The Effect of Review Writing on Learning Engagement in Channel Partner Relationship Management

Abstract

To develop the knowledge and skill sets of channel partner firms, firms increasingly introduce learning programs as part of their relationship management strategies. Yet, the engagement of channel partners in these programs tends to be low though. The current research, conducted in collaboration with a Fortune 100 information technology company, examines ways to strengthen learning engagement. In accordance with self-regulated learning theory, the authors propose and demonstrate that when channel partners write reviews of a learning module that they attended, beyond providing ratings, they are better able to reflect on the relevance of their learning experience and they are further engaged in learning activities. The audience and focus of these written reviews determine the engagement of the channel partner sales personnel. Therefore, review writing is a valuable, informal mechanism to motivate them. These effects are moderated by characteristics of both the channel partner (learning orientation of the salesperson, identification with the manufacturer) and the relationship with the manufacturer (length and exclusivity).

Customer-supplier relationships in high technology markets 3.0

“…In terms of cognitive motivations related to channel partner programmes, a recent study by Aguirre et al (2018) finds that, in accordance with self-regulated learning theory, learning engagement in channel partner programmes can be stimulated by inviting customers to write reviews of learning content that is made available (as opposed to providing evaluations based on ratings). The authors show that the act of review writing presents customers with an opportunity to reflect and that this provides an additional motivation to engage in further learning behaviour.…”

“…In today's industrial technology markets suppliers continue to commit considerable resources to customer (or channel) relationship management. In addition to their direct impact on supplier revenues, customers (or channel partners) are viewed as an important source of market information and product and market development (Aguirre et al 2018).…”

Engagement-to-value (E2V): an empirical case study

“…Many firms rely on distribution networks to market their goods and services to endcustomers and are cognizant of the strategic role that their channel partners fulfil. Not only do channel partners account for a large proportion of sales and revenues (Aguirre et al 2018), they also are an important con duit for market and customer information. Managing the engagement of networks of channel partners has very much become a strategic imperative, as it is pertinent to leveraging competitive advantage for vendors or supplier firms (Bairstow and Young 2012).…”

“…Consequently, considerable investments are made to build and maintain engaging relationships through Channel Partner Programs (CPPs). In these programs knowledge development is promoted through online learning modules, channel partner collaboration and social networking are facilitated in virtual forums, and certification and selling are incentivized (Aguirre et al 2018). For example, IBM's "Know Your IBM" program and PartnerWorld University host thousands of online learning modules for their channel partners, related to critical sales and technical skills.…”

“…First, we see a need to expand the horizon of behavioral engagement research by identifying and validating measures that are both accessible and diagnostic within specific contexts. Within the context of CPPs, additional research could focus on establishing relationships between reseller uptake of reseller targeted learning modules, that is, behavioral learning engagement and sales (Aguirre et al 2018). Scaling up to a wider variety of contexts, future research could focus on identifying which engagement behaviors in service encounters (e.g.…”