An analysis of buying center decisions through the salesforce

Brinkmann, Jörg; Voeth, Markus

doi:10.1016/j.indmarman.2007.05.009

Cited by 16 publications

(6 citation statements)

References 40 publications

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“…Overall, the results indicate that the suggested non-statistical and sales force-driven customer value management approach is effective in business markets, aligned with earlier related findings on soft value management methods (see Brinkmann & Voeth, 2007;Wübben & Wangenheim, 2008). More specifically, case firm Alpha's overall sales volume increased 65% after the first year of its implementation of the customer value potential management program (see Table 1).…”

Section: Realized Sales For Customer Segments and The Resulting Segmesupporting

confidence: 82%

“…The same applies to actual customer value analysis techniques, as the intervention study demonstrates the applicability and high predictive validity of a simple matrix type value potential segmentation tool that is widely employed in customer portfolio management research (Fiocca, 1982;Ritter & Andersen, 2014). As such, the results indicate that non-statistical, heuristics based management can perform as well as advanced modeling based management perspectives (Brinkmann & Voeth, 2007;Wübben & Wangenheim, 2008), and answer the call to simplify customer value analysis and estimation techniques (Selnes, 2011).…”

Section: Theoretical Implicationsmentioning

confidence: 67%

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Outward-looking and future-oriented customer value potential management: The sales force value appropriation role

Balboni

Terho

2016

Industrial Marketing Management

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Section: Realized Sales For Customer Segments and The Resulting Segmesupporting

confidence: 82%

Section: Theoretical Implicationsmentioning

confidence: 67%

Outward-looking and future-oriented customer value potential management: The sales force value appropriation role

Balboni

Terho

2016

Industrial Marketing Management

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“…In other words, the scenarios are ranked by the probability of acceptance. The resulting importance of each factor represents the importance of the respective TM on that ETD (confer Brinkmann & Voeth, 2007). In the context of ETDs, I refer to this importance as "influence" due to linguistic appropriateness.…”

Section: Modifying Tcas For Researching Etdsmentioning

confidence: 99%

Understanding Entrepreneurial Team Decisions: Measuring Team Members’ Influences With The Metricized Limit Conjoint Analysis

Baierl

2018

Sage Open

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Contextualizing research on entrepreneurial team decisions (ETDs) is closely related to elaborating the influence of several team members (TMs) on group decisions. Therefore, this study shows how the metricized limit conjoint analysis (MLCA) provides a method to more accurately determine TMs' influences. For doing so, this study introduces a new approach as a suitable alternative to directly ask for TMs' influences by utilizing a detailed step-by-step instruction for further research. Moreover, this study theoretically underlines the usability and preferableness of this new approach and validates it with a simulation of 45,000 assessments nested within 5,000 artificial respondents. The results indicate a diverse application potential for researching ETDs in several contexts. In addition, an illustrative example shows how this conjoint approach can be of value in subsequent research projects. Therefore, the MLCA is of increased interest for both researchers and practitioners when focusing on ETDs in several contexts.

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“…In addition to the number of members, it is especially important here to ascertain their functions (lateral involvement) and hierarchy levels (vertical involvement) (Dawes et al 1992, Johnston andBonoma 1981). Only then can industrial sellers go on and analyze the preferences of the individual buying center members as well as their decision-making process in particular (Brinkmann and Voeth 2007).…”

Section: Introductionmentioning

confidence: 99%

International Buying Center Analysis – The Status Quo of Research

Herbst

Barisch

Voeth

2008

J Bus Market Manage

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In industrial markets purchasing decisions are made by buying centers. Sellers thus have to analyze buying centers in order to generate effective strategies and measures. If we consider progressive economic globalization in this context, it becomes clear that a success promising analysis of buying centers cannot take place from a purely national perspective. On the contrary, the current ongoing globalization process emphasizes the importance of international investigation perspectives and the need to obtain international findings regarding market powers, processes and decision-making elements. There are numerous differences between buying centers in different countries. However, the international buying center analysis is only at an early stage of development. Most studies only analyze one aspect of the complex multipersonal decision process and mostly only for few countries. Thus we identify a lack of comprehensiveness in international buying center research and reveal some interesting starting points for further research.

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An analysis of buying center decisions through the salesforce

Cited by 16 publications

References 40 publications

Outward-looking and future-oriented customer value potential management: The sales force value appropriation role

Outward-looking and future-oriented customer value potential management: The sales force value appropriation role

Understanding Entrepreneurial Team Decisions: Measuring Team Members’ Influences With The Metricized Limit Conjoint Analysis

International Buying Center Analysis – The Status Quo of Research

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