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Despite the expansion of digital transformation, interpersonal interactions remain the foundation for successful business-to-business (B2B) sales meetings in complex exchanges. This study focuses on rapport building and examines it as an explicitly and implicitly manifested ongoing process covering the entire duration of a B2B sales meeting. Based on empirical findings from a qualitative study of Japanese business professionals, the study develops a process conceptualization of rapport building. It draws on the rapport management model from sociolinguistics, showing how rapport building is based on meeting individuals' fundamental needs for appreciation, approval, fair consideration, and social inclusion, besides fulfilling business-related rapport needs. Based on the data, we identified three phases in rapport building (establishing, developing, and leveraging) and various overt and covert rapport-building activities the salesperson can adopt to create and nurture rapport with a customer by relying on verbal, nonverbal, and intuitive cues. Our findings indicate that only the final phase, leveraging rapport, offers an optimal setting for discussions on future business opportunities. The study challenges the stereotypical notion of rapport as mere small talk at the beginning of a sales meeting and provides valuable managerial implications related to successful rapport building. [ABSTRACT FROM AUTHOR]

PurposeDesign/methodology/approachFindingsOriginality/valueRelying on regulatory focus theory (RFT), this study examines the mechanisms that guide managers’ positioning-related decisions in business-to-business contexts. Specifically, this research answers two main questions: what motivates managers to recommend specific positioning strategies and what motivates related decisions regarding contextual and market conditions?Two studies are undertaken in this research. Using the Delphi method, Study 1 adopted an online scenario-based experimental design related to the positioning decisions of three companies. A panel of expert informants assisted in the design process. Study 2 tested the stability of the results from Study 1 and then extended the analysis through the introduction of an additional dependent variable and market feedback. The results of the scenario-based online surveys are subjected to partial least squares structural equation analyses.The findings are in line with regulatory focus theory and show that RFT can provide motivationally derived answers to questions regarding inter-manager differences in positioning decision-making under similar market and company conditions. The results further show that decisions made by marketing managers in B2B contexts are guided by a desire to achieve congruity (fit) between their regulatory focus and their positioning strategy. Moreover, there is a differential impact of the regulatory foci on the likelihood of changing a recommended strategy.This paper investigates the moderating effects of involvement, valence framing, and market feedback. The study finds that the valence of the recommendation of a positioning strategy moderates the relationship between regulatory focus and the type of positioning strategy. [ABSTRACT FROM AUTHOR]

Artificial intelligence (AI) has significantly disrupted B2B markets, impacting companies at the product, service, and organizational levels. A key focus is on how to leverage the power of AI to augment and automate activities to create value for customers. One specific form of value creation investigated in marketing is co-creation between parties. Introducing AI into the co-creation process is exciting due to its technological characteristics and the anticipated business value it can bring. This study explores the state of the art in co-creation with AI in B2B markets. It examines how buyers, suppliers, and technology providers interact, along with their motives and characteristics. Furthermore, it investigates the processes enabling these interactions, from the form of AI used and AI tool integration to the necessary capabilities of other actors involved. Finally, this study examines the content of co-creation described in the existing literature and the value created jointly. This review contributes to delineating the interaction between human and non-human actors in a B2B co-creation ecosystem. The implications of this research provide B2B companies with a discussion about the actors, motives, characteristics, processes, and content of co-creation with AI in B2B drivers and barriers of AI for co-creation, mapping the way for success. [ABSTRACT FROM AUTHOR]

Electronic commerce has allowed businesses to grow globally by breaking down barriers that many believed could not be overcome. Although large companies often outperform small and medium-sized businesses, e-commerce allows them to compete with them in some areas. Surprisingly, there is a lack of theoretical evidence regarding e-commerce net benefits for a small and medium-sized business that operates in the context of Business-to-Business. We expand the previous model of information system success by analyzing the role of game dynamics and user satisfaction in the intention to use e-commerce and its net benefits in the success of the new e-commerce platform. To help predict the success of a new e-commerce platform we collect 522 responses from a pool of clients of a small company that sells products to Hotels, Restaurants, and Cafes. Ease of use is the main variable that affects customer satisfaction and their intention to use e-commerce The company will only achieve e-commerce net benefits if these conditions are met. The results contribute to a better understanding of e-commerce net benefits while developing a new e-commerce platform and provide valuable practical contributions for small companies that have limited marketing and information systems. [ABSTRACT FROM AUTHOR]

