Development of long-term B2B customer relationships: the role of self-disclosure and relational cost/benefit evaluation

Abstract

Purpose This paper aims to explore how and why salespeople enhance or hinder long-term business-to-business (B2B) customer relationships at the interpersonal level by considering self-disclosure and relational cost and reward evaluations. Design/methodology/approach Data from interviews (N = 47) with B2B sales professionals were analyzed, focusing on the shift of the phases in long-term B2B customer relationships. Findings Long-term B2B customer relationships evolve at the interpersonal level through a process of continuous relational cost and reward evaluation, self-disclosure and business disclosure in three phases: becoming business partners, collaborative partners and collaborative and personal partners. The reward evaluations progress from being business related to including even more relational benefits. Disclosure progresses through general business disclosure and general self-disclosure; strategic business disclosure and personal life self-disclosure; and synergistic business disclosure and private self-disclosure. Research limitations/implications The long-term B2B customer relationships could be studied at the interpersonal level from the customer’s perspective. Self-disclosure could be studied in cross-cultural settings as well as gender differences should be considered in future studies. Business and social penetration theory could be applied to investigate different types of relationships and other professional relationships, such as those between employers and employees. It would be important to test whether the business-related and self-disclosure subtypes apply to the development of other types of professional relationships or whether other disclosure subtypes exist. The authors recommend exploring salespeople’s and customers’ privacy management strategies in multiple communication channels. Practical implications Managers may apply the results of this study in their customer relationship management and sales training. Originality/value The findings outline a contextual extension of social penetration theory.

Customer experience in pharmaceutical B2B markets: perspectives of buyers and sellers

“…Furthermore, there has been minimal usage of either SPT or URT in the B2B setting (Koponen and Julkunen, 2022). However, rarely has a study combined SPT and URT to evaluate buyer–seller self-disclosure and uncertainty reduction for CX studies.…”

“…This maps to the exploration stage in the relationship development process (Dwyer et al, 1987), which opens the scope for uncertainty reduction initiatives from the dyads (Ludwig et al, 2022). Furthermore, there has been minimal usage of either SPT or URT in the B2B setting (Koponen and Julkunen, 2022). However, rarely has a study combined SPT and URT to evaluate buyer-seller self-disclosure and uncertainty reduction for CX studies.…”

“…The theory leverages reinforcement dynamics, wherein positive reinforcement leads to enhanced self-disclosure in addition to the business disclosure and thereby accelerated uncertainty reduction. The two-way information sharing between the two parties is key to the relationship and success (Koponen and Julkunen, 2022). In the context of buyer–seller relationships, the relevance of SPT lies in explaining the varying speed at which the relationship develops (Arli et al , 2018) and will continue if the benefits outweigh the costs for both parties (Wagner and Benoit, 2015).…”

The role of contextual factors in conflict handling strategies in logistics service networks

“…Finally, we did not incorporate any interpersonal mechanisms, such as actors’ personal traits or cognitive and emotional biases, which can also influence B2B relationship development (Bignoux et al , 2022; Koponen and Julkunen, 2022). Related to this, further work could explore the influence of interactions and emotions of industrial market actors that are under-researched in the conflict-handling process at the B2B level.…”

Economic and non-economic satisfaction as interlocking constructs in B2B sales relationships

“…Such a relationship can, for example, lower costs for business partners, enhance business operations and deliver positively on the total performance of a business in terms of sales growth and profits (Wu et al, 2015). Koponen and Julkunen (2022) supported this view stating that cooperation between a seller and a business customer is required to ensure both parties obtain benefits from their relationship through shared objectives. Through this approach, partners will perceive each other as compatible to the relationship, pursuing objectives that are aligned to secure satisfaction as an outcome for all parties to the relationship.…”