CABS: a conceptual model for context-aware B2B sales applications

Abstract

Purpose – This paper aims to propose a conceptual model that will guide development of mobile applications to support value-added business-to-business (B2B) sales activities. Design/methodology/approach – The paper reviews the concepts of context-aware applications and context-marketing, then examines B2B selling and the creation of value, utilizing Terho’s model of value-based selling, and presenting the potential role of context-aware B2B selling in creating value. Terho’s model is then combined with a taxonomy of context modeling to produce step-by-step a conceptual model for developing context-aware B2B sales applications (CABS). Findings – By mapping the context-aware application development taxonomy against each stage of Terho’s “value-based selling” model, the CABS model is proposed. This model provides a platform for the B2B salesforce, their customers and information technology (IT) staff to work together in developing requirements and prototypes for mobile B2B context-aware applications. Research limitations/implications – The CABS model would require empirical testing to assess its viability and suitability. This would initially be done via focus groups in targeted sales organizations. Practical implications – The CABS model could utilized by sales staff and their customers to develop requirements for mobile context-aware applications to support B2B activity. In addition, the CABS model could be utilized in joint application design processes to enable sales and IT staff to work together in developing prototype mobile applications. Originality/value – While context-aware applications are beginning to transform business-to-sale (B2C) sales activities, it is clear that B2B sales could also benefit from these types of applications, but little progress has been made in understanding or developing their potential. The CABS model enables B2B sales staff and their customers to recognize these benefits and facilitate working with IT staff in defining requirements and developing prototypes.

Facilitators and inhibitors of value co-creation in the industrial services environment

“…In terms of the facilitator “information exchange through technology,” the information technologies enhance inter-firm cooperation by improving the information flow among the stakeholders (Tsou and Hsu, 2015; Rogers and Clark, 2016). In this regard, Lusch and Vargo (2008) affirm that the flow of information in value co-creation must be symmetrical (i.e.…”

The interplay of word-of-mouth and customer value on B2B sales performance in a digital platform: an expectancy value theory perspective

“…Each fast response is an opportunity to drive broader and deeper, and as many conversations as possible to have the buyers engaged in communicating their problems, goals and priorities quickly. With a full understanding of buyer’s needs, suppliers can provide a relevant and customized stream of supportive information and insights to develop the optimal solution to best solve buyer’s problems, and meanwhile meet their own sales objectives (Rogers and Clark, 2016).…”

“…Beyond fulfilling operational needs, suppliers must be mindful of shaping customer perceptions of other potential values added to products and services at each buyer touchpoint (Kock and Rantala, 2017). B2B firms should design and integrate the sales processes to maximize customer value creation and convenience in the customer buying journeys (Grönroos and Voima, 2013; Rogers and Clark, 2016). It is worth noting that in industrial buying, there is a continuum between transaction-based and outcome-based models.…”

Unanticipated Consequences of Interactive Marketing: Systematic Literature Review and Directions for Future Research

“…Some studies focused on the adoption and use of new technologies by companies (Rogers and Clark, 2016). For example, Rogers and Clark (2016) proposed a conceptual model for context-aware B2B sales-CABS.…”