The use of enterprise social media (ESM) within purchasing and supply management has not been studied extensively so far. Therefore, based on the social network theory for an internal individual and cross-department consideration, five in-depth cases consisting of 22 expert interviews were conducted with European manufacturing companies. The results reveal numerous benefits of ESM that improve the flow of information and organisational exchange through higher information transparency, which leads to enhanced knowledge generation and company-wide dissemination. Besides, the strategic orientation of the purchasing and supply management department can be enhanced, while reducing information exchange and coordination efforts. In doing so, the paper extends the current understanding of the potentials of ESM for purchasing and supply management and provides a conceptual framework. Likewise, several negative aspects of ESM, such as information overflow, misbalanced information, or cultural and personal differences in content generation and consumption are elaborated. [ABSTRACT FROM AUTHOR]

PurposeMethodology/approachFindingsResearch implicationsPractical implicationsOriginality/value/contributionCompanies are engaging in strategies for differentiation in cooperation, resulting in a notable increase in co-branding alliances. However, the scientific community lacks identification of which co-branding subtopics are investigated in B2B markets, their challenges, and the methodological characteristics of the studies. This study systematically investigates the academic literature regarding B2B co-branding.Based on the Prisma protocol, the authors employed a systematic literature review, integrating data from 26 articles and identifying seven main themes. These themes were clustered and associated with the methodological profiles of the studies.Although there is limited research on B2B co-branding, its aspects align with findings in the B2C domain. Topics within co-branding involving brand equity, financial performance, marketing mix, and characteristics of allied companies were conducted through surveys, quasi-experiments, and experiments in research with quantitative approaches. Conversely, the other topics found in research use a qualitative approach and methods. In the content we found, companies with comparable brand equity share equal benefits. Those with lower equity gain more, and those with higher equity benefit from functional advantages. Selecting the right partner is critical. Financial returns vary among allies and depend on environmental conditions, resource allocation, and interdependence. Furthermore, ingredient branding is the most researched modality in the industrial context, and tests involving specific procedures or relationships to implement a successful co-branding strategy require more robust research.The review highlights findings similar to those observed in B2C markets, including the importance of partner selection, the potential for enhancing brand equity (especially for weaker brands), positive customer attitudes toward co-branding, and the possibility of achieving financial returns. In addition, this study demonstrates the need for more experimental studies on some of these topics, such as relationship management and determination of co-branding establishment.This research enables B2B managers to analyze common practices, characteristics, types of partnerships, and their impacts to facilitate decision-making before implementing co-branding strategies.This research enhances understanding of co-branding for the B2B market and compares knowledge when the co-branding strategy is directed toward B2C consumers. [ABSTRACT FROM AUTHOR]

Supplier Relationship Management (SRM)is a systematic, enterprise-wide assessment of suppliers' strengths, performance and capabilities in relation to overall business strategy, determining what activities to perform with different vendors, planning and execution of all interactions. And Business-tobusiness (B2B) strategy involves the determination of what activities to engage in with different suppliers and planning and execution of all interactions with suppliers in a coordinated fashion across the relationship life cycle to maximize the value realized through those interactions. This paper proposes the establishment of a Business-to-business strategy using SRM. Starting with a theoretical review of SRM, we analyse what models are suitable for B2B. Based on the analysis, we would like to propose a Business-tobusiness strategy establishment plan combined with SRM. The results is that is possible to establish a B2B strategy using SRM for each industry, and it is expected that various types of results can be derived. In order to propose more concrete measures through additional research, it is judged that it is necessary to study the system as well as a deep understanding of individual industries. [ABSTRACT FROM AUTHOR]

In today's steady development of e-commerce, improving enterprise competitiveness is a major challenge that e-commerce enterprises need to face. There are problems with incomplete and inaccurate evaluation systems in commonly used competitiveness evaluation systems. To address these concerns, the study establishes a model for evaluating business-to-business relationships by analyzing indicators of competitiveness. It also examines the algorithm process and neural network structure and incorporates them into the evaluation model. The experiment shows that through training the back propagation neural network, it is discovered that the mean square error of the samples is 9.9869e-06 when the training frequency reaches 3200, resulting in the completion of convergence of the back-propagation neural network. The utilization of back propagation neural networks to enhance the evaluation model of enterprise competitiveness has yielded positive outcomes. Suggestions have been proposed to improve the competitiveness of diverse e-commerce enterprises. This study can furnish enterprise managers with decision support, enhancing enterprise competitiveness and enabling sustainable development. [ABSTRACT FROM AUTHOR]

