Omnichannel Management in B2B. Complexity-based model. Empirical evidence from a panel of experts based on Fuzzy Cognitive Maps

Alonso-Garcia, Javier; Pablo-Martí, Federico; Barriopedro, Estela Núñez

doi:10.1016/j.indmarman.2021.03.009

Cited by 29 publications

(25 citation statements)

References 39 publications

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“…Whereas most B2B organizations have taken a more cautious approach in deploying digital technologies, the COVID-19 pandemic has compelled sales organizations to adapt quickly and embrace digital transformation (Rangarajan et al , 2021; Kostis and Ritala, 2020). In the current literature, there is an evident gap in the joint study of digital and physical interactions for B2B companies and their relationships with other companies (Alonso-Garcia et al , 2021).…”

Section: Digitalization In the Business-to-business Contextmentioning

confidence: 99%

How the digital transformation from COVID-19 affected the relational approaches in B2B

Corsaro

D’Amico

2022

JBIM

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Purpose The purpose of this paper is to understand the main drivers of change in the relational approaches adopted in business-to-business (B2B) companies as an effect of the digital transformation processes boosted by COVID-19 pandemic. Design/methodology/approach The methodology includes a qualitative study based on an abductive approach. Twenty-eight semistructured interviews and two focus groups have been carried out with sales and marketing professionals from different industries. Findings The research defines a conceptual framework that describes what the main changes of B2B relational approach are in a context affected by the pandemic, as well as its effects. The framework is constituted by three dimensions, namely, efficiency of the interaction, coordination and digital trust, and seven subdimensions. Practical implications This research also contributes to managerial practice, defining some directions to be fulfilled in a business context affected by the COVID-19 emergency to improve efficiency, coordination and trust. Originality/value Academic literature has greatly analyzed the transformation of the B2B scenario; less studies have explored how the relational approach is changing due to the digital acceleration caused by COVID-19 pandemic.

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Section: Digitalization In the Business-to-business Contextmentioning

confidence: 99%

How the digital transformation from COVID-19 affected the relational approaches in B2B

Corsaro

D’Amico

2022

JBIM

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“…As evidenced in this systematic review, a substantial research gap has been identified (Berman and Thelen, 2018; Manser-Payne et al , 2017; Cummins et al , 2016) and there are relatively few studies on OCM (Table 3) and B2B marketing (Lilien, 2016). Furthermore, OCM conceptual understanding is underdeveloped in B2B academic research (Alonso-Garcia et al , 2021a, 2021b), and practitioner circles. Despite regular calls for OCM research (Manser-Payne et al , 2017; Lazaris and Vrechopoulos, 2014) and a number of reconnaissance articles (Berman and Thelen, 2018; Melero et al , 2016; Beck and Rygl, 2015; Hansen and Sia, 2015), there are few empirical studies in this realm.…”

Section: Conclusion Research Limitations and Implicationsmentioning

confidence: 99%

“…As B2B customers expect a consistent and personalised experience in every stage of their purchasing journey across the omni-channel (Forrester, 2015), B2B sellers are expected to provide omni-channel strategies that can meet individual needs (Forrester, 2015). However, despite growing interest in this phenomena within B2B customer behaviour literature (Alonso-Garcia et al , 2021a, 2021b; Aichner and Gruber, 2017; Pawlowski and Patuszak, 2016), OCM research is still in its infancy (Palmatier et al , 2019; Berman and Thelen, 2018; Cummins et al , 2016; Juaneda Ayensa et al , 2016) and the B2B customer perspective has rarely been studied (Alonso-Garcia et al , 2021a, 2021b; Forrester, 2015). Emerging OCM literature which adopts a B2B perspective reveals an under-examined strategic capability in areas such as logistics and distribution (Wieczerniak and Milczarek, 2019), the infiltration of technology (Fujimura and Ishino, 2020), the advancement of B2B omni-channel (OC) management (Alonso-Garcia et al , 2021a, 2021b) and the impact of digital technology on B2B buyer-supplier relationship development (Kauffman and Pointer, 2021; Gavin et al , 2020), reinforcing the need to systematically review what has been found to date.…”

