Value creation and firm sales performance: The mediating roles of strategic account management and relationship perception

Sullivan, Ursula Y.; Peterson, Robert M.; Krishnan, Vijaykumar

doi:10.1016/j.indmarman.2011.11.019

Cited by 64 publications

(37 citation statements)

References 56 publications

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“…Similar results are also found in the study conducted by [28] shows a positive influence of value creation on firms' sales performance. The results of the study of [1] show a positive and significant effect of the emphasis on value creation strategy on firms' performance.…”

Section: Iconic Value Co-creation and Marketing Performancesupporting

confidence: 89%

Introducing Iconic Value Co-Creation to Indonesian Small Businesses

Indriastuti¹

2018

Proceedings of the Mulawarman International Conference on Economics and Business (MICEB 2017)

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Abstract-This research examines whether marketing innovativeness (MI) and market responsiveness capability (MRC) to enhance marketing performance (MP) and tries solve the problems of research gap between marketing innovativeness and marketing performance. The SME's handy craft industries in East Borneo, Indonesia used as a sample. The Total data that can be further analysed as much as 207 respondents. Data analysing using Structural Equation Modelling. The result showed that (1) small companies in these market segments based region-centric is likely have better marketing performance when they have the iconic value co-creation (2) the marketing innovativeness and market responsiveness have significant effect on iconic co-creation (3) iconic value co-creation is definitely a mediator in the correlation of marketing innovativeness and market responsiveness

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Section: Iconic Value Co-creation and Marketing Performancesupporting

confidence: 89%

Introducing Iconic Value Co-Creation to Indonesian Small Businesses

Indriastuti¹

2018

Proceedings of the Mulawarman International Conference on Economics and Business (MICEB 2017)

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“…We examined the complexity in business-to-business sales situations from three perspectives: (H1) relational complexity (Day, 2000;Möller & Törrönen, 2003;Terho & Halinen, 2012), (H2) complexity of internal tasks, and (H3) vendor's cross-business-unit collaboration. Sullivan et al (2012) called for further research on factors influencing a firm's overall sales performance. For instance, sales performance can be measured from several perspectives, such as the amount of new customer leads, closing rates, customer retention, and revenue generation (Sullivan et al, 2012).…”

Section: Research Model and Hypothesesmentioning

confidence: 99%

“…Our level of analysis is a single sales lead, the level on which salespeople operate on a daily basis. Success-driven sales research has generally neglected the dark-side of business-to-business relationships, sales failures (Anderson & Jap, 2005;Mitręga & Zolkiewski, 2012;Morris, LaForge, & Allen, 1994;Sullivan, Peterson, & Krishnan, 2012); therefore, our analysis includes three types of sales leads: won, canceled, and lost.…”

Section: Introductionmentioning

confidence: 99%

“…Mayo and Mallin (2010) measured personal characteristics and their effects on sales failure, and Dubinsky (1999) studied the responsibility and role of sales management teams in minimizing salesperson failure. Recently, Sullivan et al (2012) empirically examined value creation with business-to-business customers and its effect on sales performance and noted that much can be learned by noting malfunctioning and unsuccessful value creation attempts, perhaps more so than successful ones (Sullivan et al, 2012). We adopted a mixed method approach within a large, global business-to-business firm (later: a sponsoring company).…”

Section: Introductionmentioning

confidence: 99%

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Complexity of sales situation and sales lead performance: An empirical study in business-to-business company

Virtanen

Parvinen

Rollins

2015

Industrial Marketing Management

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“…Emerging countries play a significant role in the world economy (Samake & Yang, 2014). The fact that most of the research on how buyer companies perceive value has been conducted in developed countries, where cultural aspects regarding the perception of value may differ from those found in emerging countries, should not be overlooked (Flint, Blocker, & Boutin, 2011;Hultén, 2012;Smals & Smits, 2012;Sullivan, Peterson, & Krishnan, 2012). This paper analyses how buyer companies perceive the value added to products and services offered by their suppliers and identifies the predominant elements that affect the purchasing decisions and establishment of relationships between companies in a B2B context.…”

Section: Introductionmentioning

confidence: 99%

Value Added Elements According to Buyer Companies in a B2B Context

Battaglia

Schimith

Marciano

et al. 2015

BAR, Braz. Adm. Rev.

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This paper analyses how buyer companies perceive the value added to products and services offered by their suppliers and identifies the predominant elements that affect purchasing decisions and establishment of relationships between companies in a B2B context. A multiple case study was developed in 12 buyer companies from three industrial segments in southern Brazil: metal-mechanics, furniture and foods. The findings show that for supplier companies in the metal-mechanics industry to add value, they must identify buyers' needs, develop technology/innovation, be focused on competitive aspects, keep control of the supply chain, provide different purchasing channels, develop partnerships, and adapt to cultural aspects. Companies in the food industry consider the model for creating value to adapt to meet customer needs, the effective use of purchasing channels, functionality of products, and technical knowledge. The companies in the furniture industry value the methods that suppliers use to capture and implement required changes, effective control of the supply chain, and the representativeness of the suppliers' brand in the market. This study captures the perception of buyer companies in relation to predominant value-adding elements and could guide decisions for the adoption of managerial actions by supplier companies focused on adding value.

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Value creation and firm sales performance: The mediating roles of strategic account management and relationship perception

Cited by 64 publications

References 56 publications

Introducing Iconic Value Co-Creation to Indonesian Small Businesses

Introducing Iconic Value Co-Creation to Indonesian Small Businesses

Complexity of sales situation and sales lead performance: An empirical study in business-to-business company

Value Added Elements According to Buyer Companies in a B2B Context

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