B2B relationship calculus: quantifying resource effects in service-dominant logic

• Main Authors: deLeon, Anthony J. (Author), Chatterjee, Sharmila C. (Contributor), deLeon, Anthony (Contributor)
• Other Authors: Sloan School of Management (Contributor)
• Format: Article
• Language: English
• Published: Springer Nature, 2016-06-09T19:10:48Z.
• Subjects: Article
• Online Access: Get fulltext

 Increasingly, knowledgeable business-to-business (B2B) customers and evolving customer needs are leading to seismic shifts in vendor-client interactions. Across industries, sellers are changing their business models from a simple goods orientation to a hybrid goods-services model, placing greater emphasis on delivering complete customer solutions. In such an environment, companies must find ways to prioritize investments in resource development. The service-dominant (S-D) logic framework offers significant insights into this challenge; however, these effects have not been tested quantitatively. This study addresses that gap, examining the influence of various seller resources on buyer satisfaction. An empirical analysis of buying organizations that purchased and implemented business intelligence systems finds that "augmented" operant resources that the buyers ascribe to the software's sellers-resources that go above and beyond expectations-are the most significant predictors of both successful technology assimilation and overall customer relationship quality. In particular, an augmented operant resource reflecting a seller's ability to see value creation opportunities from the buyer's perspective (value mindset) has up to three times the effect on relationship satisfaction as "core" operant resources such as product-specific expertise or basic interpersonal service skills. These results can help sellers prioritize resource investments.