The Approach and the Philosophy of the B2B- i want to mention the OTT players as one of the challenges the telecom companies are facing and how they are responding to this threat.
2-i want to discuss the approach and the philosophy of the B2B or the corporate sales department in some telecom companies in the middle east ex. UAE, Europe, and USA.
3- i want to discuss that most of the telecom companies are moving now from the traditional telecom services to the digital services or ICT, and please mention here examples; like AT&T and BT and success stories as well.
4- i want to talk about the differences between regulated markets with examples like EGYPT “companies: Etisalat and Vodafone” and unregulated markets like Bahrain and UK with examples please “companies: BT and Vodafone”.
Please let me know if you need any clarifications in any of the points mentioned above.
i will send you also a general instruction document by email, sent to me by my supervisor.
The Approach and the Philosophy of the B2B Sample Answer
- Literature Review
2.1. Introduction
The telecom industry has been cornered with modern telecommunication challenges. Therefore, the industry has seen that the only option left for it to vindicate itself from the wrath of these challenges is by engaging in business-to-business interactions. These relationships are predicted to enhance dissolution of complex bureaucracies in this industry for it to maintain its competitive advantages (Adejuwon 2013, p.51). Thus, the following review encompasses on discussing how OTT players are affecting the telecommunication industry. In addition, the study will look into some of the mechanisms used by the telecom industry to deal with the above players. More some, the paper discusses the philology of business-to-business integration, and how it assists telecom companies. Furthermore, the discussion will give insights into how telecom firms are moving from traditional services to digital services. In conclusion, the study will provide a comprehensive explanation of the differences between regulated markets and unregulated markets.
- OTT Players
In this modernized world, consumers want to get information immediately. Therefore, the telecom industry has to respond to this request with immediate effect (Adejuwon 2013, p.52). This being a challenge has brought the emergence of OTT players. OTT (over-the-top) players have been defined by Almossawi (2012, p. 39) as those players that bypass Communication Service Providers’ function in value string of the digital media. This is a strong challenge as the telecom industry, a few years ago, used to receive no direct competition like the one it is getting now from these OTT players. These players range from Skype, Google, and Netflix. To deal with the encroachment from the OTT players, Chakravarty, Kumar & Grewal (2014, p.24) give that the telecom industry need first to control their distinctive assets and abilities. The statement of Chakravarty, Kumar & Grewal (2014) is echoed by Crawford (2013)who argues that the telecom industry need to control its assets because customers are developing the habit of valuing data more than voice. However, these statements of Almossawi (2012) and Chakravarty, Kumar & Grewal (2014) are criticised by Curwen, Haucap & Preissl (2009) who argued that leveraging assets could do no good to the telecom industry. The authors gave that the best alternative to deal with OTT players is to buy them (OTT players). Nevertheless Eric (2012, p.256) indicate buying the OTT players cannot permanently deal with the challenge. In fact, the author indicates the possibility of buying the players is almost zero. What needs to be done as the author argues is to adapt to the rapidly altering customer preferences for recent services.
Jho (2013) argues that customers are continuing demanding the real-time billing information. In addition, the author noted that more customers want online means, thereby discarding the conservative channels for service using. Therefore, when these concerns are not addressed, customers will continue to be dissatisfied, disillusioned, and chummed. Chakravarty, Kumar & Grewal (2014) criticise the methodology the telecom industry has been using to address challenges from the OTT players. The industry has been building strong systems and set of connections infrastructure to empower service delivery. The authors confirm that this technique is ineffective as the consumers are referring them to ‘bit-pipe providers’ (International Conference on Web Information Systems and Technologies, Cordeiro & Krempels 2013). This gives OTT players such as Google and Apple credit, as they are now viewed as value architects. Keefe (2009 p.49) confirms the statement of Chakravarty, Kumar & Grewal (2014) by attesting that a sturdy system infrastructure without adding value to the services only faults CSPs for services interruption.
