Strategic enablement investments: Exploring differences in human and technological knowledge transfers to supply chain partners

Plangger, Kirk; Montecchi, Matteo; Danatzis, Ilias; Etter, Michael; Clement, Jesper

doi:10.1016/j.indmarman.2020.09.001

Cited by 16 publications

(9 citation statements)

References 76 publications

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“…suppliers, consultants) partners to improve their sales performance (Keeling et al, 2020;Peterson et al, 2020). Strategic sales enablement EJM 56,9 requires coordinated transfers of explicit and tacit organisational knowledge (Plangger et al, 2020). While knowledge transfers can be impactful in developing sales capabilities (Peterson et al, 2020), practitioners and academics struggle to understand how organisationally directed knowledge transfers (i.e.…”

Section: Substantive Problem Recognitionmentioning

confidence: 99%

Creating discursive channels: generating and disseminating impactful research insights into the strategic sales enablement of retail technology

Montecchi

Bonetti

Plangger

et al. 2022

EJM

Self Cite

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Purpose To meet the complex technology needs of retail clients, technology providers must work in a close partnership with their clients and co-envisage a strategic vision for the role that technology should play in the client’s value chain. However, many providers lack the sales capabilities needed to do this. This study aims to examine the need for providers to transition from transaction-oriented to solution selling-oriented approaches. To do so, this study explores the impact outcomes of a knowledge-exchange intervention co-designed with a partner from industry. Design/methodology/approach Building on empirical insights from an ongoing research programme that examines retail technology implementations, this study developed a knowledge exchange intervention consisting of planning discursive channels, co-defining the scope, co-developing knowledge, executing the intervention and assessing impact outcomes. Discursive channels – multi-lateral communication channels that allow researchers to work collaboratively with the research partner and other stakeholders – emerge as a critical knowledge-exchange mechanism to generate impact outcomes. Findings The knowledge-exchange intervention provides impact by enabling the industry partner to establish cross-functional solutions teams, assess retail clients’ technological needs, aid decision-making, define barriers to implementation and develop a coaching approach to support clients’ technological investments. Impact outcomes vary in magnitude, intensity, scope and duration and can also be unintentional where unplanned changes are embedded into practice. Originality/value This impact framework offers a roadmap to orchestrate impact outcomes that emerge from academic enquiries.

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Section: Substantive Problem Recognitionmentioning

confidence: 99%

Creating discursive channels: generating and disseminating impactful research insights into the strategic sales enablement of retail technology

Montecchi

Bonetti

Plangger

et al. 2022

EJM

Self Cite

View full text Add to dashboard Cite

show abstract

“…Gamification might be one of the solutions that simplifies this problem and enhances co-creation (Patricio et al, 2020) by providing clear rules of play between partners. This can facilitate firms to encourage channel partners to provide feedback, signpost missing information and contribute knowledge to an enablement program (Plangger et al, 2020). Gamification allows firms and their partners to potentially stimulate different scenarios of enablement programs, choose which one fits their particular case best and even develop different services based on the partner's feedback.…”

Section: Theme 1: Gamificationmentioning

confidence: 99%

Key trends in business-to-business services marketing strategies: Developing a practice-based research agenda

Jong

Ruyter

Keeling

et al. 2021

Industrial Marketing Management

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“…Critically, Keeling et al (2020) identified deliberate learning as the key to strategic enablement to empower channel partners and improve their sales performance. Plangger et al (2020) built a strategic enablement investments framework to classify different learning environments to transfer knowledge to business partners. With respect to business-to-consumer research, the discussion has been relatively scarce.…”

Section: Theoretical Background Customer Learningmentioning

confidence: 99%

Why do customers want to learn? Antecedents and outcomes of customer learning

Sun

Eisingerich

Foscht

et al. 2022

EJM

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Purpose Customers often want to learn about a product/service, and companies can benefit from such a learning desire. While prior research has shed light on firm-beneficial outcomes of customer learning and explored the motivational factors of business partners’ learning behavior, less is known about the critical antecedents of individual customers’ learning behavior. This study aims to explore the key drivers of individual customers’ learning desires and identified customers with a stronger learning desire. Design/methodology/approach This research used both a lab experiment (Study 1, N = 148) and surveys (Study 2, N = 553; Study 3, N = 703) across different participant populations and product contexts. Findings This study indicated that both involvement and knowledge-sharing intention drove customer learning desire. Customer expertise further strengthened these main effects. Moreover, a stronger learning desire led to greater customer satisfaction. Research limitations/implications This study identified key factors involved in customer learning desire and its potential benefits for companies. Additional research to investigate customer learning in specific environments and forms and regarding specific brands is warranted. Practical implications This study emphasizes the importance of supporting customer learning and encourages businesses to manage customer learning proactively. It also provides suggestions for effective learning support for targeted customer groups. Originality/value This study contributes to the customer learning literature by exploring key influencing factors of individual customers’ learning desires, based on self-determination theory. It also identified the role of customer expertise in shaping customers’ learning processes. Moreover, this study examined customer learning as a novel way to enhance customer satisfaction.

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Strategic enablement investments: Exploring differences in human and technological knowledge transfers to supply chain partners

Cited by 16 publications

References 76 publications

Creating discursive channels: generating and disseminating impactful research insights into the strategic sales enablement of retail technology

Creating discursive channels: generating and disseminating impactful research insights into the strategic sales enablement of retail technology

Key trends in business-to-business services marketing strategies: Developing a practice-based research agenda

Why do customers want to learn? Antecedents and outcomes of customer learning

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