An empirical study was conducted to find the role of the Organizational Complexity (OC) on the Business Innovation Model (BMI) when companies are using an Enterprise Resource Planning (ERP). Three different profiles were contacted in the companies (General Manager, Information Technology Manager and Purchasing Manager). A data collection process through a questionnaire survey was conducted, 132 informants participated in the study, however, 28 of them reported they were not using an ERP in their company. Valid data from 104 enterprises dealing with BMI and simultaneously had implemented an ERP software solution participated to the questionnaire. The scales used for the questionnaire of this study were previously validated in the literature and measured aspects such as the ERP use and perceived usefulness, the organizational complexity and costs and revenues of the business model innovation. All constructs accomplish the validity and reliability commonly accepted. This dataset could be specially useful for conduct multi countries studies to compare results about the impact of Organizational complexity on Business Model Innovation for those companies using and Enterprise Resource Planning (ERP).

Purpose: Digital service innovation (DSI) is a type of technological innovation that is recognized in practice in the innovation structure of companies. Given the breadth of digital technologies that enable digital services and the variety of these services, analysis is needed to discern the nature of these services, as well as the process that culminates in co-innovation. The literature on DSI is fragmented and spread across multiple research areas. This fragmentation impedes conceptualization of the elements that constitute DSI. This paper describes the nature of DSI through the process and elements of initiation, adoption and routinization of DSI in the context of digital service platforms (DSPs). Design/methodology/approach: This paper presents a single exploratory case study of a provider of a leading digital solution in customer relations. The data analysis is based on abductive reasoning. Findings: The paper conceptualizes the nature of DSI and describes the process and elements of DSI (phases, actors, functions and interactions). It contributes to building a common language for DSI research in service management. The analysis shows that DSI in DSPs is synonymous with co-innovation. This paper offers insight into how co-innovation occurs, using hybrid agile methodologies with the coordination of multiple actors and multilateral interactions. Originality/value: The originality and value of the study reside in its conceptualization and analysis of what is meant by DSI. The components of the service and the technological requirements for not only provision but also ideation and development appear to be inseparable. The study unveils the mechanisms that turn a digital service solution into a co-innovative proposal. This knowledge can facilitate scalability in digital services. [ABSTRACT FROM AUTHOR]

Objective of the study: We aim to propose, and test an integrative framework for actors’ orchestration in the dairy sector based on a data science perspective to drive innovation. Methodology/Approach: To achieve this aim, a systematic literature review and content analysis were conducted, then, an integrative framework was developed and empirically tested. Subsequently, incremental adjustments in the framework’s data structure were performed based on the interviews conducted through the focus group were taken into consideration. Increasing the framework assertiveness and adaptability in different contexts. Originality/Relevance: The article delves into the world of dairy production, focusing on the key players in the milk and its derivatives sector. It emphasizes the crucial role of data in driving innovation and value co-creation among these actors. By collecting and displaying the relevant data, each player can unlock new opportunities for growth and collaboration within the value chain. The data science principle forms the bedrock of this process, as it enables a deeper understanding of the data flow and facilitates effective information-sharing across the right value chain actors. Main results: A framework that encompasses key data that can be shared among actors, to foster information exchange and long-term relationships, promoting transparency in the process, which raises a sense of trustworthiness, responsibility, and innovation. Theoretical/Methodological contributions: The study involves the development of an integrative framework that is constructed based on insights gathered from the systematic literature review and content analysis. This framework serves as a comprehensive and cohesive structure for understanding the utilization of data flow to connect stakeholders in the dairy sector. It highlights the key elements necessary for successful actors' relationships and outlines the potential impact on value co-creation and the generation of valuable information. Empirical contributions are made through the testing and validation of this framework with a diverse range of stakeholders in the dairy sector. Through focus groups involving multiple players within the industry, valuable insights are gathered, and the framework is tested. The empirical findings validate the applicability and effectiveness of the framework, ensuring its practicality and relevance. Social/management contributions: The framework elevates the knowledge level about the dairy sector and its practices among stakeholders. It amplifies the potential for innovation within the sector, serves as a guiding tool that encourages stakeholders to explore new avenues for enhancing the customer experience. The social and management contributions are evident in its ability to empower stakeholders with knowledge, inspire innovation, and elevate the overall customer experience in the dairy sector. [ABSTRACT FROM AUTHOR]

