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2012/2013  KAN-CM_A211  Interorganizational B2B Sales Processes

English Title
Interorganizational B2B Sales Processes

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Course period Second Quarter, First Quarter
Changes in course schedule may occur
Tuesday 09.50-11.30, week 6
Tuesday 09.50-13.20, week 7-13

Time Table Please see course schedule at e-Campus
Max. participants 100
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Jens Geersbro - Department of Marketing
Main Category of the Course
  • Marketing
Last updated on 16-10-2012
Learning objectives
The learning objectives of the course is that students can:
  • identify a relevant case suitable for applying theories and models from the course
  • identify relevant theories and models to describe and solving a case
  • adapt relevant theories and models to the specific case
  • structuring and analyzing data by using adapted theories and models
  • drawing conclusions from the analysis and communicate clearly the implications of the analysis
Students should have completed a general marketing introduction course.
Individual Project Exam
Indvidual Project Exam:
Type of test Home Assignment
Marking scale 7-step scale
Second examiner No second examiner
Exam period October and April, The Exam Project should be handed in roughly 2 weeks after teaching ends. Exact date will be published closer to the time.
Aids Open Book, Written Aid is permitted
Duration Please, see the detailed regulations below

Students must find and define a relevant case and analyze the case using and adapting theories and models from the course. It is important that data is structured and analyzed and the conclusion of the analysis is drawn in a comprehensive and clear way.
Course content
The structure of this course reflects the belief that these objectives are best accomplished through rigorous analysis of a large number of interorganizational sales processes and activities, guided by selected fundamental concepts and by an exposure to sales and relationship literature that reports on recent empirical research and conceptualizations. Balanced with concepts and research, the course content is biased towards developing a decision-making orientation among the course participants, anchored in theory and empirical research. The foundation for the course is the relationship management paradigm that will be used to deepen the participant’s understanding of the business-to-business sales process.

Teaching methods
This course involves communication, not only from professor to students, but more importantly, between individual students and from student to professor. The old truism applies, “What you get depends on what you put in”. The success of class discussions depends upon the active participation of each student. Reading alone is not sufficient but must be supplemented with class participation, or at least active listening. Active listening also contributes to the success of the class. Attendance is vital to the class, and your participation will be a factor in the learning experience.

Lectures: There will be lectures to clarify certain areas, elaborate on and supplement some topics, explain approaches and techniques, and respond to questions from students.
Discussions: Various articles will be assigned for reading. Certain segments of each class session will be used for class discussion, questions, and student observation concerning these readings.
Cases: Various cases are assigned for analysis and discussion. The success of case discussion depends upon the active participation of each student and student group. This involves communication, not only from instructor to students, but more importantly, between individual students and from student to instructor.
Expected literature
Indicative literature:

Anderson, J. C., Håkansson, H., & Johanson, J. (1994). Dyadic business relationships within a business network context.Journal of Marketing, 58(4), 1-15.
Blois, K. (1998). Don't all firms have relationships?Journal of Business & Industrial Marketing, 13(3), 256-270.
Bonoma, T. V., & Johnston, W. J. (1978). The social psychology of industrial buying and selling.Industrial Marketing Management, 7(4), 213-224.
Brennan, R., & Turnbull, P. W. (1999). Adaptive behavior in buyer-supplier relationships.Industrial Marketing Management, 28(5), 481-495.
Cannon, J. P., & Perreault Jr., W. D. (1999). Buyer-seller relationships in business markets.Journal of Marketing Research (JMR), 36(4), 439-460.
Dabholkar, P. A., Johnston, W. J., & Cathey, A. S. (1994). The dynamics of long-term business-to-business exchange relationships.Journal of the Academy of Marketing Science, 22(2), 130-145.
Dwyer, F. R., & Walker Jr., O. C. (1981). Bargaining in an asymmetrical power structure.Journal of Marketing, 45(1), 104-115.
Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing buyer-seller relationships.Journal of Marketing, 51(2), 11-27.
Ford, D. (1980). The development of buyer-seller relationships in industrial markets.European Journal of Marketing, 14(5/6), 339-354.
Geersbro, J., & Ritter, T. (2007). Business relationship analysis: Between states, stages and movements. IMP Conference, Manchester. Can be found at:  http://impgroup.org/paper_view.php?viewPaper=5862
Geersbro, J., & Ritter, T. (2010). External performance barriers in business networks: Uncertainty, ambiguity, and conflict.Journal of Business & Industrial Marketing, 25(3), 196-201.
Geiger, S., & Guenzi, P. (2009). The sales function in the twenty-first century: Where are we and where do we go from here?European Journal of Marketing, 43(7), 873-889.
Herbst, U., Voeth, M., & Meister, C. (2011). What do we know about buyer–seller negotiations in marketing research? A status quo analysis.Industrial Marketing Management, 40(6), 967-978.
Johnston, W. J., & Bonoma, T. V. (1981). The buying center: Structure and interaction patterns.Journal of Marketing, 45(3)
Jones, E., Brown, S. P., Zoltners, A. A., & Weitz, B. A. (2005). The changing environment of selling and sales management.Journal of Personal Selling & Sales Management, 25(2), 105-111.
Leigh, T. W., & Marshall, G. W. (2001). Research priorities in sales strategy and performance.Journal of Personal Selling & Sales Management, 21(2), 83.
Moorman, C., & Rust, R. T. (1999). The role of marketing.Journal of Marketing, 63(4), 180-197.
Perdue, B. C., Day, R. L., & Michaels, R. E. (1986). Negotiation styles of industrial buyers.Industrial Marketing Management, 15(3), 171-176.
Rhoads, G. K., Singh, J., & Goodell, P. W. (1994). The multiple dimensions of role ambiguity and their impact upon psychological and behavioral outcomes of industrial salespeople.Journal of Personal Selling & Sales Management, 14(3), 1-24.
Schurr, P. H., Hedaa, L., & Geersbro, J. (2008). Interaction episodes as engines of relationship change.Journal of Business Research, 61(8), 877-884.
Singh, J. (1993). Boundary role ambiguity: Facets, determinants, and impacts.Journal of Marketing, 57(2), 11-31.
Slater, S. F., & Olson, E. M. (2000). Strategy type and performance: The influence of sales force management.Strategic Management Journal, 21(8), 813.
Spiro, R. L., & Weitz, B. (1990). Adaptive selling: Conceptualization, measurement and nomological validity.Journal of Marketing Research, 27, 61-69.
Walker Jr., O. C., Churchill Jr., G. A., & Ford, N. M. (1975). Organizational determinants of the industrial salesman's role conflict and ambiguity.Journal of Marketing, 39(1)
Webster, F. E. J., & Wind, Y. (1972). Organizational buyer behavior. Englewood Cliffs: Prentice Hall.
Weitz, B. A. (1981). Effectiveness in sales interactions: A contingency framework.Journal of Marketing, 45(1), 85-103.
Weitz, B. A., Sujan, H., & Sujan, M. (1986). Knowledge, motivation, and adaptive behavior: A framework for improving selling effectiveness.Journal of Marketing, 50(4), 174-191.
Wilson, D. T. (2000). Deep relationships: The case of the vanishing salesperson.Journal of Personal Selling & Sales Management, 20(1), 53-61.
Zablah, A. R., Bellenger, D. N., & Johnston, W. J. (2004). An evaluation of divergent perspectives on customer relationship management: Towards a common understanding of an emerging phenomenon.Industrial Marketing Management, 33(6), 475-489.
Last updated on 16-10-2012