Customer Relationship Building on the Internet in B2B Marketing: A Proposed Typology

Harrison‐Walker, L. Jean; Neeley, Sue E.

doi:10.1080/10696679.2004.11658510

Cited by 49 publications

(21 citation statements)

References 30 publications

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“…B2B buying processes are characterised as multi-stage and complex, involving many decision-makers. Marketers' objective is to move potential customers through the pre-purchase stage to the purchase stage, and then to further assist customers in the post-purchase stage (Harrison-Walker and Neeley, 2004). The post-purchase stage is important, as B2B purchasing managers tend to form strong bonds with those suppliers who satisfy both the firm's organisational needs and the purchasing manager's personal needs (Tellefsen, 2002).…”

Section: Theoretical and Empirical Foundationsmentioning

confidence: 99%

Business to business digital content marketing: marketers’ perceptions of best practice

Holliman

Rowley

2014

Journal of Research in Interactive Marketing

325

256

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to draw attention to the emerging phenomenon of business to business (B2B) digital content marketing, offers a range of insights and reflections on good practice and contributes to theoretical understanding of the role of digital content in marketing. B2B digital content marketing is an inbound marketing technique and hence offers a solution to the declining effectiveness of traditional interruptive marketing techniques. Design/methodology/approach -Semi-structured interviews were conducted with 15 key informants involved in B2B content marketing in the USA, UK and France, in five industry sectors. Findings -B2B digital content marketing is an inbound marketing technique, effected through web page, social media and value-add content, and is perceived to be a useful tool for achieving and sustaining trusted brand status. Creating content that is valuable to B2B audiences requires brands to take a "publishing" approach, which involves developing an understanding of the audience's information needs, and their purchase consideration cycle. Valuable content is described as being useful, relevant, compelling and timely. Content marketing requires a cultural change from "selling" to "helping", which in turn requires different marketing objectives, tactics, metrics and skills to those associated with more traditional marketing approaches. The article concludes with a theoretical discussion on the role of digital content in marketing, thereby contextualising the findings from this study within a broader exploration of the role of digital content in marketing and relational exchanges. Originality/value -As the first research study to explore the use of digital content marketing in B2B contexts, this research positions digital content marketing with regard to prior theory, and provides both an agenda for further research, and suggestions for practice.

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Section: Theoretical and Empirical Foundationsmentioning

confidence: 99%

Business to business digital content marketing: marketers’ perceptions of best practice

Holliman

Rowley

2014

Journal of Research in Interactive Marketing

325

256

View full text Add to dashboard Cite

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“…However, insights into technological readiness potentially offer greater explanatory power because technological readiness may help predict the benefits to be gained from implementing technology. Additionally, we follow a stream of researchers who have successfully applied the seminal works of Parasuraman to the macro or business to business level (Gounaris 2005;Harrison-Walker and Coppett 2003;Harrison-Walker and Neeley 2004;Taylor, Goodwin, and Celuch 2005;Wetzels and de Ruyter 1995;Zinn and Parasuraman 1997). Parasuraman's (2000) conceptualization of technological readiness included four dimensions -Optimism, Innovativeness, Discomfort, and Insecurity.…”

Section: Firm Technological Readinessmentioning

confidence: 99%

Firm Technological Readiness and Complementarity: Capabilities Impacting Logistics Service Competency and Performance

Richey

Daugherty

Roath

2007

J of Business Logistics

142

161

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This manuscript explores the importance of both technological readiness and technological complementarily in the management of supplier logistics service quality and performance. From a resource based perspective, the results support the importance of technological readiness and technological complementarity as important capabilities for supply chain firms in attaining superior logistics service quality. Additionally, the long standing belief that logistics service quality is a core competency that impacts superior performance is upheld. Finally, this manuscript gives managers insight into the dynamics of managing technology across partnerships.

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“…Harrison-Walker and Neeley (2004) note that more than half of all e-commerce occurs in B2B markets. According to Sharma (2002), organizations that take advantage of Internet effi ciencies are outperforming organizations that utilize traditional modes of operation.…”

Section: The Benefits Of E-collaborationmentioning

confidence: 99%

E-Collaborative Networks: A Case Study on the New Role of the Sales Force

Hollenbeck

Zinkhan

French

2009

Journal of Personal Selling & Sales Management

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Internet-based developments are generating opportunities for enhancing business-to-business operations. One approach involves the adoption of e-collaborative networks, which have the potential to strengthen communications between the members of a value-chain network. An effective communication interface within the value chain is central to the client's productivity, and the sales force plays an important role in facilitating this process. Here, we examine an e-collaborative network built and sustained by one global, U.S.-based technology fi rm. Using an extended case study method, we identify software capabilities that infl uence e-collaboration and discuss the mediating role of the sales team: (1) monitoring communal involvement, (2) identifying prospective e-collaborative fi rms, (3) inspiring a cooperative environment, and (4) fostering a sense of trust. We offer performance metrics and suggest implications for the sales force.

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Customer Relationship Building on the Internet in B2B Marketing: A Proposed Typology

Cited by 49 publications

References 30 publications

Business to business digital content marketing: marketers’ perceptions of best practice

Business to business digital content marketing: marketers’ perceptions of best practice

Firm Technological Readiness and Complementarity: Capabilities Impacting Logistics Service Competency and Performance

E-Collaborative Networks: A Case Study on the New Role of the Sales Force

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