Implications of Value Orientation for Sales Practice in Business Markets
Course paper:
Implications of value orientation for sales practice in business markets
Course title: Industrial Marketing and Purchasing in an a Business Market (FÖ2009)
Made by: Yevgeniya Podolskaya 890425-T082
Lecturer: Lena Bjerhammar
Date: 2012-10-09
Table of Contents
Introduction 2 Purpose 3 Method 3 Literature review 3 Conceptualizing value-based selling 3 Value-based sales practice 4 Training the front-line staffs for co-creating value 7 Conclusion 8 References 9
Introduction
The concepts of customer value and value creation have been the key issue in both business marketing theory and practice. The investigation of the nature of value, creating and delivering it to the customers has been central in the contemporary marketing research (Lindgreen & Wynstra, 2005, Lindgreen, Hingley, Grant, & Morgan, 2012, van Rensburg, 2012, Terho, Haas, Eggert, & Ulaga, 2012, Töytäri, Alejandro, Parvinen, Ollila, & Rosendahl, 2011). The Marketing literature has well documented the importance of creating, communicating and delivering value for buyers, as it is the major source of a firm’s competitive advantage (van Rensburg, 2012, Töytäri, Alejandro, Parvinen, Ollila, & Rosendahl, 2011).
Yet, the researchers agree on the fact that the understanding of value in the business-to-business marketing context remains baffling in terms of both conceptualizing value and accomplishing the value-creation activities into practice (van Rensburg, 2012,Töytäri, Alejandro, Parvinen, Ollila, & Rosendahl, 2011, Salomonson, Åberg, & Allwood, 2012). The research on the ways of effective implementation of value-based practices in B-to-B market, especially at the sales-force level has started to emerge within the academic circles only recently, and most of the research neglects the means of translating the theoretical debate into operational processes (Terho, Haas, Eggert, & Ulaga, 2012, Töytäri, Alejandro, Parvinen, Ollila,
Implications of value orientation for sales practice in business markets
Course title: Industrial Marketing and Purchasing in an a Business Market (FÖ2009)
Made by: Yevgeniya Podolskaya 890425-T082
Lecturer: Lena Bjerhammar
Date: 2012-10-09
Table of Contents
Introduction 2 Purpose 3 Method 3 Literature review 3 Conceptualizing value-based selling 3 Value-based sales practice 4 Training the front-line staffs for co-creating value 7 Conclusion 8 References 9
Introduction
The concepts of customer value and value creation have been the key issue in both business marketing theory and practice. The investigation of the nature of value, creating and delivering it to the customers has been central in the contemporary marketing research (Lindgreen & Wynstra, 2005, Lindgreen, Hingley, Grant, & Morgan, 2012, van Rensburg, 2012, Terho, Haas, Eggert, & Ulaga, 2012, Töytäri, Alejandro, Parvinen, Ollila, & Rosendahl, 2011). The Marketing literature has well documented the importance of creating, communicating and delivering value for buyers, as it is the major source of a firm’s competitive advantage (van Rensburg, 2012, Töytäri, Alejandro, Parvinen, Ollila, & Rosendahl, 2011).
Yet, the researchers agree on the fact that the understanding of value in the business-to-business marketing context remains baffling in terms of both conceptualizing value and accomplishing the value-creation activities into practice (van Rensburg, 2012,Töytäri, Alejandro, Parvinen, Ollila, & Rosendahl, 2011, Salomonson, Åberg, & Allwood, 2012). The research on the ways of effective implementation of value-based practices in B-to-B market, especially at the sales-force level has started to emerge within the academic circles only recently, and most of the research neglects the means of translating the theoretical debate into operational processes (Terho, Haas, Eggert, & Ulaga, 2012, Töytäri, Alejandro, Parvinen, Ollila,
References: Anderson, J. C., & Wynstra, F. (2010). Purchasing Higher-Value, Higher-Price Offerings in Business Markets. Journal of Business-to-Business Marketing, 17(1), 29-61. Haas, A., Snehota, I., & Corsaro, D. (2012). Creating value in business relationships: The role of sales. Industrial Marketing Management, 41(1), 94-105. Elsevier Inc. Leek, S., & Christodoulides, G. (2012). A framework of brand value in B2B markets: The contributing role of functional and emotional components. Industrial Marketing Management, 41(1), 106-114. Elsevier B.V. Lindgreen, A., Hingley, M. K., Grant, D. B., & Morgan, R. E. (2012). Value in business and industrial marketing: Past, present, and future. Industrial Marketing Management, 41(1), 207-214. Elsevier Inc. Lindgreen, A., & Wynstra, F. (2005). Value in business markets: What do we know? Where are we going? Industrial Marketing Management, 34(7), 732-748. Salomonson, N., Åberg, A., & Allwood, J. (2012). Communicative skills that support value creation: A study of B2B interactions between customers and customer service representatives. Industrial Marketing Management, 41(1), 145-155. Terho, H., Haas, A., Eggert, A., & Ulaga, W. (2012). “It’s almost like taking the sales out of selling”—Towards a conceptualization of value-based selling in business markets. Industrial Marketing Management, 41(1), 174-185. Elsevier Inc. Töytäri, P., Alejandro, T. B., Parvinen, P., Ollila, I., & Rosendahl, N. (2011). Bridging the theory to application gap in value-based selling. Journal of Business & Industrial Marketing, 26(7), 493-502. van Rensburg, D. J. (2012). “Value” — A practitioner’s lens. Industrial Marketing Management, 41(1), 13-14. Elsevier B.V.