Background: The concept of relationship marketing is a continuously growing research area in the field of academic research. A topic being widely discussed is which factors builds trust and the importance of having trust in business-to-business (B2B) relationships. However, there is a lack of research in the field of which factors have a negative effect on the level of trust in business relationships. Purpose: The purpose of this study is to explain which factors are crucial to maintain trust in a B2B relationship. Focus: The focus in this study is on trust in B2B relationships. Particularly how it is negatively affected by lacking the building blocks needed in order to have trust in such a relationship. Method: This study made use of a deductive, quantitative approach. By using a survey, the data was gathered through an online questionnaire sent out via e-mail to 700 Swedish B2B companies. Results: In total, answers from 141 were reliable. In SPSS analyses for regression, reliability, and validity were conducted. Out of the five stated hypotheses, three were accepted and two rejected. Conflict handling was shown to have the largest influence on the level of trust together with communication and competence. Commitment and contracts were rejected in the hypotheses testing. Conclusion: A new model is presented where the accepted hypotheses act as influencers on trust. The conclusion of this study is that if there is a lack of conflict handling, communication, and competence it will have a negative effect on trust in a B2B relationship. Due to limitations of the study, other research opportunities derive. It is suggested that future research should explore the differentiation between different industries and/or different kind of actors within the B2B-relation or countries.

Background: The success and quality of B2B relationships have been researched for decades. Relationship success carries many definitions, but prior literature lacks depth in how it is achieved. Relationship quality is often determined through three pillars: trust, commitment, and satisfaction. There is, however, unclarity as to what underlying factors build these pillars, due to the scarce amount of literature available on the topic. Purpose: To establish what aspects contribute to the success and quality of a relationship, by examining how relationship success, as well as relationship quality and how its three pillars are built, are perceived by Mediaspjuth's customers. Method: This interpretivist study initially follows a deductive approach as an already existing conceptual framework has guided the collection of data deemed necessary to answer the research questions. As the aim is to also seek answers to what factors build the three pillars of relationship quality; trust commitment, and satisfaction, the study also undertakes an inductive approach. Ten qualitative, semi-structured interviews were conducted as a primary source of data. Conclusion: The empirical findings detected important factors influencing relationship success, trust, commitment, and satisfaction. The study found that the quality of the relationship, quality of delivery, and integrity were the main factors affecting relationship success. Trust was built on the delivery process and the management of the relationship, while commitment focused on proactivity and dedication. Lastly, satisfaction was achieved mainly through the outcome quality and mutual benefits.

Date: 2023-05-30 Level: Bachelor Thesis in Business Administration, 15 cr  Institution:  School of Business, Society and Engineering, Mälardalen University  Authors:  Savannah Buhler         Tuuli Söder                (99/02/15)                   (99/03/12) Title: The Influence of Corporate Social Responsibility Activities on B2B Customer Relationships Supervisor: Edward Gillmore  Keywords: CSR activities, B2B Relationships, Collaboration, Alignment, Differentiation Research question: What effect do CSR alignment strategies and CSR differentiation strategies have on a firm's B2B relationships?  Purpose: The purpose of this research is to study how a firm aligns or differentiates its CSR strategies in a B2B context. The aim is to investigate how a firm’s CSR strategies affect customer relationships. By doing an explorative case study, this research will provide a deeper understanding of what types of CSR activities a B2B firm is doing and where those activities are used strategically. It investigates how the firm can leverage these activities to strengthen customer relationships by taking responsible and sustainable measures. Method: A qualitative single case study with an inductive approach, the data was collected through semi-structured interviews. Conclusion: Strengthening B2B relationships can be done by aligning with stakeholder CSR needs. Being proactive and innovative can give a competitive advantage and help differentiate from the competition. These two strategies are used simultaneously and are interrelated. Collaboration is also key to strengthening these relationships.

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The technological development that we have seen in the last decades has resulted in a more digitized business environment and affected industries from an innovative and competitive perspective. The digital transition is an ongoing process and it creates opportunities and challenges for businesses globally. Digital transitions can have consequences for different aspects within a company, from the top management all the way to their customer relations. This study is concentrated on the latter, namely customer relations in a business-to-business context within the sportswear industry. The purpose of this degree project is to develop a deeper understanding about how perceived usefulness of a new digital tool affects the behavioral intention to use it based on a relationship marketing perspective. The study specifically investigates key account managers in a business-to-business context from the sportswear company Athics. By investigating perceived usefulness of 3D Virtual Prototypes by the key account managers’ behavioral intention to use, we managed to explain whether this technology would be accepted or rejected by the managers. None of the key account managers had previous experience with 3D Virtual Prototypes. The degree project had a qualitative method where we interviewed eight key account managers from the product division Athics Footwear through semi-structured interviews. The study takes a deductive approach. The ontological and epistemological stances are interpretivism and constructionism. After reviewing the literature on relationship marketing and technology acceptance model, we formed a conceptual model to get a deeper understanding of their relation to each other. This model was reconstructed once the empirical findings were analysed due to new findings. The revised model contributes to research on relationship marketing and technology acceptance. The findings show that Athics key account managers have a positive attitude towards using 3D Virtual Prototypes and intend to use it once Athics implements this new technology. They believe that 3D Virtual Prototypes can affect relationship strength directly and perceive it as useful in creating long-lasting relationships with their business-to-business customers. However, the study’s result shows that relationship performance will only be affected by sales performance. Implying that 3D Virtual Prototypes can still be perceived as useful but from a different cause. Moreover, the study’s result shows that by implementing 3D virtual prototypes customers will get more involved in the process of developing a shoe. Therefore, we consider customer involvement as a new finding and an important factor in relationship marketing when implementing a new digital tool. The key account managers perceive the digital tool to be more useful towards larger accounts due to their innovative and collaborative side. Smaller accounts are more challenging since they express a more conservative mindset by being less collaborative and perceive innovations as a higher risk.