In a study to evaluate how telecom companies are responding to bitter challenges from the OTT players Kreutzer & Land (2014) terms OTT players’ intrusion as a disruptive challenge, languishing profits and increasing capital expenditures. The disruption is so enormous that the rate at which subscription to basis voices and data services is declining astonishingly. After accomplishing a research on telecom companies in London, Krishnaprem (2013) predicted that the telecom industry is more likely to incur a loss of approximately 400 billion dollars by 2018. Lambert & Enz (2012) argues that this trend will continue to exist as OTT players provide services that guarantee customer loyalty and adhesiveness. Jho (2013) has argued that bundling is the newest method used by the telecom industry to cut the competition from the OTT players. For instance, the industry is using new mobile tariffs that are very fast, has the limitless national voice, information, and SMS with no extra charges (Krishnaprem 2013). In addition, the industry has been emphasising its infrastructure more than it does in the models of communication. However, this approach has been criticised by Leah (2014, p.509) who argues that pricing based on speed will only augment the number of OTT players, as they will be welcomed by the new free data to make them intensify on their operations.
Pricing grounded on price is being implemented by Swisscom, which is collaborating with third parties, the Skype and WhatsApp, to cut its financial challenge. However, collaborating with third parties has been condemned by Remy (2014) who argues that the challenge posed by the OTT players can be remedied by replenishing the former correlation between the telecom industry and the customers. They must establish that they can still give their customers high-quality content, consumer-friendly services, and account help. Maříková, Rolínek, Kubecová & Vrchota (2015, p.110) confirms the statement of Remy (2014) by arguing that rejuvenating the relationship will be vital in controlling the loss because of OTT interruption. The authors add that the relationship can be revived by rebranding its services. The authors argue that this will make the company relevant to the market. This is to deal with the current action of the telecom industry focusing on reducing prices rather than focus on the product differentiation. Mehrotra & Kumar (2014) argue that branding will make the products of this industry accommodate added features, which customers are looking in the market. The overall implication of branding is that there will be improved performance for the telecom industry.
- B2B
The telecom industry has finally agreed that the only effective alternative to succeed in the market is by engaging in the business-to-business relationships. Mehrotra & Kumar (2014) call this integration engagement as forming a stable ecosystem. The authors have argued that that B2B diversifies the scope of practice such that the industry will be able to address pertinent issues challenging it. It has been observed that the main drive behind B2B relationships is to pursue growth through multifaceted digital cooperative endeavours and acquisitions (Maříková, Rolínek, Kubecová & Vrchota 2015). This has even taken the dimension of undertaking corporate social responsibility. This has been the trend recently, as the Sweeden’s TeliaSonera, for instance, has been engaging in business relations with the Zound industries. Currently, the telecom industry is experiencing unbearable corporate costs due to strenuous competition from OTT providers. In addition, the industry needs B2B to deal with the challenge of reduced time-to-market because of inelastic business methodologies (Remy 2014). Furthermore, B2B will use an approach that sees that the challenges are addressed by looking into customer service that has suffered because of the absence of integrated reinforcement systems.
The call to use B2B is because telecom industry customers are demanding to have services designed to cater for their particular demands (Park, Jung & Noh 2014, p.171). one the consumers and the corporate customers are given services that matches their values, telecom industry will increase its corporate sales. (Park, Jung & Noh 2014) argues that corporate sales can be boosted and escalated by building loyalty between a company itself, the consumers of its products, and its corporate customers. Notably, the telecom industry has been using bundling to cut off competition in the market. However, this has not been effective because the market is continuing to become more federated as more regulatory policies are made (Paul 2011). To telecom industry, customer is the king, and the company will do anything to see that its customers are satisfied to the maximum (Chakravarty, Kumar & Grew 2014, p.114). One of the ways telecom industry is adhering to customers’ needs to increase its corporate sales is by researching on customers’ preferences and choices. Progressively, the industry has been deviating itself from relying on product strategy to relying customer strategy. In this setting, the industry is revolving around corporate sales, customer correlations, and product customization.
Therore, as Samanta & Danson (2014) argue, telecom industry is engaging in price wars to ensure that it is competitive to its rivals. This trend is motivated towards increasing consumers demand. Telecom industry has been engaging to what Paul (2011) named as mass customization. In mass customization, the industry gives the consumer the priority to make decision on what they want the industry to provide them. Therefore, the industry responds to the clams of the consumers by giving them what they want. Samanatha & Danson argue that the industry has been shifting from mass marketing to mass customization. Bearing in mind that it is facing fierce competition from OTT players, the industry has been engaging in product mix to maintain its corporate sales. It is given by Suraj & Ajiferuke (2013, p.33) that the industry is facing deregulation in many parts of the world such that it creates avenues for competitor to enter into the telecommunication market. Globalization of the consumer and increase in merger and acquisitions has been making the industry incur some corporate loses. Therefore, the industry has been restructuring itself to see that it outdo its rival firms.
