Digital transformation and value-based selling activities: seller and buyer perspectives
Alamäki, Ari; Korpela, Pentti (2021)
Alamäki, Ari
Korpela, Pentti
Emerald Group
2021
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202103167449
https://urn.fi/URN:NBN:fi-fe202103167449
Tiivistelmä
Purpose
This study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.
Design/methodology/approach
The study adopted a qualitative interview research design. A total of two participant groups—one consisting of sales management professionals and the other consisting of buyers—were created to conduct abductive data analysis to gain a new understanding of B2B sales management.
Findings
As a result of the digital transformation of sales, companies are shifting B2B sales towards value-based selling using a more proactive, continuous process wherein digital value co-creation activities play a big role. Similarly, their buyers now expect more proactive communication about new value propositions, but social media channels are of little importance to most B2B buyers. The management of digital value co-creation activities should be addressed from the sales ecosystem perspective, where non-sellers tend to have a strong role in communicating new value propositions.
Research limitations/implications
There needs to be further research on digital value co-creation activities in the sales ecosystem, as value-based selling requires that selling organizations focus more on educational digital content marketing and engagement with non-sellers via both marketing and sales activities.
Practical implications
Companies rarely exploit experts and project personnel when implementing digital sales strategies; however, they often meet with customers personally and network with them. This requires a broader perspective on sales management.
Originality/value
This is one of the first studies to explore the management of value-based selling from both seller and buyer perspectives.
This study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.
Design/methodology/approach
The study adopted a qualitative interview research design. A total of two participant groups—one consisting of sales management professionals and the other consisting of buyers—were created to conduct abductive data analysis to gain a new understanding of B2B sales management.
Findings
As a result of the digital transformation of sales, companies are shifting B2B sales towards value-based selling using a more proactive, continuous process wherein digital value co-creation activities play a big role. Similarly, their buyers now expect more proactive communication about new value propositions, but social media channels are of little importance to most B2B buyers. The management of digital value co-creation activities should be addressed from the sales ecosystem perspective, where non-sellers tend to have a strong role in communicating new value propositions.
Research limitations/implications
There needs to be further research on digital value co-creation activities in the sales ecosystem, as value-based selling requires that selling organizations focus more on educational digital content marketing and engagement with non-sellers via both marketing and sales activities.
Practical implications
Companies rarely exploit experts and project personnel when implementing digital sales strategies; however, they often meet with customers personally and network with them. This requires a broader perspective on sales management.
Originality/value
This is one of the first studies to explore the management of value-based selling from both seller and buyer perspectives.