This paper qualitatively evaluates the negotiation impact factors of companies active in Business-to-Business (B2B) and Business-to-Government (B2G) sales. Scholars consider B2G relationships to be comparable to or integrated in B2B relationships. Few studies examine the attributes of B2G relationships compared to those of B2B. This paper maps and analyses possible differences related to buying and negotiation processes. Consolidating 240 interviews, the authors provide empirical evidence that power and dependence are dynamic and change during negotiation phases. This evidence forms the basis for a structured process depending on the type of industry studied and refers to standardized versus customized products. 

Very recently the relevance of critical infrastructure gained public awareness. We evaluated the buy process for critical infrastructure versus the buying processes of other B-2-B marketing contexts. In both data sets, the organization’s digitalization capabilities have an impact on the general satisfaction with digitalization processes. We found a positive relationship between satisfaction with digitalization processes, the general satisfaction with the supplier and towards relationship quality. We were able to explain 66% (CI data set) and 81% (non-CI dataset) of the drivers of relationship quality. Nevertheless, in the non-CI sample, the degree of satisfaction with the organization’s digitalization capabilities as well as the general degree of digitalization has an impact on trust in their supplier’s IoT credibility. This does not hold for the CI-related sample. Referring to CI operators’ data, there is a positive relationship between the general perception on the Usefulness of the IoT and Trust in their supplier’s IoT credibility. CI operators strongly rely on already existing trustful relationships to develop trust in a suppliers IoT credibility. This is not true for non-CI operators. CI members are influenced by different drivers and are more strongly relying on existing relationship trust.

This empirical study discusses chances and challenges of disruptive Internet of Things (IoT) business models. The goal of an innovative, successful business model refers to delivering customer value in a new way. Focusing on Eastern European business-to-business data, we address the following question: (1) What do B2B customers expect from the Internet of Things? (2) Are customers willing to co-creating value in the sense of Service-Dominant (S-D) logic and engage in IoT-related business models? This paper evaluates the attitude of B2B customers active in Poland regarding co-creation of value in disruptive projects and provides strategic recommendations to overcome the significant lack of knowledge in IoT-related business opportunities. Based on a case study incorporating qualitative CATI interviews, our findings indicate the following: The willingness of buyers to co-create value is still limited. Considering the idea of Berry et al. (2006), we offer an enhanced IoT-related service strategy to actively include reluctant buyers into the network of actors. “No interaction is an island”, instead it is rooted in the reaction on the involved counterparts’ acting. An early involvement of all actors in interaction processes like the development of service business models may prevent manufacturers from creating severe obstacles for their customers to co-create value.

Until today, scholars claim that the phenomenon of “co-creation” of value in an “interacted” economy and in the context of positive actor-to-actor relationships has not been adequately explored. This study aims to first to identify and separate the accessible values of internet of things (IoT)-based business models for business-to-business (B2B) and business-to-government (B2G) customer groups. It quantifies the drivers to successfully implement disruptive business models. Data were gathered from 292 customers in Western Europe. The conceptual framework was tested using partial least square structural equation modeling. Managing disruptions in the digital age is closely related to the fact that the existing trust in buyer-seller relationships is not enough to accept IoT projects. A company’s digitalization capabilities, satisfaction with the existing relationship and trust in the IoT credibility of the manufacturer drives the perceived value of IoT-based business models in B2B settings. Contrastingly, in B2G settings, money is less important. Research refers to one business field, the data set is of European origin only. Findings indicate that the drivers to engage in IoT-related projects differ significantly between the customer groups and therefore require different marketing management strategies. Saving time today is more important to B2G buyers than saving money. The disparate nature of B2B and B2G buyers indicates that market segmentation and targeted marketing must be considered before joint-venturing in IoT business models. To joint venture supply chain partners co-creating value in the context of IoT-related business models, relationship management should be focused with buyers on the same footing, as active players and co-developers of a personalized experience in digital service projects. Diverging from established studies focusing on the relationship within a network of actors, this study defines disruptive business models and identifies its drivers in B2B and B2G relationships. This study proposes joint venturing with B2B and B2G customers to overcome the perceived risk of these IoT-related business models. Including customers in platforms and networks may lead to the co-creation of value in joint IoT projects.

Internet of Things (IoT) technologies are universally understood as transforming the manufacturing and services sectors. Service-Dominant (S-D) logic focuses on a dynamic, ongoing way to co-create value through resource integration and service exchange. Our paper addresses the following question: In the light of the IoT, does the second axiom of S-D logic—value is co-created by multiple actors, always including the beneficiary—still hold true for Business-to-Business relationships in the digital age? What does “co-creation of value” mean in the context of digital services? We discuss a background of disruption management, imbalanced relationships and the three roles S-D logic proposes in the context of digital service exchange: ideator, designer, and intermediary. Finally, we identify contexts where the existing theory-based assumption of S-D logic—co-creation of value—does not hold or is not applicable and propose theory enhancement.

Interne und externe Digitalisierungsprojekte benötigen jeweils eine andere mitarbeiter- und kundenintegrierendere Herangehensweise. Zusammen mit einem Kommunikationsleitfaden wird ein vierphasiger Managementprozess für diesen speziellen Projekttyp in die Praxis übertragen. Das essential schlägt eine Brücke zwischen den Chancen und Herausforderungen der Digitalisierung, dem Unternehmen sowie Kunden und Mitarbeitern, um Projektakzeptanz zu generieren.

Internet of Things (IoT) research investigates the idea that a wide array of devices can be interconnected to enable these entities to be located, identified, and even operated without any human interference. This technology is universally seen as transforming the manufacturing and services sectors. Questions about whether-and, if yes, how-the IoT impacts on business networks in Business-to-Business (B2B) relationships have not yet been settled, due to a lack of empirical marketing-focused studies. Is "connectivity for anything" perceived as an additional, co-created value in manufacturer-buyer relationships? Based on research data from B2B and business-to-government (B2G) customers stemming from two manufacturers active in different business fields as well as several German plant operators and their suppliers, our study addresses the following questions: 1. Considering manufacturers and professional buying organizations, do the disruptive challenges of the digital age lead to relationship asymmetries in customer-supplier relationships? 2. With reference to disruption management-is there a difference in the acceptance of digital services between different B2B and B2G groups (e.g., manufacturing industry, process industry)? 3. In customer acceptance of IoT, does it make a difference in customer attitude towards IoT-related services if the product, plant or service is standardized or customized to requirements? 4. The goal is to communicate using the preferred channels of the customers. Considering that the volume of information has risen-how can commercial digital communication build trust? We finally propose a four-step approach to more successfully implement IoT-related projects.

Complementing previous research, this paper addresses the challenge of exploring the drivers of customer dissatisfaction in buyer-manufacturer relationships in a B2B and a business-to-government (B2G) context, to enhance existing models of the outcomes of dissatisfaction. Based on qualitative data in a dyadic research setting, this paper collects and analyzes data from both the buying and manufacturing side in Germany, referring to internationally sold standard and customized product solutions. Customers are not limited to business clients, they include public institutions and partners. Embedding empirical observations and data in established theoretical frames, this paper enhances existing dissatisfaction research by adding its antecedents and suggests a new unified customer satisfaction and dissatisfaction model. Empirical results provide substantial implications for both B2B and B2G marketing management. Additionally, the implications for future academic research are outlined.