Business manoeuvring: a model of B2B selling processes

Abstract

Purpose

This study aims at developing a model that captures the reality of complex contemporary B2B selling processes.

Design/methodology/approach

The grounded theory methodology was deployed in this study. In‐depth interviews and interactive lectures were used for data collection.

Findings

This study indicates that contemporary B2B selling processes are complex and dynamic endeavours in which various (sometimes conflicting) interests are ultimately managed by the involved actors through a dynamic process best described as “business manoeuvring”.

Research limitations/implications

Possible avenues of future enquiry include investigation of other industrial sectors in which the proposed model's description of selling processes is valid and assessment of the characteristics of companies (in terms of size and profitability).

Practical implications

The model proposed in this study can be utilised by practitioners to impose a useful conceptual structure on otherwise fluid and intangible processes – thus making them easier to analyse and thereby facilitating strategic corporate decision‐making.

Originality/value

Based on the real life experiences of the involved actors, this model describes that complex contemporary B2B selling processes are dynamic processes and not linear or sequential ones.

Citation

Åge, L. (2011), "Business manoeuvring: a model of B2B selling processes", Management Decision, Vol. 49 No. 9, pp. 1574-1591. https://doi.org/10.1108/00251741111173998