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Business manoeuvring: a model of B2B selling processes

Business manoeuvring: a model of B2B selling processes Purpose – This study aims at developing a model that captures the reality of complex contemporary B2B selling processes. Design/methodology/approach – The grounded theory methodology was deployed in this study. In‐depth interviews and interactive lectures were used for data collection. Findings – This study indicates that contemporary B2B selling processes are complex and dynamic endeavours in which various (sometimes conflicting) interests are ultimately managed by the involved actors through a dynamic process best described as “business manoeuvring”. Research limitations/implications – Possible avenues of future enquiry include investigation of other industrial sectors in which the proposed model's description of selling processes is valid and assessment of the characteristics of companies (in terms of size and profitability). Practical implications – The model proposed in this study can be utilised by practitioners to impose a useful conceptual structure on otherwise fluid and intangible processes – thus making them easier to analyse and thereby facilitating strategic corporate decision‐making. Originality/value – Based on the real life experiences of the involved actors, this model describes that complex contemporary B2B selling processes are dynamic processes and not linear or sequential ones. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Business manoeuvring: a model of B2B selling processes

Lars‐Johan Åge
Management Decision , Volume 49 (9): 18 – Oct 18, 2011
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References (31)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251741111173998
Publisher site
See Article on Publisher Site

Abstract

Purpose – This study aims at developing a model that captures the reality of complex contemporary B2B selling processes. Design/methodology/approach – The grounded theory methodology was deployed in this study. In‐depth interviews and interactive lectures were used for data collection. Findings – This study indicates that contemporary B2B selling processes are complex and dynamic endeavours in which various (sometimes conflicting) interests are ultimately managed by the involved actors through a dynamic process best described as “business manoeuvring”. Research limitations/implications – Possible avenues of future enquiry include investigation of other industrial sectors in which the proposed model's description of selling processes is valid and assessment of the characteristics of companies (in terms of size and profitability). Practical implications – The model proposed in this study can be utilised by practitioners to impose a useful conceptual structure on otherwise fluid and intangible processes – thus making them easier to analyse and thereby facilitating strategic corporate decision‐making. Originality/value – Based on the real life experiences of the involved actors, this model describes that complex contemporary B2B selling processes are dynamic processes and not linear or sequential ones.

Journal

Management Decision – Emerald Publishing

Published: Oct 18, 2011

Keywords: B2B selling; Selling process; Decision making; Sales management; Business process

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