Sheehan (2010) argue that the industry has been facing problems with measuring and predicting ROI (return on investment. This is as far as corporate sales are concerned. To reverse this trend, telecom industry has been engaging in optimization. Optimization in this case means that the industry has been devising appropriate ways to reach its corporate customers and consumers Tsai, Lee & Yu (2009). For instance, to reach its consumers more effectively, the industry has been using surveys to discounts such as free data to reach them. To reach its vase corporate customers, the industry has been formulating seminars and workshops, as well as conferences to address their needs. Suraj & Ajiferuke (2013) argue that maintaining corporate sake means addressing technological constraints. Tsai, Lee & Yu (2009, p. 170) argues that the industry is heavily influence by technological constraints. For instance, the industry has been using technology that emphasises product strategy. Therefore, it becomes difficult to provide services in the third-generation that include consolidate billing. The industry has been focussing on updating its OSS to increase efficiency in maintaining corporate sales (Theron & Terblanche 2010, p.384). Yang (2015, p.119) argue that the telecom industry has been trying to improve its data mining process so that they can have a customer-driven service innovation. However, the question that is now troubling experts is what should be done so that business management, business intelligence, and business operations can be reinforced to ensure that telecom industry improve on its corporate sales.
Moving to digital era
Zager (2010) argues that the more a telecom company is reluctant to move to digital services, the more it becomes competitive disadvantageous. Each day, new technologies are emerging. In addition, new customers are increased to the pool of the market of the telecom industry. Therefore, the demand for services will continue to be the experienced. Hence, there is need to move with time (Theron & Terblanche 2010). The telecom operators are systematically moving from traditional provision of services to providing sell managed services. . In addition, the telecom companies are using digital technologies to revolutionise their transactions/operations. (Zager 2010). The digital era is frequented with such aspects as cloud computing, IoT (Internet of Things, and Big Data. The use of these technologies symbolises a significant transformation from traditional ways of communication to newer forms (Tsai, Lee & Yu 2009). However, Suraj & Ajiferuke (2013) argues that the rapid shift to modern technologies has placed the telecom companies between a rock and a hard palace. Chakravarty, Kumar & Grewal (2014) argues that the reason behind this is because the industry faces stiff competition and it struggles to shield their market share in the markets for network connection services. Another predicted challenge to the use of digital technologies was that it could bring dispersed investments. This is because it receives competition from OTT players, ISVs, and SVs. Curwen, Haucap & Preissl 2009). Suraj & Ajiferuke (2013) argues that one of the biggest telecom companies to have migrated to digital era is BT. BT benefits from Cloud. BT has been able to make considerable corporate sales after using the digital technologies. For instance, BT has a cloud known as CA Secure Cloud that is used for sell-managed services. In addition, BT has Cloud Management System that is intended to link consumers to their range of services. Furthermore, customers will be able to access apps from BT using the system. The CA Secure Cloud enables customers to have their data protected from theft and improper use. In another instance, BT (British Telecommunication) has patterned with AT &T to make its first inter-provider be exchanged by telepresence (telepresence exchanges). The success of this respective exchange is that customers will able to plan telepresence gatherings. The additional importance of telepresence is that it will allow the customers to connect their respective telepresence’s location more conveniently (Chakravarty, Kumar & Grewal, 2014). The aspect that makes the telepresence technology competitive is that it brings security advantages because data is encrypted. The future implication of the partnership is that customers will be able to establish what other scheduled companies are reachable using the inter-provider. BT has now been able to make its products valuable. The recent marriage between Twitter and Indosat to enable them get revenue from soccer fans is fritful (Almossawi 2012). Another alliance between FT (France Telecom) and DT (Deutsche Telecom) that has enabled them to access global customers using a platform known as ‘Atlas’.
- Full Insight of the telecom industry in Egypt
Telecom market in Egypt is one of the fast-developing markets in Africa. This growth is generally reflected by the absolute number of subscribers. The telecom industry in Egypt is divided as shown in the table below:
| Telecom Industry in Egypt Statistics | ||
| Segment | Subscribers (millions) | Penetration |
| Mobile | 64.24 | 81.3% |
| ADSL | 0.91 | 1.1% |
| Fixed | 9.4 | 11.0% |
Table 1- The Egyptian telecom industry statistics (Curwen, Haucap & Preissl 2009).