In recent years, sales organizations have faced a complex array of operational challenges, ranging from a shift towards remote work to fluctuating customer expectations and increasing market competition. To overcome these issues, many business-to-business (B2B) firms have adopted sales enablement strategies, a field gaining both practitioner and academic attention, but lacking a standardized definition. Employing a two-step analytical approach, this study aimed to elucidate the concept of sales enablement. It accomplishes this by conducting a comprehensive analysis of existing definitions within the practitioner landscape and exploring its practical application through a single case study. Our findings significantly advance the existing body of knowledge by identifying three key elements that are essential for effective sales enablement implementation: alignment, integration, and processes. In contrast to the prevalent focus on technology as the cornerstone of sales enablement, our study reveals a more nuanced perspective. It posits that, while technology is an important facilitator, the key themes of effective sales enablement are alignment among people, integration of organizational resources, and streamlined processes. These insights provide valuable contributions to both the academic literature and the practical application of sales enablement, offering a multifaceted understanding that extends beyond mere technological focus to encompass human and process-oriented dynamics. [ABSTRACT FROM AUTHOR]

AbstractThe two main forms of healthcare data exchange among entities are business-to-business (B2B) and business-to-customer (B2C). The former uses the electronic data interchange (EDI) technology between healthcare institutions, while the latter is usually conducted by providing web-based interfaces for patients. This research argues that both forms have inherent security and privacy weaknesses. Furthermore, patients lack appropriate transparency and control over their own Personally Identifiable Information (PII). We explore the issues of medical record exchange, analyze them and suggest appropriate solutions in the form of a new model to mitigate them. The vulnerabilities, ranging from critical to minor, include the possibility of Man-in-The-Middle (MiTM) and supply chain attacks, weak cryptography, repudiable transactions, single points of failure (SPOF), and poor access controls. A novel model will be presented in this research for healthcare data sharing which applies the best security practices. The proposed unified model will counter the listed vulnerabilities. It automates the healthcare processes in decentralized architecture by utilizing the smart contracts for B2C transactions such as medicine purchase. The model is based on the Blockchain and zero-knowledge proofs. It is made with novel controls which represent the latest advancements in cybersecurity. It has the potential of setting a new cornerstone.

The two main forms of healthcare data exchange among entities are business-to-business (B2B) and business-to-customer (B2C). The former uses the electronic data interchange (EDI) technology between healthcare institutions, while the latter is usually conducted by providing web-based interfaces for patients. This research argues that both forms have inherent security and privacy weaknesses. Furthermore, patients lack appropriate transparency and control over their own Personally Identifiable Information (PII). We explore the issues of medical record exchange, analyze them and suggest appropriate solutions in the form of a new model to mitigate them. The vulnerabilities, ranging from critical to minor, include the possibility of Man-in-The-Middle (MiTM) and supply chain attacks, weak cryptography, repudiable transactions, single points of failure (SPOF), and poor access controls. A novel model will be presented in this research for healthcare data sharing which applies the best security practices. The proposed unified model will counter the listed vulnerabilities. It automates the healthcare processes in decentralized architecture by utilizing the smart contracts for B2C transactions such as medicine purchase. The model is based on the Blockchain and zero-knowledge proofs. It is made with novel controls which represent the latest advancements in cybersecurity. It has the potential of setting a new cornerstone. [ABSTRACT FROM AUTHOR]

Servitization has been a global trend in the manufacturing industry. Facing the increasingly networked business environment, implementing servitization in business ecosystem (SIBE) has significant implications for academics and practices. Considering the fragmented SIBE research, this paper aims to reveal a holistic landscape of this domain by a systematic literature review. After collecting 84 related articles in Scopus, descriptive and thematic analyses were applied to answer the predefined review questions. The paper illustrated the overall state of SIBE research, an emerging domain with an increasingly growing trend. Five major themes were identified as the critical pillars of SIBE research: the antecedents, organisational structure, key strategies, resources and capability, and possible outcomes for SIBE. A research agenda for SIBE was provided by discussing the underlying research opportunities. This study is one of the pioneering efforts to review the interface between servitization and business ecosystem, serving as the initial foundation for SIBE. Both theoretical and managerial implications are drawn for servitization research and practice. [ABSTRACT FROM AUTHOR]

