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Article
Publication date: 6 January 2021

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…

1012

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.

Details

The International Journal of Information and Learning Technology, vol. 38 no. 2
Type: Research Article
ISSN: 2056-4880

Keywords

Available. Open Access. Open Access
Article
Publication date: 16 February 2021

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.

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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.

Details

Baltic Journal of Management, vol. 16 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

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Article
Publication date: 8 February 2021

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.

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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.

Details

Journal of Services Marketing, vol. 35 no. 5
Type: Research Article
ISSN: 0887-6045

Keywords

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