The three main telecom service providers are MobiNil with 33 million customers, Vodafone Egypt with 40million subscribers, and Etisalat Misr with 23milion customers. Their proportions in the market are represented as follows:
Chart 1- market proportions for the three major providers (Zager 2010).
In 2010, the number accelerated by 5% to approximately 70million subscribers. Furthermore, Zager (2010) argues that in 2015, the respective number of subscribers will rose to almost 95million subscribers. Current developments in the Egyptian telecom market, as Suraj & Ajiferuke (2013, p.35) argue, comprise regulatory developments that include the NTRA (National Telecom Regulatory Authority) approving more than 6milliom new lines that are to be shared equally among all the three major operators. The current developments show that the level of competition is going to rise further. For instance, in 2014, a new license scheme that was vigorously governing the telecom market was done away with. According to Suraj & Ajiferuke (2013, p.38), this scenario created opportunities for the penetration of fixed-line operators and mobile competitors to compete for each other’s business. The recent improvements as indicated by Adejuwon (2013, p.57) also indicate that the penetration rates have exceeded 100%, making the Egyptian telecom companies to lower subsequently their prices. In 2013, it can be remembered that the penetration rate stood at 118.2%. SWOT analysis of the industry shows that the telecom market in Egypt is weakened by escalating costs being brought by socio-economic dissatisfaction. The market, in addition, is threatened by heightened political unrest in the region (Adejuwon 2013, p.59). Notably, the respective market enjoys strength of having a diversified revenue base that is pertinent in diluting unforeseen weaknesses. Lastly, the market has an opportunity to possess the ability in advancing costs. In emphasis, the fixed-line sector in Egypt is predicted to experience a drop in growth, as more customers will result in using OTT players.
How OTT is affecting the telecom industry in Egypt
More OTT players are negatively affecting the telecom industry in Egypt. The major implication of the encroachment is that it is causing a decline in revenues. For instance, in 2015, the revenues of the OTT players stood at $11 billion (Adejuwon 2013, p.59). However, economist predicts that the respective revenues will accelerate unbelievably to $53.7 billion by 2017. Adejuwon (2013, p.58) argues that OTT players are making operators in the telecom industry in Egypt to experience a drop of 50% in their revenues, which makes them raise data. OTT communication revenue predictions are grounded on variable rate for OTT off-net communication, coming from $0.015, $0.125, and $0.035 and an universal rate of $0.06 for the OTT-to-mobile calls. The OTT communication has a flat rate of $0.01 for all ff-net communication SMS traffic. Park, Jung & Noh (2014) established this after carrying out a case study to investigate the effect of OTT players on mobile operators in Egypt. In 2013, 75% of the operators in the industry lamented of how quickly they were losing markets to the players. Economists such as Zager (2010) argue that in 2016, the net revenue to the players will be approximately 7% and 28% of the projected voice and SMS revenues respectively. It is being estimated that by 2016, the rate at which customer use will growth annually will be by 20% to come up to 1.7 trillion minutes. In 2014, it was found that SMS usage dropped tremendously because of the introduction of messaging applications. Voice messages have decreased drastically with the emergence of WhatsApp that sends approximately 44 messages per day of one-person user. About 74% of operators in Egypt contend that OTT players mostly challenge messaging. Most clients in the Egypt are enjoying the service of sending free-for messages. The impact caused by OTT players on voice is more visible making voice related revenues drop from$714 billion to $565billlion.
The decrease in revenues from the three operators is presented in the table below:
| Company | 2009 (revenue)
SMS Voice |
2014 (revenue)
SMS Voice |
||
| MobiNil | $418m | $345m | $298m | $234m |
| Etisalat | $814m | $675m | $712m | $432 |
| Vodafone | $760m | $543m | $458 | $324m |
Table 2- The effects of OTT players on the revenues of SMS and voice calls of MobiNil, Etisalat, and Vodafone ((Maříková, Rolínek, Kubecová & Vrchota 2015).