This study aims to offer novel means for rethinking contemporary business-to-business (B2B) sales operations and the assumptions that underlie them in the digital era. This rethinking relates especially to sales managers' efforts to facilitate cognitive unlearning in B2B sales management during the ongoing digital transformation taking place in enterprises. Unlearning—the process of purposely reflecting on and discarding old ways of knowing and doing—is crucial to prevent outdated organizational knowledge and routines from becoming a barrier to change. Before adopting new sales practices, sales organizations must first discard old ways of knowing and doing. Drawing insights from unlearning and B2B sales management literature and conducting empirical qualitative research on 31 executives and senior managers operating in various industries, the study outlines a four-phase process for unlearning as well as several key themes within each phase. The findings emphasize how top management facilitates cognitive unlearning regarding digital business transformation in the B2B sales context. The study contributes to sales management literature by introducing cognitive unlearning as a new theoretical angle on the issue of digital transformation. It also offers insights for sales managers on how to elevate and leverage the unlearning of salespeople. [ABSTRACT FROM AUTHOR]

When should business-to-business firms encourage their salespeople to advocate for the customer in pricing negotiations? This research extends dual agency theory to the sales domain to address this question. In Study 1, the authors examine discount negotiations with secondary data from a major U.S. distributor. They find that the customer and seller both experience the most favorable outcomes when the salesperson advocates strongly for both parties; advocacy for either party alone is counterproductive. Study 2 confirms these results using matched survey, pricing, and profit data and demonstrates a key boundary condition: broad customer--seller ties enable the synergy between customer advocacy and seller advocacy by enhancing the firms' abilities to monitor the salesperson. In Study 3, experiments with business-to-business buyers replicate key findings and provide evidence for theorized mechanisms. This research emphasizes the interdependence between the salesperson's dual roles and demonstrates how the salesperson can serve as an effective agent of both the customer and seller, thereby mitigating challenges associated with role conflict. [ABSTRACT FROM AUTHOR]

Using new technologies in customer interactions is a popular way of trying to increase customer engagement. It is, however, unknown how such efforts by marketers' affect engagement, and particularly to what that engagement relates to. By analysing interview and observation data, the engagement manifestations of customers of a B2B company using virtual-reality technology were studied. The results show that customer engagement can be targeted at not only brands or firms but also the service the firm offers or the technology that enables the service. It is argued that the different objects of engagement can coexist and support each other but engagement with the firm is less susceptible to fluctuations. Marketers should be aware of what triggers customer engagement and what it is targeted at. [ABSTRACT FROM AUTHOR]

Business-to-business (B2B) practitioners are increasingly interested in capabilities to holistically manage touchpoints along B2B customer journeys (CJs) to remain competitive. Research in the B2B context, however, has investigated neither what constitutes such a customer journey management capability (CJMC) nor how, whether, or when it creates value. Taking a mixed-methods approach, we conceptualize and operationalize B2B CJMC as a supplier's ability to achieve superior customer value along the B2B CJ by strategically creating value-anchored customer touchpoints characterized through the implementation of consistent resource usage across internal organizational boundaries and by continuously monitoring value creation toward the individual members of the buying center. Analyzing a multisource dataset, we provide evidence that B2B CJMC has an indirect effect on firm performance (i.e., return on sales) through two opposing mechanisms (i.e., customer loyalty and customer-related coordination costs). Importantly, using survey and archival data, we show that, overall, B2B CJMC has a significant and positive impact on firm performance through the two mechanisms. Finally, these underlying mechanisms are also prevalent when testing for the moderating factors switching costs, number of touchpoints, and product versus service. [ABSTRACT FROM AUTHOR]

