Managing B2B customer journeys in digital era: Four management activities with artificial intelligence-empowered tools

Rusthollkarhu, Sami; Toukola, Sebastian; Aarikka‐Stenroos, Leena; Mahlamäki, Tommi

doi:10.1016/j.indmarman.2022.04.014

Cited by 56 publications

(21 citation statements)

References 100 publications

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“…But it must increasingly deal with decision making in B2B interaction involving artificial intelligence and examine matters such as trust formation in relationships mediated by machine decision making, blockchain and smart contracting. B2B scholarship has a strong and contemporary interest in emergent technologies (Bag et al, 2021;Rusthollkarhu et al, 2022) but we call for more specific examination of the interplay of technology, human actors and social processes in the formation of platform innovation ecosystems. Breslin et al (2021 This issue) call for future research that lends insight into the emergence and coevolution of the ecosystem over time.…”

Section: Platforms and Platformizationmentioning

confidence: 99%

Innovation ecosystems in B2B contexts: Owning the space

Pattinson

Nicholson

Ehret

et al. 2023

Industrial Marketing Management

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Section: Platforms and Platformizationmentioning

confidence: 99%

Innovation ecosystems in B2B contexts: Owning the space

Pattinson

Nicholson

Ehret

et al. 2023

Industrial Marketing Management

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“…At the same time, recent technical developments have also introduced new opportunities for salesforce-initiated lead acquisition and nurturing through digital and social media sales technologies, content and tools (Agnihotri, 2020; Ancillai et al , 2019; Rusthollkarhu et al , 2022; Terho et al , 2022). However, as Sabnis et al (2013) note, the challenge is that outside salespersons need to divide their time between customer retention–related activities, acquisition of new customers and non-sales activities.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

“…Ideally, these reconfigurations allow the marketing function to effectively make measurable contributions to sales by taking advantage of marketing technologies to generate and nurture leads through digital channels (Järvinen and Taiminen, 2016; Marvasti et al , 2021; Vieira et al , 2019; Wang et al , 2019). Simultaneously, digitalization has also opened up new opportunities for salesforce-initiated lead acquisition and nurturing, for example, through digital sales technologies and social media (Agnihotri, 2020; Ancillai et al , 2019; Rusthollkarhu et al , 2022; Terho et al , 2022). However, while these developments have brought marketing and sales closer together, tensions remain commonplace between the units (Malshe and Krush, 2020), with salespersons frequently ignoring a substantial degree of marketing-generated leads (Sabnis et al , 2013).…”

Section: Introductionmentioning

confidence: 99%

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0885-8624.htm salesforce-initiated lead acquisition and nurturing, for example, through digital sales technologies and social media (Agnihotri, 2020;Ancillai et al, 2019;Rusthollkarhu et al, 2022;Terho et al, 2022). However, while these developments have brought marketing and sales closer together, tensions remain commonplace between the units (Malshe and Krush, 2020), with salespersons frequently ignoring a substantial degree of marketing-generated leads (Sabnis et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

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Toward a contextualized understanding of inside sales: the role of sales development in effective lead funnel management

Terho

Salonen²,

Yrjänen³

2022

JBIM

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Purpose The purpose of this study is to provide a contextualized understanding of how business-to-business (B2B) firms use the sales development function for efficient and effective lead funnel management. Design/methodology/approach The authors adopted a qualitative field-study approach and interviewed 13 people from eight firms. While software as a service (SaaS) firms are the most prevalent application context for the sales development function, the authors also included respondents from non-SaaS firms to develop an in-depth understanding of the contextualized nature of the sales development process. Findings Sales development processes can be applied in outbound prospect-focused, outbound account-based, inbound prospect-focused and inbound account-based lead management contexts. The sales development processes of lead research, engagement and handover vary depending on the nature of the lead management context. These processes are supported by the appropriate design of organizational, technological and people platforms. Practical implications The authors explain how sales development as a form of inside sales can support effective lead funnel management in B2B firms through technology-enabled lead research and nurture processes designed to prepare customers for meaningful conversations with field sales. Originality/value To the best of the authors’ knowledge, this study is the first to focus purely on the sales development function as a form of inside sales. They explain how the sales development processes relating to lead research, engagement and handover are conducted in four distinct application contexts to qualify leads for the outside salesforce.

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“…La transformación digital es una oportunidad estratégica de nuevas tecnologías y lógicas para que el negocio sea más eficiente ante las nuevas oportunidades de mercado que requerirán nuevas destrezas, habilidades, capacidades tecnológicas e inversiones en Tecnologías de información y comunicación (TIC´s) (Expansión, Dic. 1, pp.74-5, 2017) (Rusthollkarhu, S., et.al. 2022).…”

Section: Impresión 3dunclassified

Efectividad de los Sistemas de Gestión por el uso de las Herramientas Digitales

Domínguez

Márquez

Sánchez

et al. 2022

RSD

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El nuevo paradigma de Industria 4.0 implica el uso de herramientas digitales (HD) para las actividades relacionadas con las operaciones de empresas que obtienen bienes o servicios a través de sistemas de Gestión como el de la Calidad (SGC) y la Sustentabilidad (SGS). Estos en muchas empresas no operan con la rapidez y efectividad necesarias para los mercados cada vez más demandantes por su desconocimiento o uso deficiente para la información efectiva de dichos sistemas de Gestión. El objetivo de este trabajo fue determinar la relación entre las variables de estudio, para lo cual se establecieron dimensiones e indicadores que hacen ver el conocimiento y buen uso de las HD y sus resultados en los sistemas de gestión señalados. A partir de la investigación empírica y sus resultados se propone un modelo para la toma de decisiones pertinentes por empresas que se encuentren en casos similares.

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Managing B2B customer journeys in digital era: Four management activities with artificial intelligence-empowered tools

Cited by 56 publications

References 100 publications

Innovation ecosystems in B2B contexts: Owning the space

Innovation ecosystems in B2B contexts: Owning the space

Toward a contextualized understanding of inside sales: the role of sales development in effective lead funnel management

Efectividad de los Sistemas de Gestión por el uso de las Herramientas Digitales

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