Entrepreneurial strategy-making, corporate entrepreneurship preparedness and entrepreneurial sales actions: Improving B2B sales performance

Edwards, John S.; Miles, Morgan P.; D’Alessandro, Steven; Frost, Mark

doi:10.1016/j.jbusres.2022.113586

Cited by 12 publications

(11 citation statements)

References 45 publications

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“…Given the size and importance of the B2B market, former studies have looked at the behavior of B2B companies [5][6][7][8][9]. However, many previous studies on corporate performance have been conducted without distinguishing between B2C and B2B [10][11][12][13][14].…”

Section: Introductionmentioning

confidence: 99%

Analyzing Factors That Affect Korean B2B Companies’ Sustainable Performance

Lee,

Kim

2024

Sustainability

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This study empirically examines factors that can influence the sustainable corporate performance of Korean business-to-business (B2B) companies with the help of unique survey data. Factors such as technological capability, the chief executive officer (CEO)’s risk-taking propensity, B2B seller skill, and key account management (KAM) are analyzed to clarify their impact on sustainable financial and non-financial performance. In particular, given that environment, society, and governance (ESG) reporting has recently been widely recognized as an important evaluation factor for companies, we look at the mediating effects of ESG management on sustainable business performance. The results show that the CEO’s risk-taking propensity and B2B seller skill significantly impact the company’s sustainable financial performance, while technological capability and the CEO’s risk-taking propensity significantly impact sustainable non-financial performance. The fact that a CEO’s risk-taking propensity affects both sustainable financial and non-financial performance indicates the importance of entrepreneurial competency in the sustainability of the company. Furthermore, the findings reveal that ESG management plays a crucial role in sustainable corporate performance. The mediating role of ESG management allows technological capability, B2B seller skill, and KAM to influence sustainable financial performance significantly. Likewise, all of the explanatory factors contribute to the company’s sustainable non-financial performance through ESG management. The findings are important for both practitioners and scholars because they emphasize the need to establish an optimal ESG management strategy for corporate survival and sustainability. Furthermore, this study underscores that ESG management should be implemented by all organizational members, from CEOs to employees. Future research will include more comprehensive samples and analyze various strategic factors not covered in this study to derive effective ways by which companies can increase their performance and sustainability. We will also explore the factors that contribute to good ESG management practices.

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Section: Introductionmentioning

confidence: 99%

Analyzing Factors That Affect Korean B2B Companies’ Sustainable Performance

Lee,

Kim

2024

Sustainability

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“…The formulation of a supply chain strategy is an essential element in contemporary business operations, exerting a significant influence on a company's competitive advantage and overall organizational effectiveness (Edwards et al, 2023). An optimal supply chain strategy entails the optimization of procedures to facilitate the efficient movement of goods and services from suppliers to customers (McVea & Freeman, 2023).…”

Section: Introductionmentioning

confidence: 99%

The impact of strategic and innovativeness entrepreneurship and social capital on business overall performance through building a sustainable supply chain management at Jordan Private Universities

Al-Tarawneh,

Haddad,

Al-Dwairi

et al. 2024

10.5267/j.uscm

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The objective of this study was to assess the influence of strategic entrepreneurship, innovative entrepreneurship, and social capital on the overall performance of businesses by establishing a sustainable supply chain management system in private colleges in Jordan. The primary objective of the study was to examine the impact of these elements on the development of sustainable supply chain management and the overall performance of businesses. To assess the assumptions posited in this study, a total of 329 individuals were recruited as participants, and their data were subjected to analysis and discussion. The study demonstrated that the implementation of an entrepreneurship strategy, together with the adoption of creative entrepreneurial practices inside the organization, as well as the support and enhancement of social capital management, all contributed to the development of a sustainable supply chain management system and the enhancement of overall business performance. The significance of strategic entrepreneurship emerged, highlighting its encompassment of key elements such as Market Opportunity Assessment, resource allocation, and firm design. The subsequent concept that emerged was that of creative entrepreneurship, encompassing elements such as creativity and the production of ideas, willingness to take risks and engage in experimentation, as well as the ability to sense market trends and prioritize customer-centric innovation. Social capital emerged as a prominent feature, constituting the third important element. This category encompassed other subcategories, including networking and fostering relationships, trustworthiness and reputation, as well as the exchange of knowledge and facilitation of information dissemination. The results indicated the potential for enhancing overall business performance and developing a sustainable supply chain management by implementing an entrepreneurship strategy, specifically entrepreneurship innovativeness, and fostering social capital. This approach can aid employees in understanding their job responsibilities. The achievement of this objective can be facilitated through the provision of training and development opportunities for personnel.

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“…Research on competitive strategies for companies engaged in wholesale trade has been widely carried out. Research shows various suggestions for increasing profitability through supply chain Literature Review Edwards et al (2023) examine the connection between entrepreneurial strategy-making, corporate entrepreneurship readiness, and sales actions in the context of improving B2B sales performance. The authors suggest that a well-constructed entrepreneurial strategy can prepare a company for corporate entrepreneurship, resulting in improved sales performance.…”

Section: Introductionmentioning

confidence: 99%

“…This process can be achieved by analyzing internal and external factors affecting the company, developing alternative strategies using the SWOT matrix, and setting priorities with the help of the QSPM method (David and David, 2017). Despite the numerous studies that have been conducted on the impact of business strategy on corporate success (Edwards et al, 2023;Pakizer et al, 2022aPakizer et al, , 2022bvan Ewijk & Weber, 2021), there is still a gap in research on the process of formulating a sustainable strategy.…”

Section: Introductionmentioning

confidence: 99%

“…In this context, having a clear and well-thought-out plan can help a firm to effectively navigate the challenges and opportunities that arise (Gallego et al, 2020). Furthermore, research has shown that adequately making entrepreneurial strategies can lead to better corporate entrepreneurship preparedness and improved sales performance (Edwards et al, 2023). In conclusion, a sustainable system is essential for a firm to thrive and stay ahead of the competition in today's fast-paced and constantly evolving business world.…”

Section: Introductionmentioning

confidence: 99%

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Creating an environmentally responsible business: Evaluating, designing and prioritizing strategies

Pratama

Herman²

2023

JIBE

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Business organizations are constantly seeking ways to gain a competitive edge, and one approach is to develop effective strategies. To this end, this study aimed to identify internal and external factors that affect a company's performance and to formulate alternative strategies that could ensure its sustainability. The research focused on PT. Kastara Group Indonesia operates in the wholesale trade of coconut, coffee, and fish. To analyze the company's current position, the researchers employed Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), Internal-External (IE) Matrix, SWOT Matrix, and Quantitative Strategic Planning Matrix (QSPM) in a case study. Based on the IE Matrix analysis results, the company requires a strategy for growth and development. The QSPM method was used to evaluate and compare alternative strategies. The results suggest that the company's strength lies in its ability to transform its business model digitally by creating dedicated platforms for wholesalers, which can reduce the length of the supply chain and expand the market.

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Entrepreneurial strategy-making, corporate entrepreneurship preparedness and entrepreneurial sales actions: Improving B2B sales performance

Cited by 12 publications

References 45 publications

Analyzing Factors That Affect Korean B2B Companies’ Sustainable Performance

Analyzing Factors That Affect Korean B2B Companies’ Sustainable Performance

The impact of strategic and innovativeness entrepreneurship and social capital on business overall performance through building a sustainable supply chain management at Jordan Private Universities

Creating an environmentally responsible business: Evaluating, designing and prioritizing strategies

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