Many businesses conduct experiments to scientifically test, measure, and optimize decisions in areas like sales, marketing, and operations efficiency. While randomized controlled trials (RCTs) or A/B tests are the dominant method for conducting business experiments especially for business-to-consumer marketing, adaptive designs have yet to make extensive inroads outside of the pharmaceutical and medical industries. In this study, we aim to raise awareness of the applicability and advantages of multi-arm multi-stage adaptive designs outside of clinical settings and we use simulations to demonstrate the value of these designs to modern business experiments, with a focus on business-to-business experiments such as testing alternative sales techniques. Our simulation results show that, compared to RCT, multi-arm multi-stage adaptive designs (MAMS) can reduce the sample size requirements and expected time to experiment completion whilst maintaining a similar level of statistical power. We also demonstrate that these benefits can translate into actual cost savings in conjunction with shorter time to market, resulting in higher overall efficiency over the traditional RCTs. MAMS serves as a strong alternative methodology in experiments where not all customers can be contacted at once such as business-to-business campaigns and general live channel programs which typically take weeks to months to complete. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to address these questions. Word-of-mouth (WOM) is increasingly important in business-to-business (B2B) decision-making. Yet, research on this topic is rather limited, and often borrows from business-to-consumer (B2C) WOM literature. The question remains as to whether these assumptions realistically occur in B2B WOM. Specifically, this study explores the following questions: What value does B2B WOM have? Why do social media influencers in B2B engage in WOM? What type(s) of social media influencers spread WOM in B2B? Design/methodology/approach: To address these questions, this study adopts a qualitative research strategy. This study focuses on industry analysts in information technology markets who often influence the buying decisions of customers through their expertise and recommendations of technology solutions. Based on interviews with these influencers, this study explicates B2B WOM, an area the authors know much less of in comparison to B2C WOM. Findings: This study reveals differences in who spreads WOM within B2B, their roles, key features of their content and how they spread WOM. Second, this study demonstrates the types of actors spreading WOM in B2B in relation to the type of WOM and how it actually influences B2B markets. Originality/value: This study broadens the current definition of WOM and, specifically, showcases WOM not only as amplifying messages but as a means to co-create the market itself with vendors and clients. This research offers several contributions to the B2B WOM literature and influencer practice. [ABSTRACT FROM AUTHOR]

Objective In the past, digital marketing and content creation in the B2B were less studied compared to the B2C field. According to the conducted small number of pieces of research, it is clear that the two concepts are completely different and that B2B digital marketing as a whole should be investigated in more depth. All B2B companies have the potential for social media marketing and digital content creation. Yet these B2B companies are not putting their efforts into that. Over the past few years, LinkedIn has been an important professional social media platform for B2B scholars to use in several ways and B2B researchers can be members of LinkedIn groups. B2B businesses need to market to the right audience, they need to make sure that they are placing their money and efforts into the right platforms. To increase their engagement and sales, it is important for these companies not to waste their time and money and to start making the right marketing decisions. It is essential for these B2B businesses to build their credibility online and create trust with their customers. Therefore, the purpose of this research is to identify the mental patterns of business-to-business interaction on LinkedIn by the Q method. Methodology This paper is aimed to explore key philosophical underpinnings of fundamental research paradigms with reference to Positivism and Interpretivism (Q method). The statistical population of this study includes B2B business managers, active on LinkedIn. The discourse of the present research was collected from various sources (theoretical literature and semi-structured interviews with experts). 30 samples of Q phrases were selected after a survey of experts. The theme analysis technique was used to extract the factors in the interview section. In this section, the identified indicators were written on a card called Q, using the coding process. Then these cards were given to the participants. The data obtained from sorting the participants were analyzed by the Q factor analysis in SPSS software to identify the business interaction pattern. To measure validity of Q-method, the researcher needed to ask himself whether the collected statements had the required comprehensiveness to reflect different mentalities. Therefore, the validity of the content could be checked based on participants’ ratings of the phrase and its adjacent phrase. The test-retest method was used to calculate the reliability coefficient of Q sorting. The test-retest was re-run for 20% of the sample. The correlation coefficient was 73%, which indicated a high level of reliability. Findings The researchers determined the Q expressions, after conducting semi-structured interviews and library studies. These expressions were approved by experts. A total of 30 Q expressions were extracted. Accordingly, three mental models were identified from the perspective of the participants. The first mentality was called the professional content mentality. The second one was the lead mentality, and the third was called the tracking mentality. Conclusion The results showed three mental models of B2B business interaction on LinkedIn: "Professional content", "Tracking" and "Lead". The mentality of professional content refers to the production of suitable content for a company on LinkedIn. Lead mentality refers to activities that lead to creating leads to create interactions and communication between companies. The third mentality, called tracking, refers to a set of activities that place the company in a position to have better and more access to the relevant audience. The constant participation of consumers in the social media space requires companies to develop and maintain a strong media presence. This research could accurately identify the influential components in each mentality to provide a clearer view of better interaction on LinkedIn and to help managers adopt practical strategies based on customer needs. According to the obtained results, B2B companies can use social media and platforms to facilitate their relationships with customers, identify their company and brand just like a living entity and introduce the products, services and value they provide to the customer.