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Customer information utilization in business-to-business markets: Muddling through process?

Author

Listed:
  • Rollins, Minna
  • Bellenger, Danny N.
  • Johnston, Wesley J.

Abstract

Despite of the empirical evidence that shows that customer information utilization may improve a company's customer and business performance, customer information utilization is underdeveloped in many companies. This research contributes to the understanding of customer information generation and utilization in business-to-business companies. Based on findings from field interviews, the authors propose that the process of generating and using customer information tends to follow Lindblom's (1959) successive-limited comparison or muddling through method. The muddling through method emphasizes small incremental changes, building up from the current situation, and shorter term orientation. Authors suggest that companies should balance their customer information utilization efforts by using both short-term and long-term methods when developing customer information generation and utilization.

Suggested Citation

  • Rollins, Minna & Bellenger, Danny N. & Johnston, Wesley J., 2012. "Customer information utilization in business-to-business markets: Muddling through process?," Journal of Business Research, Elsevier, vol. 65(6), pages 758-764.
    • Handle: RePEc:eee:jbrese:v:65:y:2012:i:6:p:758-764
    DOI: 10.1016/j.jbusres.2010.12.013
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    References listed on IDEAS

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    1. Kirchler, Erich, 1993. "Spouses' joint purchase decisions: Determinants of influence tactics for muddling through the process," Journal of Economic Psychology, Elsevier, vol. 14(2), pages 405-438, June.
    2. Diamantopoulos, Adamantios & Souchon, Anne L., 1999. "Measuring Export Information Use: Scale Development and Validation," Journal of Business Research, Elsevier, vol. 46(1), pages 1-14, September.
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    Cited by:

    1. Bozidar Cerovic & Sanja Mitic & Aleksandra Nojkovic, 2015. "Intangible Capital in a Transition Economy - Improvements and Constraints: An Analysis of Serbian Firms," South-Eastern Europe Journal of Economics, Association of Economic Universities of South and Eastern Europe and the Black Sea Region, vol. 13(2), pages 109-134.
    2. Sanja Mitić, 2015. "External Relationships And Marketing Practices In Serbian Firms: The Intangible Capital Perspective," Economic Annals, Faculty of Economics and Business, University of Belgrade, vol. 60(204), pages 75-104, January –.
    3. Tamara Keszey, 2015. "The Role of Market Researchers in Managerial Use of Market Research Information," Tržište/Market, Faculty of Economics and Business, University of Zagreb, vol. 27(1), pages 43-56.
    4. Braganza, Ashley & Brooks, Laurence & Nepelski, Daniel & Ali, Maged & Moro, Russ, 2017. "Resource management in big data initiatives: Processes and dynamic capabilities," Journal of Business Research, Elsevier, vol. 70(C), pages 328-337.
    5. Chari, Simos & Tarkiainen, Anssi & Salojärvi, Hanna, 2016. "Alternative pathways to utilizing customer knowledge: A fuzzy-set qualitative comparative analysis," Journal of Business Research, Elsevier, vol. 69(11), pages 5494-5499.
    6. Keszey, Tamara, 2018. "Trust, perception, and managerial use of market information," International Business Review, Elsevier, vol. 27(6), pages 1161-1171.
    7. Chandna, Vallari & Salimath, Manjula S., 2018. "Peer-to-peer selling in online platforms: A salient business model for virtual entrepreneurship," Journal of Business Research, Elsevier, vol. 84(C), pages 162-174.
    8. Adam J. Bock & Andreas B. Eisengerich & Dmitry Sharapov & Gerard George, 2015. "Innovation and Leadership," SAGE Open, , vol. 5(2), pages 21582440155, June.

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