Ari Alamäki, Amir Dirin and Jyrki Suomala
This study examines students' emotional responses to augmented reality (AR) applications and their willingness to share on social media. It also compares user experiences of AR…
Abstract
Purpose
This study examines students' emotional responses to augmented reality (AR) applications and their willingness to share on social media. It also compares user experiences of AR and virtual reality (VR).
Design/methodology/approach
In line with expectation disconfirmation theory, the study focuses on students' experiences in the post-adoption situation where they had gained actual experiences of AR applications. The participants in this case study included 100 undergraduate students from higher educational institutes.
Findings
Augmentation as a value-creating mechanism seems to create surprising emotional reactions, as it created completely new and unexpected experiences for first-time users. This study also shows that positive user experiences increased the students' willingness to share AR content on social media channels. In addition, AR seems to be easier to adopt than does VR with “cardboard-style” VR headsets.
Research limitations/implications
More research is needed to determine which specific features of AR applications and pedagogical methods create positively surprising emotional experiences that affect rewarding learning experiences and social media sharing.
Practical implications
The results of this study allow designers and educators to select educational technologies that emotionally engage students to use and share them. Positively surprising emotional experiences are important for rewarding learning experiences. The findings also provide hints on the future preferences of new AR users.
Originality/value
This study created a new understanding of the emotional determinants of AR adoption and sharing on social media.
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Keywords
Ari Alamäki and Pentti Korpela
This study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.
Abstract
Purpose
This study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.
Design/methodology/approach
The study adopted a qualitative interview research design. A total of two participant groups—one consisting of sales management professionals and the other consisting of buyers—were created to conduct abductive data analysis to gain a new understanding of B2B sales management.
Findings
As a result of the digital transformation of sales, companies are shifting B2B sales towards value-based selling using a more proactive, continuous process wherein digital value co-creation activities play a big role. Similarly, their buyers now expect more proactive communication about new value propositions, but social media channels are of little importance to most B2B buyers. The management of digital value co-creation activities should be addressed from the sales ecosystem perspective, where non-sellers tend to have a strong role in communicating new value propositions.
Research limitations/implications
There needs to be further research on digital value co-creation activities in the sales ecosystem, as value-based selling requires that selling organizations focus more on educational digital content marketing and engagement with non-sellers via both marketing and sales activities.
Practical implications
Companies rarely exploit experts and project personnel when implementing digital sales strategies; however, they often meet with customers personally and network with them. This requires a broader perspective on sales management.
Originality/value
This is one of the first studies to explore the management of value-based selling from both seller and buyer perspectives.
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Catherine Johnson, Timo Kaski, Yvonne Karsten, Ari Alamäki and Suvi Stack
This paper aims to focus on how salespeople use emotions to build connections and facilitate value proposition co-creation (VPCC) in B2B complex services sales.
Abstract
Purpose
This paper aims to focus on how salespeople use emotions to build connections and facilitate value proposition co-creation (VPCC) in B2B complex services sales.
Design/methodology/approach
This paper uses video recordings of authentic B2B sales meetings in a two-part qualitative study.
Findings
This paper proposes a set of salesperson emotional behaviors that influence the co-creation of value propositions with customers. This paper uncovers five salesperson emotional behavior archetypes influencing VPCC.
Research limitations/implications
This study advances the value proposition literature by linking salespeople’s emotional behaviors with micro-level activities in the collaborative crafting of value propositions. The unique methodology may encourage researchers to apply video recordings in future studies.
Practical implications
The study provides managerial guidelines for improved selling competence and sales team organization.
Originality/value
This study’s findings represent a new insight into the actual manifestations of salesperson emotional behaviors that are commonly discussed but rarely observed directly.