Porter forces for the telecom market in Egypt
Porter’s five forces model is used to give how telecom market in Egypt is experienced. From the year 1990, Egyptian telecom markets have been liberalised to enable the firms achieve a critical level of competition (Maříková, Rolínek, Kubecová & Vrchota 2015). Egyptian telecom market in Egypt experience threat of substitution from OTT players. The OTT players make it possible for customers to make voice calls over the internet. The threat of new entrants is minimal is low due to high government regulations. In addition, vast capital is required for the new telecom company to construct infrastructure. Furthermore, access to the optical fibre network is low (Adejuwon 2013, p.61). The Egyptian market is saturating and experience emerging classes of rural consumers with ARPU below $5. Therefore, a new entrant will be challenged by managing the bottom lines at such ARPU. The government through its regulation poses threat to new entrants (Zager 2010). For instance, a new private entrant is required to pay an amount of not less than $25 million together with FBG (financial bank guarantee) of not less than $200milion. According to Adejuwon (2013, p.63), the degree of competitive rivalry is high, as there survive price wars within the industry. Competitive rivalry is catalysed further by the fact that telecom operators differentiate themselves by giving out value-added services (Tsai, Lee & Yu 2009, p.187). The competitive rivalry is also high because there is high power of buyers’ bargaining. This is because when prices increase, the level of usage will go down tremendously. Therefore, the three major competitive companies competes based on prices. Lambert & Enz (2012, p.1598) adds that the bargaining power of suppliers is low. The revenues of MobiNil, for instance, are projected to shoot to 27.7% generally from higher network utilization. In addition, lower prices are experienced since there is the intense competition between suppliers (telecom companies) (Adejuwon 2013). Furthermore, customers are to get telecom products from varied telecom companies for their preferences and choice since quality between suppliers fluctuates.
The bargaining power of suppliers appears low because there is low product differentiation. Furthermore, there is fierce competition between suppliers themselves in the Egyptian telecom industry. Notably, the low supplier bargaining power is also brought by low buyer switching costs although the buyers’ information is usually high in this market. Lastly, the other reason that makes the supplier bargaining power to below is that the level of forward integration is low (Lambert & Enz (2012, p.1589). The bargaining power of buyers in the Egyptian telecom market is high. The reason behind this power is that there is no buyer concentration because the market experiences millions of subscribers. The buyer ability to backward integrate is minimal because there are many companies that gives buyers many alternatives to choose between operators. For instance, Lambert & Enz (2012, p.1595), 3G costs 100% of the TC (total cost) of the service, which makes clients responsive to pricing. Because of the elevated expansion rate in the telecom market, the penetration are has reached to approximately 80million subscribers (Tsai, Lee & Yu 2009, p.187). The threat of substitution on the Egyptian telecom market is minimal since there survive relative prices in this respective market. The reason behind this is that the performance of substitutes is relative. For instance, Lambert & Enz (2012, p.1621), telephony services are currently limited because of governmental regulations in Egypt. OTT players, in addition, are allowed to provide international callings as well as PC-to-PC domestic calls.
Conclusion
The discussion has deducted that telecom industry is a dynamic industry. This industry is faced with internal and external competition. With the increase in the advancement of technologies, the industry finds it easier to form alliances with other telecom providers. These alliances are designed to cut production costs and enhance innovation. However, this has not been accomplished since most telecom companies refuse to share their interfaces. This disallows integration (Curwen, Haucap & Preissl 2009). B2B relationship has been seen as the most advanced form of association to cut off competition from OTT players. Observably, the literature review gives a space to research further the opportunities that are prevailing in B2B correlations in the telecom industry. In addition, the review shows a gap to explain what specific challenges are faced by telecom industry apart from OTT players. Lastly, the literature gives grounds to research further on what could be the recent trends in B2B relationship in the telecom industry.
References list
ADEJUWON, O. (2013). Sources of Organizational Legitimacy in the Nigerian Telecommunication Industry. African Journal Of Business & Economic Research, 8(2), P51-83. 33p.
ALMOSSAWI, M.M., (2012). Customer Satisfaction In The Mobile Telecom Industry In Bahrain: Antecedents And Consequences. International Journal Of Marketing Studies, 4(6), Pp. 139-156.
CHAKRAVARTY, A., KUMAR, A., & GREWAL, R. (2014).Customer Orientation Structure For Internet-Based Business-To-Business Platform Firms. Journal Of Marketing. Vol. 78(5), P1-23. 23
CRAWFORD, S. P. (2013). Captive Audience The Telecom Industry And Monopoly Power In The New Gilded Age. New Haven [Conn.], Yale University Press. Http://Site.Ebrary.Com/Id/10633371.
CURWEN, P., HAUCAP, J., & PREISSL, B. (2008). Telecommunication Markets: Drivers And Impediments. Heidelberg, Neckar, Physica-Verlag.
