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

Abstract

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.

What drives the successful launch of IoT-related business models?

“…Finally, we found a strong relationship between a customer’s company’s digitalization capabilities and ( H7c ) a buyer’s attitude toward a manufacturer’s IoT credibility ( p = 0.302**; t = 2.423). Our research is in line with the findings of Hollenbeck et al (2009), claiming that technological savviness and personal involvement in collaboration in a digital context impact the attitude toward the manufacturer’s IoT credibility.…”

“…According to Lambe et al (2000), developing solid digital collaboration with selected customers may strengthen relationship quality and enhance value for all parties. Furthermore, Hollenbeck et al (2009), as well as Matarazzo et al (2021), suggest that the supplier can build customer's trust by showing practical technological knowledge and having boundary spanners personally involved in every aspect of digital collaboration. Therefore, we suppose that:…”

Qualitative Methods in International Sales Research: Cross-Cultural Considerations

“…Using field research for data collection, for example, researchers build theory by observing and analyzing information from field interviews rather than investigating preconceived hypotheses about particular phenomena. Using an e-collaborative network to evaluate communications between sales force members (Hollenbeck et al 2009). Dominance of case research in qualitative industrial marketing research (Piekkari, Plakoyiannaki, and Welch 2010).…”

The impact of technology on evolving roles of salespeople

“…While sales force adoption of technology has often met initial resistance (Rapp et al , 2008; Hunter and Perreault, 2007), outlays for technology continue to increase as sales managers widely view them as investments benefiting sales force productivity and profitable buyer‐seller relationships (Hollenbeck et al , 2009). Studies have found that using the latest technology makes the salesperson's job easier (Colon, 1998), decreases costs (Taylor, 1993), enhances communications (Thetgyt, 2000), reduces sales cycle time (Thetgyt, 2000), improves organizational access to information (Leifer, 1999), and is essential for a sales organization to develop sustainable advantages over competitors (Rosen, 1999; Weitz and Bradford, 1999).…”