Increasing resilience by creating an adaptive salesforce

Sharma, Arun; Rangarajan, Deva; Paesbrugghe, Bert

doi:10.1016/j.indmarman.2020.05.023

Cited by 98 publications

(75 citation statements)

References 55 publications

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“…Obal and Gao, 2020) and sales force management (e.g. Sharma et al , 2020b). This study extends the business processes based on marketing strategy framework to the crisis management context and suggests that this framework is valid for B2B firms to formulate marketing strategies in crisis.…”

Section: Conclusion and Discussionmentioning

confidence: 99%

“…As suggested in recent studies, this study followed their similar procedures in three steps to collect, summarize and analyze B2B marketing responses to COVID-19 (e.g. Sharma et al , 2020a; Yang et al , 2020).…”

Section: Methodsmentioning

confidence: 99%

“…For example, manufacturing firms (e.g. Samsung) can leverage their vast manufacturing network to realize cross-region production and avoid the risks of single sourcing (Sharma et al , 2020c). Lastly, firms can reinforce relationship, selecting and qualifying desired suppliers to achieve mutual and individual goals successfully (Srivastava et al , 1999).…”

Section: Marketing and Cash Flow Management In Crisismentioning

confidence: 99%

“…However, the cash flows of many B2B firms have confronted with great challenges since the outbreak of COVID-19. In the near term during this crisis, B2B firms may face cash flow reductions due to the cancellation of orders, decreases in customer demand, interrupted domestic or international logistics and failure to fulfill orders due to the constrained production capacity (Sharma et al , 2020a; van Hoek, 2020). For the long-term after this crisis, some B2B firms, especially those small and mid-sized firms, may be exposed to the risk of cash flow volatility or discontinuity due to the removal from incumbent supply chains, customer needs change and emergence of new competitors (Crick and Crick, 2020; Habel et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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Business-to-business marketing responses to COVID-19 crisis: a business process perspective

Kang

Diao

Zanini

2020

MIP

121

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PurposeThis study aims to identify appropriate strategies and actions adopted by business-to-business firms to cope with the ongoing COVID-19 crisis.Design/methodology/approachA review of business-to-business marketing responses to the COVID-19 crisis in China was conducted.FindingsNine marketing responses built on core business processes were classified into three categories: (1) embedded in product development management process (stretching product lines to meet urgent needs, expanding product lines to meet urgent needs and adjusting products proactively for emerging needs), (2) built on supply chain management process (coordinating suppliers to meet surging demand, migrating to digital distribution channels and solidarity with supply chain members) and (3) related to customer relationship management process (investing in advertising and promotion, cross-selling to existing customers and supporting customers).Originality/valueThis study contributes to the literature of marketing responses to COVID-19 by examining the cash flows effects of various marketing responses. It also contributes to the business processes based on marketing strategy framework by extending it to the crisis management context. In addition, it provides five practical suggestions for business-to-business firms to cope with the COVID-19 crisis.

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Section: Conclusion and Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Marketing and Cash Flow Management In Crisismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Business-to-business marketing responses to COVID-19 crisis: a business process perspective

Kang

Diao

Zanini

2020

MIP

121

View full text Add to dashboard Cite

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“…It is reported that although the country's GDP in the first quarter of 2020 fell by 6.8%, the GDP in the second quarter increased by 3.2% It shows that the economic growth rate has changed from negative to positive, implying that the overall economy has shown a rapid recovery (National Bureau of Statistics of China, 2020). During disruptions such as the COVID-19 pandemic, the resilience of commercial organizations becomes a critical issue to investigate [8,9]. The systematic shock of the COVID-19 pandemic and the later recovery in China make the country an appropriate context for research on organizational resilience which is defined as a system's latent ability to endure adversity as well as to recover after a shock [10].…”

Section: Introductionmentioning

confidence: 99%

Corporate Social Responsibility and Organizational Resilience to COVID-19 Crisis: An Empirical Study of Chinese Firms

2020

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Resilience captures firm capability to adjust to and recover from unexpected shocks in the environment. Being latent and path-dependent, the manifestation of organizational resilience is hard to be directly measured. This article assesses organizational resilience of firms in the context of the COVID-19 pandemic with pre-shock corporate social responsibility (CSR) performance as a predictor that positively influences the level of organizational resilience to the external shock caused by the pandemic. We develop three theoretical mechanisms based on stakeholder theory, resource-based theory, reputation perspective and means-end chain theory to explain how CSR fulfillment in the past could help firms maintain stability to adapt to and react flexibly to recover from the crisis. We examine the relationship in the context of the systemic shock caused by COVID-19, using a sample of 1597 listed firms in China during the time window from 20 January 2020 to 10 June 2020. We find that companies with higher CSR performance before the shock will experience fewer losses and will take a shorter time to recover from the attack.

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The Effect of Covid-19 Pandemic on Business Systems’ Innovation and Entrepreneurship and How to Cope with It: A Theatrical View

Alameeri

Alshurideh

Kurdi

2021

Studies in Systems, Decision and Control

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Increasing resilience by creating an adaptive salesforce

Cited by 98 publications

References 55 publications

Business-to-business marketing responses to COVID-19 crisis: a business process perspective

Business-to-business marketing responses to COVID-19 crisis: a business process perspective

Corporate Social Responsibility and Organizational Resilience to COVID-19 Crisis: An Empirical Study of Chinese Firms

The Effect of Covid-19 Pandemic on Business Systems’ Innovation and Entrepreneurship and How to Cope with It: A Theatrical View

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