Svante Andersson, Ulf Aagerup, Lisa Svensson, Sanna Eriksson
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Data were collected through semistructured interviews, complemented by internal documents and information from the company’s website and social media, to identify reasons for and against the decision to digitalize the B2B customer journey.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Digitalization can offer firms a cost-effective and value-creating way to interact with customers in a B2B context. The B2B buying situation, however, plays a significant role in decisions on how to implement digitalization. Moreover, in the prepurchase phase, digital marketing is more effective in building awareness; in the purchase phase, personal selling is more effective in addressing customers’ needs.</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>The use of a single case study cannot produce results directly generalizable to other contexts. However, the findings are applicable to the digitalization of B2B customer journeys in similar industrial contexts.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>To successfully implement digitalization in the customer journey, B2B firms should choose digital tools according to different buying situations and phases in the customer journey, segment buyers by their needs rather than individual characteristics and integrate the sales and marketing functions.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>This study contradicts prior research that claims that digital marketing can be used in a similar way in both B2B and business-to-consumer contexts. It further shows that the relevant demarcation is not between personal sales and digitalization but between automated digital marketing and individualized personal sales, regardless of medium.</p><!--/ Abstract__block -->","PeriodicalId":48181,"journal":{"name":"Journal of Business & Industrial Marketing","volume":null,"pages":null},"PeriodicalIF":3.6000,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Challenges and opportunities in the digitalization of the B2B customer journey\",\"authors\":\"Svante Andersson, Ulf Aagerup, Lisa Svensson, Sanna Eriksson\",\"doi\":\"10.1108/jbim-12-2023-0714\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h3>Purpose</h3>\\n<p>This study aims to explore challenges and opportunities in the digitalization of the business-to-business (B2B) customer journey in different buying situations. 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Challenges and opportunities in the digitalization of the B2B customer journey
Purpose
This study aims to explore challenges and opportunities in the digitalization of the business-to-business (B2B) customer journey in different buying situations. It also investigates where in the customer journey digital marketing is most efficient.
Design/methodology/approach
This research adopts a single case study approach to examine a B2B company that implemented digitalization in its customer journey in different buying situations. Data were collected through semistructured interviews, complemented by internal documents and information from the company’s website and social media, to identify reasons for and against the decision to digitalize the B2B customer journey.
Findings
Digitalization can offer firms a cost-effective and value-creating way to interact with customers in a B2B context. The B2B buying situation, however, plays a significant role in decisions on how to implement digitalization. Moreover, in the prepurchase phase, digital marketing is more effective in building awareness; in the purchase phase, personal selling is more effective in addressing customers’ needs.
Research limitations/implications
The use of a single case study cannot produce results directly generalizable to other contexts. However, the findings are applicable to the digitalization of B2B customer journeys in similar industrial contexts.
Practical implications
To successfully implement digitalization in the customer journey, B2B firms should choose digital tools according to different buying situations and phases in the customer journey, segment buyers by their needs rather than individual characteristics and integrate the sales and marketing functions.
Originality/value
This study contradicts prior research that claims that digital marketing can be used in a similar way in both B2B and business-to-consumer contexts. It further shows that the relevant demarcation is not between personal sales and digitalization but between automated digital marketing and individualized personal sales, regardless of medium.
期刊介绍：
The Journal of Business & Industrial Marketing (JBIM) publishes research on new ideas concerning business-to-business marketing, that is, how one company or organization markets its goods/services/ideas to another company or organization. It is a valuable source for academics, directors and executives of marketing, providing them with new, fresh insights which are applicable within real life settings. JBIM''s emphasis on insistence of proof is one of the cornerstones of its success and its reputation. Contributors to the journal must not only present new theories or ideas, but also back them up with research. In the process, many myths are exploded, philosophies reinvented and the scene set for topical debate on critical issues in B2B marketing. The B2B landscape evolves and so does the research that explores the emerging features and properties of B2B markets. From 2019 the journal hosts the IMP Forum that invites research advancing the boundaries of B2B marketing. Prior research has evidenced that interactivity and interdependences characterize interorganizational business relationships. The Forum aims to bring out research that explores interactivity and interdependences in business relationships and their implications for marketing management, business development and for society at large. Coverage: -Competition and cooperation- Networks in business markets- Buyer behaviour – purchasing and supply management- Managing product offerings- New product development and innovation- Networks in business markets- Distribution and routes to market- Market and customer communication - Customer relationship management- Sales and key account management- Organizing for global markets -
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