Abstract Outsourcing a sales task instead of an entire sales function has gained popularity among companies operating in B2B markets. Sales operate right in the customer interface which makes it a critical business function to outsource. However, prospecting as a sales task requires little firm related expertise and more technological related one, which makes it attractive to firms to outsource. Current research in outsourcing outcome determinants has a considerable gap in terms of a timely phenomenon of a sales task outsourcing. This study utilizes a framework, created by Lacity et al. (2016), that concerns outsourcing outcome determinants when outsourcing an entire business function and expands the current knowledge by exploring such outsourcing outcome determinants in prospecting outsourcing. Further, the study explores possible risks in prospecting outsourcing and ways to avoid such. The study was conducted as a qualitative single case study for which eight client-side informants and two provider-side experts were interviewed. The main findings of the study emphasize the importance of communication, client understanding, and trust when aiming for successful prospecting outsourcing. A significant amount of the findings are parallel to the current knowledge in business function outsourcing. However, the study also reveals four determinants that are new to prior research and seem to affect prospecting outsourcing success: customer understanding, proactivity, a client-specific communication, and provider-specific communication.

Abstract Purpose – Outsourcing has been promoted as one of the most powerful trends in the modernization of marketing operations. The rationale for such an undertaking includes a variety of factors but is generally predicated on fiduciary considerations. The purpose of this article is to examine the issues with, and the empirical consequences of, outsourcing within the intercollegiate marketing context. Design/methodology/approach – This is an exploratory mixed-methods study incorporating qualitative and quantitative data to investigate outsourcing specifically related to the communication-employee commitment relationship. Findings – Results from study 1 reveal that marketing directors perceive outsourcing as critical but also experience dissatisfaction with the level, frequency, and direction of communication. Results from study 2 indicate that an explicit and positive relationship exists between employee satisfaction with communication and their resultant commitment to the organization. Research limitations/implications – Owing to the exploratory nature of the study and a relatively small sample, the conclusions are tempered until subsequent studies have been performed. As well, specific moderating variables (e.g. size, culture, budget) were not included in this initial inquiry and as such may add considerable variance explained to the proposed relationship. Practical implications – First, the authors suggest that managing the “right commitment” is essential for marketing departments when working with an outsourcing agency. Second, the authors call attention to the importance of certain contextual factors (e.g. shared knowledge, mutual dependency, and organizational linkage) that may serve to improve the outsourcing partnership. Originality/value – Few papers have explored the communication-commitment relationship, particularly with regards to outsourcing. Consequently, this study adds to the research by examining how intercollegiate marketing employees perceive and react to an outsourcing partnership. Building on additional work in this area, the research focuses on several aspects of the communication-commitment framework not previously examined. Keywords Marketing, Outsourcing, Partnership, Universities Paper type Research paper

Abstract Marketing strategy is a construct that lies at the conceptual heart of the field of strategic marketing and is central to the practice of marketing. It is also the area within which many of the most pressing current challenges identified by marketers and CMOs arise. We develop a new conceptualization of the domain and sub-domains of marketing strategy and use this lens to assess the current state of marketing strategy research by examining the papers in the six most influential marketing journals over the period 1999 through 2017. We uncover important challenges to marketing strategy research—not least the increasingly limited number and focus of studies, and the declining use of both theory and primary research designs. However, we also uncover numerous opportunities for developing important and highly relevant new marketing strategy knowledge—the number and importance of unanswered marketing strategy questions and opportunities to impact practice has arguably never been greater. To guide such research, we develop a new research agenda that provides opportunities for researchers to develop new theory, establish clear relevance, and contribute to improving practice.