Purpose

The purpose of this paper is to establish a reference model that will allow us to understand the factors that influence the omnichannel management of an organization in a business-to-business (B2B) context.

Design/methodology/approach

In building the model, a partial least squares structural equation modeling approach was followed. More than 1,000 executives with a C-level profile (chief executive officer, chief marketing officer or chief digital officer), from manufacturers and wholesalers, in various industries worldwide were contacted. The final sample consisted of 124 C-level executives in multinational B2B companies from 35 countries worldwide.

Findings

The principal finding is that optimal omnichannel management must involve a customer-centric proposition forming the basis for individualized marketing that tailors the company’s portfolio of solutions to suit each client. To ensure this, customer knowledge at each touchpoint is essential. The results show that the main predictor of B2B omnichannel management is sales and marketing, even above channels. The principal conclusions are that the model shows that good omnichannel performance is measured by the performance of the industrial buyer. Loyalty and experience are primary measures of this customer’s performance.

Originality/value

Research into omnichannel management in the B2B field is scarce, especially concerning the creation of models for decision-making.

中文翻译：

---

B2B 营销中的数字化：PLS-SEM 方法的全渠道管理

目的

本文的目的是建立一个参考模型，使我们能够了解在企业对企业 (B2B) 环境中影响组织全渠道管理的因素。

设计/方法/方法

在构建模型时，遵循了偏最小二乘结构方程建模方法。我们联系了来自全球各个行业的制造商和批发商的 1,000 多名 C 级高管（首席执行官、首席营销官或首席数字官）。最终样本由来自全球 35 个国家/地区的跨国 B2B 公司的 124 名 C 级高管组成。

发现

主要发现是，最佳的全渠道管理必须涉及以客户为中心的主张，形成个性化营销的基础，从而定制公司的解决方案组合以适合每个客户。为确保这一点，每个接触点的客户知识都是必不可少的。结果表明，B2B 全渠道管理的主要预测因素是销售和营销，甚至高于渠道。主要结论是，该模型表明，良好的全渠道绩效是通过工业买家的绩效来衡量的。忠诚度和经验是衡量该客户绩效的主要指标。

原创性/价值

B2B 领域的全渠道管理研究很少，尤其是在创建决策模型方面。