Aim: To understand the influence of guanxi and trust on business to business relationships in the Chinese market. Method: This study was conducted based on an inductive qualitative research method with the use of primary and secondary data. A case study, with semi-structured interview questions and open-end questionnaire, were used for the collection of primary data. In total 27employees were interviewed, 13 through an online application and 14 through an online survey. Result & Conclusions: Guanxi and trust are inseparable and complement each other when building B2B relationships. Renqing and ganqing are part of guanxi which can influence guanxi directly. Trust can be divided into interpersonal and organizational trust and both can build B2B relationships. For the creation of a long-term relationship between business partners, both guanxi and trust are essential to maintain and strengthen the relationship. Suggestion for future research: Because of the limited number of interviews and circumstances, the results of this research are based in one company and three of its business partners. All the interviewed employees work in China and are specialized in the pharmaceutical industry. Therefore, the results are difficult to be generalized, but further studies can be conducted in different fields and industries, such as government-owned companies and various business scopes to investigate if the different levels of guanxi and trust influence business relationships or performance. Contribution of the study: This study contributes to the understanding of how guanxi and trust influence relationships between business partners in China. No matter which starts the initial B2B relationship, both trust and guanxi are essential in building, maintain and strengthening B2B relationships.

In marketing research, customer relationship management (CRM) is often described as a strategy for collecting customer information through an IT- infrastructure in order to manage customer relationships (e.g. Boulding et al 2005; Keramati et al 2010; Nguyen and Mutum 2012). Most of the existing research within CRM has focused on IT-infrastructure and implementation issues rather than on how CRM can enable knowledge sharing among individuals and working teams. Difficulties regarding information and knowledge creation, as well as sharing knowledge in both formal and informal ways, are not particularly well addressed in CRM literature. Hence, this study adopts a holistic approach to CRM and aims to “Understand how a B2B-organisation organise for strategic CRM”, and “Investigate how organisational aspects can act as drivers or barriers for learning about customer relationships”. The holistic approach implies that organisational aspects (such as co-workers, organisational culture, internal processes and affordance, c.f. Finnegan and Currie 2010) should be captured and seen as integrated parts of strategic CRM together with the more tangible CRM- system. Besides that, this study attempts to answer the question, “How does a B2B-organisation work with CRM to learn about their customer relationships”. Previous research has shown that intra-organisational problems emerge when implementing and using CRM with both researchers and software providers approaching CRM from a technological perspective with a heavy emphasis on IT-infrastructure (e.g. Bohling et al 2006; Coltman et al 2011). Despite its importance, IT-infrastructure is just one aspect that managers have to consider when making decisions about implementing and organising for CRM. From previous research we can learn that organisational aspects, such as co-workers, internal processes, and organisational culture (e.g. Finnegan and Currie 2010; Jayachandran et al 2005) are important to consider when implementing and using CRM. Thus, discovering how B2B- companies organise for strategic CRM necessitates the use of a holistic approach to CRM, based on the philosophy of relationship marketing (e.g. Grönroos 2008a; Nguyen and Mutum 2012; Storbacka and Lehtinen 2000). The empirical context in this study is the accounting and auditing industry. During recent years Swedish accounting and auditing firms have faced changes in the macro environment due to changes in legislation, which hasviitransformed the industry to become more customer oriented and CRM has been brought to interest in many firms. Based on that, a third and more practitionary aimed aim for this study is to ”Identify for accounting and auditing industry relevant organisational aspects for use of CRM”.In the theory chapter I first review the philosophy of relationship marketing, highlights the differences between B2B- and B2C-contexts and shows the nature of B2B-relationships, where multiple parties often are involved in the relationship. The study then sheds light on current research streams in CRM-literature and identifies two major research streams, the technology- oriented one and an organisational-oriented one. The thesis proceeds to review information, knowledge and learning domains and integrates relevant theoretical frameworks from these research areas into CRM-literature. The theory chapter rounds off by presenting and discussing “communities of practice” as an organisational approach that enables and cultivates learning in organisations.The study adopts an explorative research approach connected to the research question and purposes and the empirical inquiry is conducted through an abductive approach and investigates a large auditing and consulting firm, a major actor in the Swedish audit- and accounting business, during the time period of 2,5 years. The empirical data is comprised of 44 meeting observations of key account teams, as well as a sales group and 31 in-depth interviews with members of the groups. Moreover, several meeting observations with members of a sales team and a responsible-advisor team were conducted in one of the auditing firm ́s local offices to provide an understanding of how CRM as an organizational strategy is adopted and used by different individuals and groups working with different types of customers.In the analysis I built on the theoretical framework and case findings to empirically identify relevant themes connected to the customer relationships, to the development and learning processes in working teams and among individuals, and to intra-organisational prerequisites and structures. The identified themes were then further analysed in order to find out how CRM as a strategic approach is used to learn about customer relationships. This study shows that managers have to integrate relevant intra- organisational aspects to be able to organise for and implement CRM with a purpose to generate learning about customer relationships in a successful way. While previous research have shown that the organizational aspects may vary depending on company-context, size and type of customers, this study suggests that managers should consider “strategic communities of practice” as an important strategy to enable knowledge sharing, and thusviiicultivate learning processes among individuals, groups and divisions. However, enabling and cultivating for strategic communities of practice is not suitable for all groups of individuals due to their work tasks, or what goals and objectives managers have with the particular group or team. This finding is important to address since CRM, when narrowly approached as an IT-infrastructure, does not capture all relevant information and results in a lot of important knowledge about customer relationships getting stuck in minds of smaller working groups - instead of being shared with colleagues in networks or communities of practice, and thus contributing to organisational learning about customer relationships. The study shows that if CRM is to act as an enabler for relationship-specific knowledge sharing, managers have to enable interactive knowledge sharing among co-workers through for example communities of practice. These interactions, along with traditional information collection are strongly needed, especially in the context of B2B-services companies. To conclude, CRM-literature have to be re-examined to further incorporate discussions regarding learning processes and knowledge sharing to target a deeper, as well as a more holistic, understanding of customer relationships.

