Business‐to‐business marketing as a key factor for increasing service revenue in China

Gebauer, Heiko; Wang, Chunzhi; Beckenbauer, Bernold; Krempl, Regine

doi:10.1108/08858620710730249

Cited by 21 publications

(18 citation statements)

References 22 publications

(25 reference statements)

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“…With the largest population in the world, companies in China are also eager to seek new business models leading to efficient and effective revenue opportunities and models. B2B e‐marketplace remains a popular online trading platform for Chinese organisations (Hu et al , 2004; Gebauer et al , 2007). Among all the developing Chinese B2B e‐marketplace service providers, Alibaba.com has received the most attention from Chinese SMEs.…”

Section: The Current Status Of B2b Operations Within Chinese Smesmentioning

confidence: 99%

Development of a business‐to‐business critical success factors (B2B CSFs) framework for Chinese SMEs

Chong

Shafaghi

Tan

2011

Marketing Intelligence &Amp; Planning

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PurposeThe purpose of this paper is to critically explore business‐to‐business critical success factors (B2B CSFs) for small and medium‐sized enterprises (SMEs) operating in the Chinese B2B marketplace, evaluate the findings, and use the generated CSFs to propose a framework to assist in the marketing management of B2B in China. The proposed framework provides a guideline for academics and practitioners and highlights the significant role of each factor in developing and sustaining effective B2B electronic commerce (B2B e‐commerce) practice for SMEs.Design/methodology/approachThe proposed framework is constructed by combining the empirical findings and B2B literature. The quantitative (online survey) was targeted at, proprietors, chief executive officers, managing directors, general managers, sales/marketing managers and export managers in selected SMEs that participated in B2B electronic marketplace (B2B e‐marketplace) in China. The data received from the recipients were processed on SPSS to conduct factor analysis to identify whether a factor structure underlies the correlations between a number of variables.FindingsThe findings are indicative of two sets of internal and external critical factors, including: successful customer relationships, supply chain facilities, global competition, information system/information technology (IS/IT) infrastructure and performances, information visibility, top management support and commitment, government encouragement and commitment, security and trust, and cultural consideration.Practical implicationsSME managers can derive a better understanding and measurement of marketing activities that appropriately balance between traditional and B2B e‐commerce practice. At the same time, the CSF can be integrated into the companies to determine the level of marketing performance in B2B e‐marketplace.Originality/valueThe paper's findings provide new theoretical grounds for research into B2B relationships in the digital business environment. The paper also provides an empirical assessment of the essential components in B2B e‐commerce adaptation, and implications for the means to prioritize CSF.

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Section: The Current Status Of B2b Operations Within Chinese Smesmentioning

confidence: 99%

Development of a business‐to‐business critical success factors (B2B CSFs) framework for Chinese SMEs

Chong

Shafaghi

Tan

2011

Marketing Intelligence &Amp; Planning

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“…For enterprises, Chang and Lewins [ 51 ] believe that life cycle is closely related to revenue. Increasing revenue is one of the core goals of corporate development [ 52 , 53 ], The period of rising revenue usually means that the enterprise is in a more active life cycle stage, while long-term revenue decline is usually accompanied by the decline stage of the life cycle, so the promotion of revenue growth is of great significance for extending the industrial life cycle. In economics, investment in human resources can promote revenue as can investment in R&D [ 54 ], but there may be some differences between the actual situation and the theory.…”

