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PurposeThis article aims to introduce the service function concept, as well as why and how it can be a useful concept for addressing service management challenges in industrial firms.Design/methodology/approachTwo in‐depth case studies of global industrial firms enabled a thorough understanding of the roles of the service function entities and interdependencies between them.FindingsAlthough the service organization is most likely the key entity, it is only one part of the service function; other organizational entities are to be seen as part‐time service functions.Research limitations/implicationsA finer‐grained conceptualization would enable a better understanding of the front‐ and back‐office entities involved in the service processes.Practical implicationsThe concept can be useful when communicating the importance of services and the inter‐relatedness between the service organization and other parts of the firm, which generates a better internal understanding of the service processes. The alignment between service offering and organization can be elaborated by mapping where service development, sales, and production take place, what the ideal configuration would be, and the roles played by different parts of the service function.Originality/valueThe service function is a novel concept and is particularly relevant for industrial firms that offer services. It highlights the fact that it is erroneous to equate services with the activities of the service organization. Instead, a more holistic approach to the management of service offerings is needed.

PurposeThe article aims to investigate how product manufacturing firms can configure their global service approach.Design/methodology/approachA qualitative, multi‐case research design was employed.FindingsThe following four global service approaches could be identified: integrated and ethnocentric; integrated and polycentric; separated and polycentric; and separated and geocentric.Research limitations/implicationsThe research findings are limited in generalizability because of the qualitative research approach.Practical implicationsExploring global forms of and supply chain configurations for services supports the efforts of manufacturing firms in developing new service‐based and relationship‐based value propositions.Originality/valueThe study contributes to the debate on integrating versus separating the service organization. It offers a complementary explanation on integrating and separating the service business, through a differentiation into central and local (market) organizations.

PurposeThis paper's main purpose is to provide a systematic approach for mapping the value exchange in B2B relationship marketing. This approach affords a preliminary analysis in order to distinguish business customers' different value dimensions (tangibles and intangibles) and to set sights on determining suitable metrics to evaluate and quantify the value of each customer.Design/methodology/approachThe paper uses a combination of qualitative research approaches, namely an exploratory case study, in‐depth interviews, and consensus expert opinion. The empirical study took place over three months to maximize the proposed approach's expediency in the practitioners' B2B environment and to increase the validity of the research findings.FindingsIn addition to developing a new framework originating in the value network approach for mapping, modeling and analyzing business customers' value network (BCVN), the findings posit a proposed systematic approach for practitioners and marketing scholars to scrutinize the multi‐dimension values of business relationship marketing.Practical implicationsFor companies and their business customers alike, the benefits of the systematic approach proposed in this paper are an efficient analytical system giving an opportunity to B2B marketers and managers to understand their business customers' network in detail.Originality/valueThe implicit concept of maximizing customer lifetime value within the business customers' network appeals for an applied approach to better understand and analyze the real value of business customers to retain them.

PurposeThe study aims to examine the effect of market orientation on the international performance of Indian SMEs in the business‐to‐business market; assess the potential moderating effect of environmental uncertainty, along with market orientation, on SMEs' performance; and discuss implications to guide SME owners/managers in their efforts to successfully expand internationally in turbulent markets.Design/methodology/approachSurveys were sent to a random cross‐sectional industry sample of SMEs located in India. The data consisted of 150 responses.FindingsMarket orientation and international orientation are positively related to export performance and the relationship between the market orientation and international performance of Indian SMEs is moderated by market turbulence.Research limitations/implicationsThe data were collected at a single point in time, and therefore do not allow the determination of cause and effect or the impact of changes over time. Data were collected with a reliance on self‐reports for all of the research variables.Practical implicationsThe positive relationship between market orientation, international orientation, and the degree of internationalization of the firm would suggest that the upper management of Indian SMEs should place a priority on promoting behaviors consistent with a positive international orientation, especially in turbulent markets.Originality/valueStudies focused on market orientation have been done primarily in the context of advanced economies. The significant economic contribution of SMEs is well understood, but their business practices in emerging economies have not been studied extensively. This study extends the literature concerning factors that impact business success in an important emerging market such as India.

PurposeThe purpose of this paper is to extend the scope of relationship marketing research in a service and developing market context. This is achieved through the development and testing of a theoretical model including antecedents (quality, opportunistic behavior and switching cost), mediators (satisfaction, trust and commitment) and consequences (propensity to maintain, cooperation and communication).Design/methodology/approachThe study comprises data collected from a range of service firms in a national survey conducted in a Brazilian service provider. The authors sent a cover letter, accompanied by an electronic questionnaire, to suppliers of a tourism company. Confirmatory factor analysis and partial least squares were used to test the model.FindingsThe results show that trust and commitment have strong effects on the final outcome variables of propensity to maintain, cooperation and communication. Trust mediated two of the antecedents, i.e. transaction quality and opportunistic behavior. Commitment only mediated trust on the final outcomes.Practical implicationsManagers of supply relationships are encouraged to develop trust to limit potential negative aspects of the relationship. Combined with trust, commitment is the second half of the two key relationship drivers and should also be fostered.Originality/valueThe perspective of the supplier is a new perspective on the effects of trust and commitment. Contextually, a service provider in an emerging market, Brazil, provides unique extensions to the existing literature.

PurposeIncreasing pressure to reduce costs and skepticism of promised value‐added are forcing suppliers to produce tangible proof of the monetary value they create for customers. The academic literature on the practical activities related to value‐based selling remains sparse. This paper aims to bridge the gap between the abundant theoretical customer value frameworks and implementation practices to create a practical foundation for value‐based sales activities in firms that aim to become value creators.Design/methodology/approachBased on two case studies, the authors map the best practices in customer value quantification from the point of view of industrial customers, and study value‐based sales processes to uncover the value‐based sales activities for implementing and profiting from customer value.FindingsThe results suggest a customer‐focused sales process that centers on creating value, quantifying the value created, and creating a situation where customer and supplier maximize their utility through value sharing.Research limitations/implicationsThe generalizability of the findings is limited to the industrial and service selling context.Practical implicationsSuccessful industrial and service requires tangible proof and evidence of the value and utility of the suppliers' business impact on the customer's operation. The paper aims to contribute to the value quantification knowledge and practices.Originality/valueThe academic literature on the practical activities related to value‐based selling remains sparse, while the importance of the value quantification knowledge and value selling process is growing rapidly.