Section: Introductionmentioning

confidence: 99%

“…Forrester’s (2015) report reinforces this point, stating that “while many B2B sellers have made progress in developing discrete digital touchpoints, most struggle with weaving them all together with their existing channels to create an engaging and seamless omni-channel customer experience” (p. 1). More recently, Alonso-Garcia et al (2021a, 2021b) highlighted a shortage of B2B omni-channel research before proposing the first model of OC management in the industrial field. It is, therefore, concluded that B2B omni-channel research and, more specifically, OCM research is in an infantile state, warranting conceptualisation within this paper.…”

Section: Introductionmentioning

confidence: 99%

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The emergence of B2B omni-channel marketing in the digital era: a systematic literature review

Hayes

Kelliher

2022

JBIM

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Purpose This paper aims to provide a systematic review of omni-channel marketing (OCM) literature and explore how it relates to business-to-business (B2B) marketing campaign development in the digital era. OCM’s evolution is tracked, exposing the areas in which research is most prevalent while also recognising knowledge gaps. Informed by these literature insights, the changing B2B channel dynamics that present within a digital era customer journey are appraised. An OCM model for B2B marketing campaign development is produced and avenues to further research are presented. Design/methodology/approach This paper uses a systematic approach to explore OCM literature. This review informs an OCM model for B2B marketing campaign development to help advance conceptualisation of OCM B2B customer engagement as an emerging phenomena in the digital era. Findings With just 21 papers identified, OCM is assumed to fit the criteria of an emerging concept as proposed in previous research studies. The proposed model presents the changing B2B omni-channel dynamics that can be used to create B2B OCM strategies, incorporating the myriad of B2B customer channels and touchpoints currently fabricating the modern B2B marketing terrain. Research limitations/implications Conceptual in nature, there is a need for more empirical research to fully comprehend the emerging OCM landscape and how it relates to B2B customer dynamics. Originality/value This research provides much-needed conceptualisation of data capture and management strategies for B2B marketing campaign development across the omni-channel in the digital era. While systematic literature reviews exist within the OCM realm, none have charted the current OCM literature.

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“…The implications of the ongoing pandemic have been particularly challenging for business-to-business (B2B) companies’ marketing landscapes. Scholars have outlined how B2B organizations have been forced to remarkably rethink their relationships with their core customers (Heyden et al , 2020; Hu, 2022), reassess their sales operations and revise their communication practices (Cortez and Johnston, 2020; Hartmann and Lussier, 2020; Kumar and Sharma, 2021), cementing omnichannel engagement and real-time adaptations to customers as the predominant path for B2B value creation processes (Alonso-Garcia et al , 2021; Corsaro and Anzivino, 2021). Furthermore, new “design-thinking” patterns have enabled companies to approach customers so as to pivot into the new context with greater promptness and resiliency (Cankurtaran and Beverland, 2020).…”

Section: Introductionmentioning

confidence: 99%

Navigating a global pandemic crisis through marketing agility: evidence from Italian B2B firms

Moi

Cabiddu

2022

JBIM

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Purpose This study aims to explore the impact of marketing agility on the business-to-business (B2B) firms’ capacity to address unexpected events such as the recent coronavirus (COVID-19) pandemic, examining how they reshape their strategies during the different stages of a crisis. Design/methodology/approach This study follows a theory-building approach and performs an in-depth exploratory multiple-case study in the context of 16 Italian firms operating in the B2B sector. Findings The study develops an event-sequence-based framework and illustrates how agile marketing strategies empower B2B firms to cope with a crisis across three crucial moments: the event phase, the response management phase and the investigation phase. Originality/value This paper contributes to a better understanding of marketing agility in the context of crisis management by showing the agile marketing strategies that B2B firms adopt during the different stages of a crisis. This work provides a useful foundation to assist managers in coping with market uncertainty. It suggests practical guidelines to make more informed strategic and operational marketing decisions, increasing a firm’s capacity to act in today’s fast-moving, complex times.

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Omnichannel Management in B2B. Complexity-based model. Empirical evidence from a panel of experts based on Fuzzy Cognitive Maps

Cited by 29 publications

References 39 publications

How the digital transformation from COVID-19 affected the relational approaches in B2B

How the digital transformation from COVID-19 affected the relational approaches in B2B

The emergence of B2B omni-channel marketing in the digital era: a systematic literature review

Navigating a global pandemic crisis through marketing agility: evidence from Italian B2B firms

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