinct from but possibly interrelated to the two bases of direct customers' needs and behaviors. However, extant joint segmentation models are limited to two-bases. Focusing on the addition of a third customers' customer needs basis, a new B2B joint segmentation model is proposed, allowing for three interrelated segmentation bases. The model is first validated in Monte Carlo simulation studies and then applied to segmenting the business customers (advertisers) of a US newspaper publisher seeking to enable more precisely targeted selling effort allocation and communications strategies. The model uncovered joint segments of business customers based on their behaviors, needs, and downstream customers' needs. Results demonstrate the advantage of the model that yields actionable segments of customers with similar downstream customer needs. Finally, model relevance and feasibility in contemporary B2B markets is confirmed in a qualitative study with experts in various industries.

Cloud computing services represent a rapidly growing business-to-business (B2B) market, but managers lack guidance on managing the customer journey for these complex digital services. To address this challenge, we conduct an exploratory qualitative study based on 20 interviews with providers and customers of cloud computing services, supplemented by data from observations. Our research highlights critical touchpoints along the customer journey in cloud computing markets and provides implications for B2B customer journey management. A key finding is that B2B customers' IT competency is a crucial differentiator in this market. That is, while IT-savvy companies evaluate these services independently and use them in a self-service fashion, IT-novice companies rely on multipliers (e.g., IT system houses) to act as support and gatekeepers to buying cloud computing services. This difference has implications for the composition of buying and usage centers, the development of the customer journey, and the control of touchpoints by the service provider. Thus, cloud service providers need to manage two types of customer journey: one directly focused on customers and another involving the management of multipliers. Based on these findings, we offer recommendations for B2B practitioners to guide their customers through the journey for this complex digital service.

Subsistence marketplaces generate over US$4 trillion annual spend and host fifty million B2B subsistence micro-enterprises, globally. These enterprises are increasingly adopting technology-driven service innovations, including app-based mobile financial services, to boost retail supply value chain efficiency. However, fostering users' continued engagement post-adoption in these markets remains challenging. Addressing this issue, in Study 1, we gather insights into theories-in-use held by app-based service providers, subsistence micro-suppliers, and -retailers. This led to a conceptual model grounded on the stimuli-organism-response (S-O-R) framework and SD logic. In Study 2 we empirically test this model through a field study with a dyadic sample of 253 micro-suppliers and micro-retailers. The findings reveal that relationship-building marketing strategies increase engagement, while transaction-focused strategies hinder it. App functionality (vs. aesthetics), likewise, represents a key customer engagement driver. Increased app-based services engagement positively impacts on non-coercive power and relationship satisfaction. These findings offer actionable implications for policymakers and marketers, emphasizing technology's role in fostering financial and digital inclusivity and efficiency in traditionally underserved B2B subsistence marketplaces.

Customer analytics capability remains underdeveloped among firms despite its potential for enhancing competitiveness. Previous research has predominantly focused on inside-out organizational factors as drivers of customer analytics capability. This paper examines the role of outside-in resource, the complementarity between outside-in and inside-out resources, and their boundary conditions. Specifically, we study how customer orientation culture (an outside-in resource) complements data-driven culture (an inside-out resource) in firms of different ages to drive customer analytics capability and subsequently, firm performance. Using survey data obtained from Canadian firms, we find that customer orientation is not only positively related to customer analytics capability but also reinforces the effect of data-driven culture. We further find that the conditional effect of customer orientation becomes stronger as firm age increases. In particular, among older firms, the impact of data-driven culture is greatest when customer orientation is high, but it becomes nonsignificant when customer orientation is low. We also link these relationships to firm performance using mediation and moderated mediation analyses. Overall, the results suggest that achieving customer analytics excellence and resultant competitive performance requires marketing to continuously act as customer champions and advocate data analytics efforts to ensure the firm embraces an outside-in orientation.

This paper investigates the relationship between managerial ties (business and political ties) and firm performance (operational performance and innovation). We consider marketing capabilities as a mediating variable to analyze how it mediates the relationship between managerial ties and firm performance. Previous studies have often taken a piecemeal approach to examining the ties-performance linkage and have been limited by sample size. We use a meta-analytic structural equation modeling (meta-SEM) approach to analyze the proposed relationship. We consider 281 studies assessing 943,331 effect sizes to analyze the results. To investigate the relationship, we consider social exchange and resource-based theory. The results suggest that business (political) ties are positively (negatively) associated with operational performance, while both business and political ties are positively associated with innovation. Further, our result suggests that (a) approximately 14.2% of the effect of business ties on innovation is mediated by marketing capabilities and (b) industry type moderates the relationship between ties and performance. This study helps managers leverage managerial ties to improve firm performance and further suggests a proper mechanism through which firms can improve performance.

While the Industrial Internet of Things (IIoT) holds much promise, there is a mismatch between its potential and companies capturing value from investments in IIoT. Indeed, even when companies recognize the value of IIoT, they do not necessarily know how to grasp related opportunities and are challenged in developing a suitable business model. Accordingly, to alleviate roadblocks to capturing value from IIoT, in this paper we address the challenge of identifying suitable business models in the age of the industrial metaverse. We do so through an extensive review and classification of main IIoT business model archetypes that are successful in practice. In particular, we conduct a content analysis of IIoT projects based on over 2000 articles in industry trade magazines and newspapers. Our analysis identifies four distinct business model archetypes in the context of IIoT, viz. IIoT digical, IIoT service-centered, IIoT data-driven, and IIoT platform, and further explores the challenges that need to be addressed to ensure that companies can capture value from their IIoT initiatives. We explore appropriate contexts for these business model archetypes, and, in doing so, we provide actionable guidance for industrial (marketing) managers seeking to position their IIoT offerings and maximize their value.