•Closer relationships are
drivern in part by supply
chain management, early
supplier involvement and
purchasing alliances.
• Business-to-Business
marketers avoid “spray and
pray” to attract customers
• Increase in use of social
media to communicate with
existing as well as
prospective customers
• Greater vertical
coordination between
buying partners and
sellers, so they can
transcend merely
transacting & instead
engage in activities
that create more
value for both
parties.
• Includes more
than proportionate
increase in market
share through
mass production
and
advertising,overco
ming relationship
barriers and
lowering the cost
of reproducing
products
BASIC BUYING & SELLING BARE BONES
CONTRACTUAL TRANSACTION
COOPERATIVE SYSTEMS
MUTUALLY ADAPTIVE
CUSTOMER SUPPLY
COLLBORATIVE
CUSTOMER IS KING
• Vertical coordination can facilitate stronger
customer-seller ties but may increase the risk to the
customer & supplier’s specific inverstments.
• Specific investment help firms grow profits and
achieve their positioning but can also entail
considerable risk to both customer and supplier.
• Buyer may be vulnerable to hold up because of
swithcing costs whereas a Supplier may be more
culneravle because of dedicated assets or
expropriation of knowledge/technology
• Opportunism is “some form of cheating or
undersupply relative to an implicit or explicit
contact”
• Opportunism is a concern
• Specific investment shift from expropriation to
bonding
• Presence of significant future time horizon and
strong solidarity norms
Top firms are comfortable using technology to
improve the way they do business with their
business-to-business customers
Some of the methods used are designing
websites,improving search results,leveraging emails,
engaging in social media and laughing webinars and
podcasts to improve their business performance
Top Related