Reflections on “social media: Influencing customer satisfaction in B2B sales” and a research agenda

Nunan, Daniel; Sibai, Olivier; Schivinski, Bruno; Christodoulides, George

doi:10.1016/j.indmarman.2018.03.009

Cited by 86 publications

(83 citation statements)

References 47 publications

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“…Scholars have, for example, pointed out that salespeople are increasingly involved in activities (e.g., communicate information post purchase, demonstrate interest and concern post purchase, respond quickly and sufficiently to post-purchase requests) once relegated to those of customer service personnel (e.g., Ahearne, Jelinek, and Jones 2007;Rapp et al 2017). Additionally, scholars have described selling and other activities performed by salespeople and others over digital technologies including social media (e.g., Agnihotri et al 2012;Nunan et al 2018), as well as the ability of digital technologies to support human actors in performing activities and shift performance of activities to digital technologies or other actors (e.g., Singh et al 2019).…”

Section: Sales Activitiesmentioning

confidence: 99%

An exploration of sales activities from a service ecosystems perspective

Hartmann¹,

Wieland²,

Lussier³

2021

A Research Agenda for Sales

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As scholars have pointed to, it seems as if selling is going through a major transition (Hartmann, Wieland, and Vargo 2018;Marshall et al. 2012;Moncrief 2017). Beginning in the 1970s, relationship sales orientations (long-term, partnership, and mutual benefit focus) have steadily replaced transactional (short-term, salesperson vs. buyer, and maximization of self-interest) sales orientations. These relationship sales orientations have evolved, as exemplified by consultative and enterprise selling, to increasingly recognize the participation of greater and broader sets of actors in selling (Jolson 1997;Rackham and DeVincentis 1998;Weitz and Bradford 1999). Moreover, the literature now recognizes the broad engagement of salespeople with large sets of actors, both internal and external to selling organizations (Evans et al. 2012;Plouffe and Barclay 2007;Plouffe, Sridharan, and Barclay 2010;Plouffe et al. 2016) and views sales processes as embedded in service ecosystems (i.e., dynamic systems in which actors integrate and exchange resources to create value for themselves and for others) (Hartmann, Wieland, and Vargo 2018). The advent and proliferation of digital technologies (e.g., computers, mobile devices, internet, email, customer relationship management software, and artificial intelligence) have contributed to more connected, informed, and dynamic actors (e.g., buyers, sellers, journalists) throughout ecosystems (Andzulis, Panagopoulos, and Rapp 2012;Marshall et al. 2012). Partially attributable to the aforementioned, salespeople of today must address increasingly dynamic changes in the demands of broad stakeholders (e.g., sales organization members, customers' organizations, suppliers) and resources (e.g., technologies). This leads to an environment where salespeople are regularly and increasingly asked to perform new activities, and shift activities that they are used to performing to other actors or technological tools (Marshall, Moncrief, and Lassk 1999).

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Section: Sales Activitiesmentioning

confidence: 99%

An exploration of sales activities from a service ecosystems perspective

Hartmann¹,

Wieland²,

Lussier³

2021

A Research Agenda for Sales

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“…To address the integration of data into the creative process, it is possible to highlight the variation between two major types of data processing: batch processing (Affetti et al, 2017;Casado & Younas, 2015;Grolinger et al, 2014), and real-time processing (Casado & Younas, 2015;Li et al, 2018;Wan et al, 2017). Historical data from the past is accepted by batch processing of big data analysis to inform future actions, strategies, and plans (Chen et al, 2015;Kitchens et al, 2018;Nunan et al, 2018;Yang et al, 2020). The processing with these two scenarios corresponds to both structured data (batch processing) and unstructured data (real-time processing):…”

Section: Data In the Design Processmentioning

confidence: 99%

Creativity Forward: A Framework That Integrates Data Analysis Techniques to Foster Creativity Within the Creative Process in User Experience Contexts

Gómez

2021

Creativity Studies

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The latest technological advancements allow users to generate a large volume of data related to their experiences and needs. However, the absence of an advanced methodology that links the big data and the creative process prevents the effective use of the data and extracting all its potential and knowledge in this context, which is crucial in offering user-centred solutions. Incorporating data creatively and critically as design material can help us learn and understand user needs better. Therefore, design can bring deeper meaning to data, just as data can enhance design practice. Accordingly, this work raises a reflection on whether designers could appropriate the workflow of data science in order to integrate it into the research process in the creative process within a framework of user experience analysis. The proposed model: data-driven design model, enhances the exploratory design of problem space and assists in the creation of ideas during the conceptual design phase. In this way, this work offers an integrated vision, enhancing creativity in industrial design as an instrument for the achievement of the proper and necessary balance between intuition and reason, design, and science.

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“…Otherwise, failure to be responsive to this competitive market dynamics suggests a firm that is not interested in being competitive nor wanting to survive the harsh business environment. As suggested by scholars, one way to quickly reach out to the customer is by adopting social media platforms (Bullini-Orlandi, Zardini, & Rossignoli, 2020;Christodoulides, Michaelidou, & Siamagka, 2019;Nunan, Sibai, Schivinski, & Christodoulides, 2018;Ogilvie, Agnihotri, Rapp, & Trainor, 2018). As a customer-related tool, social media can remotely enable customers to connect with the firm to exchange information and obtain feedback that will improve the firm in terms of goods and services on offer (Harrigan, Miles, Fang, & Roy, 2020;Wang, Zhang, Tse, & Chan, 2020).…”

Section: Social Media Agility and Firm Survivalmentioning

confidence: 99%

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

2021

Marketing and Branding Research

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This study assessed the effect of adaptive capability and social media agility on survival firms in multiple industries in five countries. Furthermore, it established the mediating effect of ambidextrous marketing capability on the interaction between adaptive capability, social media agility, and firm survival, and examined the interaction between social media agility and adaptive capability. The study adopted a survey design and a sample of 416 firms in Nigeria, Canada, the United States, Australia, and the United Kingdom, and conducted the regression analysis to test the hypotheses formulated therein. The results showed that adaptive capability and social media agility had a positive and significant effect on business survival. Further analysis showed that when ambidextrous marketing capability was incorporated into the two models respectively and forming multiple regression analysis, the coefficient of ambidextrous marketing capability had a significant effect on business survival; however, the coefficient of adaptive capability and social media agility became insignificant suggesting that a full mediation effect was established. Lastly, social media agility had a positive and significant effect on the firm's adaptive capability. The findings suggest that adaptive capability and social media agility enhance firm survival through the mechanism of ambidextrous marketing capability. The study recommends that firms strengthen their adaptive capability infrastructure; develop a robust, agile social media interface, and commit resources to enhance connectivity with the market, supplier, and customers (outside-in). Likewise, enhance internal organizational knowledge, skill, and ability (inside-out) to offer incremental and radical products to address changing market demand.

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Reflections on “social media: Influencing customer satisfaction in B2B sales” and a research agenda

Cited by 86 publications

References 47 publications

An exploration of sales activities from a service ecosystems perspective

An exploration of sales activities from a service ecosystems perspective

Creativity Forward: A Framework That Integrates Data Analysis Techniques to Foster Creativity Within the Creative Process in User Experience Contexts

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

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