Technischer Vertrieb

Kleinaltenkamp, Michael; Saab, Samy

doi:10.1007/978-3-540-79533-9

Cited by 25 publications

(4 citation statements)

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“…Taking a closer look at these differences, interesting conclusions about the development of "modern" technical products, which will mainly consist of hardware, software and networking services, can be drawn:  The strength of traditional hardware dominated products (machines, cars etc.) is their zero-defect philosophy (Keese, 2016). This results in significant values for customers or users, such as convenience through perfect technology, which requires little attention during operation (e.g.…”

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confidence: 99%

“…The strength of the hardware-dominated product development processes lies in the ability to transform highly complex technical problems into reliable products, partly motivated by the fact that subsequent adaptations during the use phase are very costly and time-consuming.  Software-dominated products have particular strengths in the areas of user-friendliness, networking and rapid adaptability (Keese, 2016). The customer receives products that can be operated in an intuitively manner and also participates in the further technical development after the purchase (through regular, usually free updates).…”

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confidence: 99%

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CPM/PDD as an Integrated Product and Process Model for a Design-Thinking Based, Agile Product Development Process

Luedeke¹,

Köhler²,

Conrad³

et al. 2018

Proceedings of the DESIGN 2018 15th International Design Conference

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This contribution describes an approach for an agile product development process for technical products considering the outputs of Design Thinking. As backbone serves the integrated product and process modelling theory CPM/PDD. The overall process reflects three different perspectives: stakeholder, product owner and development team. The approach transfers the agile development from software to hardware and focuses on solving the problems within the perspectives observed in practice.

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mentioning

confidence: 99%

mentioning

confidence: 99%

CPM/PDD as an Integrated Product and Process Model for a Design-Thinking Based, Agile Product Development Process

Luedeke¹,

Köhler²,

Conrad³

et al. 2018

Proceedings of the DESIGN 2018 15th International Design Conference

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“…enterprises, authorities, and associations), as buyers in the capital-intensive and industrial goods market, to purchase goods for processing or long-term utilisation (Backhaus & Voeth, 2014). Kleinaltenkamp and Saab (2009) defined particular inherent characteristics of organisational buying:…”

Section: Organisational Buying Behaviourmentioning

confidence: 99%

“…Organisational preferences are deduced on the basis of these personal preferences and lead to a purchasing decision (or a decision against a purchase). Additional factors, such as environmental uncertainty, perceived risk, novelty, time pressure, formalisation, and derived demand, act on purchasing decisions (Anderson, Chu, & Weitz, 1987;Johnston & Bonoma, 1981b;Michael Kleinaltenkamp & Saab, 2009;Webster & Wind, 1972).…”

Section: Introductionmentioning

confidence: 99%

Clients´ Perceptions of Sales Force Expert Power

Fricke¹

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Expert power is based on the awareness that a person in a power relationship possesses valuable knowledge, information, or skills (Raven, 1992, 2008). It builds customer trust, long-term relationships, customer satisfaction, loyalty, and exit barriers. The buyer´s preferences for a product or solution are shaped by sales force expert power (Doney & Cannon, 1997; Clauss & Bouncken, 2018). With these preferences, the buyer participates in the decision-making process, where the mechanisms of organisational buying find application. However, what remains unclear is which attributes a buying centre specifically associates with sales force expert power, when and how the perception of sales force expert power alters in the buying process, also which factors are responsible for it are issues that have not yet been discussed in the context of group decision-making in buying centres, and finally to what extent does sales force expert power influences the decision frame of each member of the buying centre. To address these gaps, the aim of the study is to create an approach by which sales forces can consciously manage and enhance the clients´ perceptions of sales force expert power. For this purpose, Alpha Software customers from various industries were interviewed immediately after their purchase decision regarding the perception of sales force expert power and what influence this perception had on the buying centre’s decision. The findings of the study indicate an overload of sales force expert power can lead to mistrust and uncertainty. The perception of sales force expert power is important in all stages of the buying process. In early stages product knowledge is perceived more strongly while the perception of change knowledge in final stages predominates. Information exchange and recommendations lose their impact due to an unprofessional approach to change which minimises the perception of expert power significantly. Due to the intensity of change and how the change is perceived the perception of sales force expert power alters. Business customers, unlike consumers, expect a professional approach to change rather than benevolence. The interviewed clients perceive the software conversion project as a change project and expect the sales force to be approached and addressed accordingly. Change knowledge is cited as an important attribute for sales force expert power, which can advance the clients´ perceptions of sales force expert power.

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