Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from the disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

This research focuses on the knowledge-sharing intention of an expert with the purchasing decision-maker in a company as a marketing point for business-to-business transactions, where a company’s facilities expert connects the company’s purchasing decision-maker with the supplier. By providing information about the supplier’s products and companies to this decision-maker, the expert plays an important role in the purchasing decision-maker’s knowledge on suppliers. Therefore, this study aims to improve expert word-of-mouth (WOM) intentions and examines the strategies that influence them. Statistical verification is employed by considering the answers of 103 engineering experts, and a hierarchical multiple-regression analysis is used to test this study’s hypotheses. As a strategy for influencing expert WOM intentions, both the supplier’s and purchasing decision-maker’s expertise and the tie strength with the supplier are examined; the tie strength with the purchasing decision-maker is considered as the moderating variable. Three of the four hypotheses are supported. This paper gives advices to the facility suppliers who want sustained growth. they should not only appeal their expertise to the facility experts who visit their exhibition booth, but also specify who the visitors are and manage the relations with them personally with a long term perspective.

This paper extends previous research on the influence of social media and digital channels on customer purchase behaviour by presenting a new omnichannel purchasing model. We characterise that model as a “virtuous circle” as it centres around customer use of social media and has potential to benefit both customers and companies. We illustrate that model with a worked example, discuss approaches to its implementation and evaluate its use in the context of a business case study. The model creates a framework that combines elements of digital marketing, social CRM, omnichannel CRM, and customer experience and engagement. This paper bridges academic and industry practitioner communities across those fields.

The best business relationships are built as relationships between people and organizations that work together to achieve common goals. In the current digital era, B2B collaboration relationships are essential for business success. The response time to customer requests can be a key factor in maintaining these relationships and obtaining a competitive advantage. The use of VBA automation for repetitive tasks can help speed up this process, but it is important that computer operators have medium knowledge about using VBA macros. This work deals with issues related to improving response times to requests received by email, using a macro program for repetitive tasks. The empirical study was conducted on an average of 50 daily emails for order confirmation, with an average writing time of 68 s per email, resulting in a potential reduction in working time for the operator of approximately 1 h/day, only for order confirmation. The results show a significant improvement in working time for computer operators, using VBA buttons for repetitive tasks.