Creating digital value: at the heart of the I‐E‐I framework

Abstract

Purpose -The purpose of this study is to provide a better understanding on the use of web sites for creating value in industrial buyer-seller relationships. Design/methodology/approach -Through an extensive yet not exhaustive review of previous studies on business-to-business (B2B) web site development, the extranet level of a conceptual model (the I-E-I framework) is tested in an industrial setting in Sweden. Using four research questions as a guide, a qualitative, case study approach is followed in order to uncover both the industrial sellers' and buyers' perspectives on the true value of an industrial extranet. Findings -The findings show that, for true value to be created at this level, both the seller and the buyer must not only take value out, but also put it in. Value in this setting focuses on information as the heart of true value creation, and the view that the extranet can indeed be considered the "superglue" of such seller-buyer relationships.Research limitations/implications -Although the aim of qualitative research is rarely to generalize in any way, it does allow one to probe more deeply and uncover detailed clues and descriptions of what is happening in an area of research that is itself dynamic and constantly changing. What practitioners can take from this study is that extranets can be developed to serve and create true value at the (core) seller-buyer relationship. Originality/value -Empirical evidence regarding extranets in such settings has been limited. This study helps to fill this gap and provide a foundation for future research efforts within the area.

The role of digital channels in industrial marketing communications

“…Several previous studies have identified issues meriting further research, such as how firms use digital communications channels and how use of these channels affects buyer-seller relationships (Constantinides & Fountain, 2008;Day & Bens 2005;Foster, 2005;Hennig-Thurau et al, 2010;Järvinen et al, 2012;Kerrigan & Graham, 2010;Michaelidou et al, 2011;Mulhern, 2009;Parasuraman & Zinkhan, 2002) This study proceeds as follows: We first provide a review of extant literature to determine the characteristics of industrial marketing communications and DMC. We then deepen theoretical understanding with an empirical multiple case study.…”

“…Companies now acknowledge the need to listen to their customers more, engage them in conversation, be transparent, and communicate with them openly and 3 empathetically. The marketing specialist's role has evolved from being a broadcaster to being an aggregator who brings content together to enable collaboration and participation in communities.Marketing communications now includes creating online communities, generating leads from online environments, and collaborating with customers to gain a better understanding of their needs (Weber, 2009).Several previous studies have identified issues meriting further research, such as how firms use digital communications channels and how use of these channels affects buyer-seller relationships (Constantinides & Fountain, 2008;Day & Bens 2005;Foster, 2005;Hennig-Thurau et al, 2010;Järvinen et al, 2012;Kerrigan & Graham, 2010;Michaelidou et al, 2011;Mulhern, 2009;Parasuraman & Zinkhan, 2002) This study proceeds as follows: We first provide a review of extant literature to determine the characteristics of industrial marketing communications and DMC. We then deepen theoretical understanding with an empirical multiple case study.…”

“…Of particular interest is how industrial marketers combine online and offline marketing communication efforts to create more value for their customers and other stakeholders (Foster, 2005) This study proceeds as follows: We first provide a review of extant literature to determine the characteristics of industrial marketing communications and DMC. We then deepen theoretical understanding with an empirical multiple case study.…”

“…However, the growing number of stakeholders and the fragmentation of the media landscape have led to a rethinking of marketing communications in industrial firms. Digital marketing communications (DMC), particularly when linked to corporate branding and in support of personal selling, has begun attracting the interests of both practitioners and academics (Deeter-Schmelz & Kennedy, 2002;Foster, 2005;Järvinen et al, 2012;Michaelidou et al, 2011). For example, research has recently examined ways to combine DMC with traditional marketing communications to communicate with industrial customers (Foster, 2005; Michaelidou et al, 2013), likely because traditional marketing communications (e.g., industrial advertising) play a lesser role than customer relationship management, personal interaction, and other variables in the industrial marketing mix-namely, product, price, and place Gilliland & Johnston, 1997; Jackson et al, 1985).…”

The Impact of Relationship Quality on Increased Electronic Cooperative Relationships

“…It is essential to know the service characteristics that drive customer value, and companies must know why people engage their services to develop appropriate service strategies 31 . Mackenzie 32 believes that product performance and product quality are the basic conditions for a core product.…”