ERIC, Y. (2012). What Determines Productivity Performance Of Telecommunications Service Industry? A Cross-Country Analysis. Applied Economics, 44(18), 257-297.
INTERNATIONAL CONFERENCE ON WEB INFORMATION SYSTEMS AND TECHNOLOGIES, CORDEIRO, J., & KREMPELS, K.-H. (2013). Web Information Systems And Technologies: 8th International Conference, WEBIST 2012, Porto, Portugal, April 18-21, 2012 : Revised Selected Papers. Heidelberg, Springer.
JHO, W. (2013). Building Telecom Markets: Evolution Of Governance In The Korean Mobile Telecommunication Market. Http://Dx.Doi.Org/10.1007/978-1-4614-7888-1.
KEEFE, H. (2009). Is Digital Technology Reshaping Employment Systems In The U.S. Telecommunications Network Services? Industrial & Labor Relations Review, 63(1), P42-59.
KREUTZER, R., & LAND, K.-H. (2014). Digital Darwinism: Branding And Business Models In Jeopardy.
Http://Dx.Doi.Org/10.1007/978-3-642-54401-9.
KRISHNAPREM BHATIA, A. P. H. P. (2013). Getting Started With Oracle SOA B2B Integration A Hands-On Tutorial. Packt Publishing. Http://Public.Eblib.Com/Choice/Publicfullrecord.Aspx?P=1214965.
LAMBERT, M., & ENZ, G. (2012). Managing And Measuring Value Co-Creation In Business-To Business Relationships. Journal Of Marketing Management, 28 (13/14), P1588-1625
LEAH, M. (2014). The EU Approach To Net Neutrality: Network Operators And Over-The- Top Players, Friends Or Foes. Computer Law & Security Review, 30(5), 508-520.
REMY, J.-G. (2014). LTE Services. London, ISTE Ltd And John Wiley & Sons Inc.
MAŘÍKOVÁ, M., ROLÍNEK, L., KUBECOVÁ, J., & VRCHOTA, J. (2015). Relationship Between The Extent Of Implementation Of The Process Management Principles And The Legal Form Of The Business And Business Activity. Serbian Journal Of Management, 10(1), 109-116.
MEHROTRA, R. And KUMAR, S., (2014). A Comparative Study Of Customer Relationship Management In Telecom Industry In Rajasthan. Asia Pacific Journal Of Management & Entrepreneurship Research, 3(1), Pp. 169-178.
PARK, Y., JUNG, K., & NOH, K. (2014). Strategic Action And Customer Mobility: Antecedents And Consequences Of Strategic Actions In The Korean Mobile Telecommunication Service Industry. Asia Pacific Journal Of Management, 31(1), 171-193.
PAUL, S. (2011). Digital Video Distribution In Broadband, Television, Mobile, And Converged Networks Trends, Challenges, And Solutions. Chichester, U.K., Wiley. Http://Lib.Myilibrary.Com/Detail.Asp?ID=282289.
SAMANTA, I. And DANSON, M., (2014). DRIVERS OF RELATIONSHIPS AFFECTING B2B FIRMS IN AN E-COMMERCE ENVIRONMENT. Independent Journal Of Management & Production, 5(3), Pp. 777-805.
SURAJ, O., AJIFERUKE, I. (2013). Knowledge Management Practice In The Nigerian Telecommunications Industry. Knowledge & Process Management, 20(1), 30-45.
SHEEHAN, M. (2010). Why Is Ramsey Pricing: The Case Of Telecommunications Regulation. Journal Of Economic Issues (Association For Evolutionary Economics). Vol. 25(1), P21-32
TSAI, H., LEE, H., & YU, H. (2009). Developing The Digital Content Industry In Taiwan. Review Of Policy Research, 25(2), P169-188.
THERON, E., TERBLANCHE, S. (2010). Dimensions Of Relationship Marketing In Business-To-Business Financial Services. International Journal Of Market Research, Vol. 52 Issue 3, P383-402
YANG, S. (2015). Understanding B2B Customer Loyalty In The Mobile Telecommunications Industry: A Look At Dedication And Constraint. Journal Of Business & Industrial Marketing, 30 (2), P117-128
ZAGER, M., (2010). B2B MARKETING NEW DAY, NEW STRATEGIES. Rural Telecommunications, 29(3), Pp. 20-22.
