Fostering partner relationship management in B2B ecosystems of electronic media

Abstract

Purpose This paper aims to discuss relationship management in business-to-business (B2B) ecosystem of electronic media. The goal of this research is twofold. First, the goal is to understand and model the impact of customer relationship management technology adoption on B2B relationships. Second, the authors investigated how trends in e-business and partner relationship management (PRM) affect partner relationship quality in public broadcasting. Design/methodology/approach This study deals with the impact that relationship capability, relationship fulfillment, operational PRM, analytical PRM, social PRM and readiness to adopt new e-business models produce on relationship quality of a public broadcaster. The research was conducted on a testing sample of 78 participants. All the participants were representatives of the Serbian public broadcaster’s business partners. Findings Results revealed that relationship capability, analytical and social PRM have a significant impact on relationship quality. In addition to this, the survey suggested that activities such as organizing social events, developing new services, personalization and tailoring of services could improve PRM outcomes. Practical implications The results aim to help practitioners to enhance their relationships with stakeholders and maximize the total outcomes of those relationships. Specifically, managers and practitioners doing business in the field of electronic media could benefit from the presented results. Originality/value Significance of the paper is reflected in the fact that it analyzes innovative concepts and technologies. Conclusions and recommendations put forward in the paper could serve as a good basis and framework for other public broadcasters, particularly for those from the developing countries.

Revisiting Contemporary Issues in B2B Marketing: It's Not Just about Artificial Intelligence

“…Noting the growing fluidity of organizational forms and the temporality of employee engagement, there is a need for a better understanding as to how the multiple layers of complexity interact. There are some broad notions of ‘capabilities’ and ‘contracting’ that may be useful in the further exploration of these concepts (Barac et al, 2017; Guo et al, 2018; O'Cass and Ngo, 2012). There are additional needs to understand the role of processes and procedures, integrating infrastructure and even culture, all of which are likely to help develop greater depth in cross-functional integration as a meaningful concept for B2B marketing.…”

“…1 The emerging buzz word is ‘personalization’, or the ability for new technologies to create personalized customer experience through the clever combination and use of data (Shriber, 2017). Scope now exists to develop specific content for users while also automating its targeted release (Barac et al, 2017; Järvinen and Taiminen, 2016). In effect, AI allows suppliers to simulate rich, engaging customer relationships without having to invest in significant human capital (Huang and Rust, 2018).…”

O impacto do CRM Social em pequenas empresas inseridas em ambientes B2B

“…O CRM ou Gestão do Relacionamento com o Cliente, termo que surgiu na década de 1990 na área de tecnologia da informação, foi uma resposta à mudança da estratégia de negócios orientada para o produto por uma estratégia focada no cliente (Alshawi et al, 2011;Payne & Frow, 2005). O CRM pode ser entendido como a implementação prática da teoria de marketing de relacionamento, possibilitando aplicação dessas práticas por meio de tecnologia (Barac et al, 2017). A visão de CRM mais utilizada atualmente é uma abordagem holística e estratégica, com foco em lucratividade, aumento do fluxo de processos de negócios e fidelização dos clientes (Cruz-Jesus et al, 2019;Pedron et al, 2016;Rodriguez et al, 2018;Soltani & Navimipour, 2016) e depende da coleta extensiva de dados e da distribuição de informações (Fotiadis & Vassiliadis, 2017).…”

La innovación en el paradigma del marketing relacional

“…Esto se logra a través del intercambio de información y las organizaciones deben crear estrategias que faciliten esta acción, tales como la participación en ferias y el fomento de trabajos en red (Sarmento, Farhangmehr y Simões, 2015a; Sarmento, Simões y Farhangmehr, 2015b). Diferentes estudios empíricos han demostrado el impacto positivo que el MR tiene sobre el lanzamiento de nuevos productos (Matikainen, Rajalahti, Peltoniemi, Parvinen y Juppo, 2015a; Parvinen y Juppo, 2015b) y el desarrollo de nuevos servicios a través de su personalización y adaptación (Barac, Ratkovic-Živanovic, Labus, Milinovic y Labus, 2017), no solamente con los clientes, sino también con los proveedores en ambientes cuyas RC son sólidas y mediadas por el compromiso y la confianza (Wu y Wu, 2015).…”