In this doctoral study I conceptualise shared values in order to explore a management problem from my work place environment. I observe that business-to-business (B2B) relationships between project managers and self-employed consulting engineers terminate; project managers switching to other vendors and self-employed consulting engineers losing their contract. The findings from the doctoral study show major influence of the shared values in managing project based professional relationships. Specifically, the elements of B2B professional relationships “commitment” and “trust” embedded in relationship performance show managerial implications. Furthermore, the literature review revealed a lack of qualitative knowledge in the research domain of B2B relationships. Hence, the findings from the doctoral study fill this gap and contribute to the academic knowledge by providing practise based qualitative evidence. This doctoral study was conducted in two phases. In the first phase, building on previous research articles, six elements of B2B professional relationships were refined and tested through qualitative interviews in order to explore their relevance in the B2B professional relationship between the project managers and self-employed consulting engineers. As a result from the first phase, a conceptual model of shared values was developed. In the second phase, the conceptual model of the shared values developed from the first phase was explored and validated through the experience of the project managers and self-employed consulting engineers.

Purpose: To explore the influence of marketing AI on marketing managers' attention allocation to leverage customer relationships in different business-to-business contexts. Method: Abductive approach and multiple case study, data collection was made by qualitative semi-structured interviews and secondary data collection. Conclusion: The study identified both similarities and differences within three main categories across two industrial clusters where marketing AI effect marketing managers’ attention allocation in B2B relationships. Marketing AI is shown to affect B2B relationships through marketing managers’ attentional selection towards efficiencies and/or new opportunities. Marketing AI is shown to influence marketing managers’ attention allocation by distorting the focus of attention on relational dynamics by introducing automated or augmented marketing AI solutions into the relationship.

In this doctoral study I conceptualise shared values in order to explore a management problem from my work place environment. I observe that business-to-business (B2B) relationships between project managers and self-employed consulting engineers terminate; project managers switching to other vendors and self-employed consulting engineers losing their contract. The findings from the doctoral study show major influence of the shared values in managing project based professional relationships. Specifically, the elements of B2B professional relationships “commitment” and “trust” embedded in relationship performance show managerial implications. Furthermore, the literature review revealed a lack of qualitative knowledge in the research domain of B2B relationships. Hence, the findings from the doctoral study fill this gap and contribute to the academic knowledge by providing practise based qualitative evidence.This doctoral study was conducted in two phases. In the first phase, building on previous research articles, six elements of B2B professional relationships were refined and tested through qualitative interviews in order to explore their relevance in the B2B professional relationship between the project managers and self-employed consulting engineers. As a result from the first phase, a conceptual model of shared values was developed. In the second phase, the conceptual model of the shared values developed from the first phase was explored and validated through the experience of the project managers and self-employed consulting engineers.