Section: Background and MCI Revenue Functionmentioning

confidence: 99%

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

Chen

Yang

2021

IJERPH

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This study attempted to explore the competitive advantage strategies of the medical consumables industry (MCI) from the perspectives of human resources, research and development (R&D) and the industry life cycle. As one of the essential branches of modern medical device industry, the MCI has developed rapidly in recent years as global demand for medical consumables has shown continual growth, but it also faces market uncertainty. This study took Taiwan’s small/medium medical consumables enterprises (SMMCEs) as a sample, and used the translog revenue function to study the competitive advantage of the MCI through human resource and R&D investment strategies and the stage characteristics of the industry life cycle curve. The results showed that the various human resources and R&D expenses of the small/medium medical consumables industry (SMMCI) can interact with each other to influence total revenue and that the SMMCI needs more varied types of human resources to enhance its competitive advantage. The total revenue of the SMMCI decreased as education inputs rose, but it increased along with increases in the number of employee and R&D inputs. Observed from the life cycle curve of the SMMCI, total revenue increased rapidly during the startup and growth stages, increased slowly during the maturity stage, and decreased during the decline stage. Finally, we put forward competitive advantage strategies and management suggestions for medical consumables enterprises (MCEs). We are the first to document the life cycle curve and competitive advantage strategies of the MCI, thereby contributing to the related literature.

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“…The supply network is then an important consideration that, to date, has not been given due attention in the servitization literature. Gebauer (2006) Case studies from company interviews 25 mainly Swiss manufacturers  Reasons why Swiss manufacturing companies operating successfully in high-end markets often fail in low-end markets is due to: 1) cognitive hurdles; 2) structures limiting strategy formulation; and 3) hurdles in implementing the strategy Gebauer (2007) Not provided Comparison of 23 Chinese and 32 European subsidiaries of Swiss OEM  23.2% of total revenue from European subsidiaries, with only 10.3% from Chinese subsidiaries  Five main reasons provided: 1) strong competition, 2) cultural differences, 3) establishing a profitable service business, 4) availability and education of Chinese workers and managers, and 5) differing goals among collaborating partners Gebauer & Von Zedtwitz (2007) Qualitative and quantitative approaches Swiss companies operating in China with 23 mini-case studies  Compared to Western companies, Chinese service organizations generate lower financial service-related performance outcomes Gebauer, Wang, Beckenbauer & Krempl (2007) Combination of qualitative research: interviews, longitudinal study and bipolar case studies Swiss company, Chinese customers  Characteristics of Chinese culture impact how revenues from services are generated, as follows:…”

Section: Servitization In Chinamentioning

confidence: 99%

Exploring servitization in China

Raja

Frandsen

2017

IJOPM

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Purpose-Previous research has predominately focused on the servitization strategies of Western manufacturers in advanced economies, neglecting the potential for servitization in those which are emerging, such as China. This paper explores the role of the external service partner network of a European manufacturer providing services in China, in order to develop a better understanding of the resulting and associated challenges. Design/methodology/approach-An in-depth case study approach was used to examine the parent company, its subsidiary in China and the related service partner network. Data collection involved all three actors and took place in Denmark and China. Findings-The findings suggest that motivation, opportunity and ability (MOA) need not only be mutually reinforcing for the organization attempting to move towards services but also aligned between organizational units, as well as with the service partner network. Furthermore, the findings suggest that while service partners are typically closer to the market, they may not be able to deliver the higher value-added services requiring customization. Research limitations/implications-This study is limited to a single manufacturer attempting servitization in China. Future studies may consider other case firms in other markets. Practical implications-The MOA framework provides a basis for understanding the managerial challenges of aligning and coordinating the MOA elements amongst different actors. Originality/value-This paper contributes by exploring servitization in an emerging market through the MOA framework in order to better understand the challenges and complexities. Servitization is found to be a dynamic phenomenon which should be understood as a movement that is also dependent on an external service partner possessing the necessary capabilities. In turn, this requires understanding the MOAs of all actors in a network and how they may be influenced in order for the MOA elements to be mutually reinforcing.

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Business‐to‐business marketing as a key factor for increasing service revenue in China

Cited by 21 publications

References 22 publications

Development of a business‐to‐business critical success factors (B2B CSFs) framework for Chinese SMEs

Development of a business‐to‐business critical success factors (B2B CSFs) framework for Chinese SMEs

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

Exploring servitization in China

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