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Article

Mode of Collaboration between the Pharmaceutical Firms and Pharmacists: An Empirical Investigation of Social Media Marketing Activities

by
Ala Shakeeb Awad
*,
Ahmet Ertugan
and
Ayshe Hyusein
Faculty of Economics and Administrative Sciences, Near East University, 99138 Mersin, Turkey
*
Author to whom correspondence should be addressed.
Sustainability 2022, 14(20), 13624; https://doi.org/10.3390/su142013624
Submission received: 11 September 2022 / Revised: 11 October 2022 / Accepted: 19 October 2022 / Published: 21 October 2022
Browse Figure
Versions Notes

Abstract

:
This study aims to explain the antecedents of B2B customer satisfaction in the pharmaceutical industry of Jordan. The study mainly investigates the direct role of social media marketing on B2B pharmacy staff satisfaction through the lenses of the Kano model, value creation, and transaction efficiency. Purposive sampling was used to collect data from 573 pharmacy staff. Structural equation modelling and regression analysis were used to assess the constructed model’s validity. Results of the study show that the social media marketing construct had both direct and indirect impacts on B2B customer satisfaction. Specifically, the Kano model, value creation, and transaction efficiency’s mediating effect on the constructed model were found to be effective when building integrated marketing strategies for B2B customers in the pharmaceutical industry.

1. Introduction

Pharmaceutical firms globally pay utmost attention to new product development as the success of pharmaceutical firms depends heavily on the latest medicines and formulas they develop. Meanwhile, many studies have described new product development as necessary from the supplier point of academic literature [1]. However, a literature review study by [2] indicated that benchmarked practices for factories in pharmaceutical firms are usually ignored, and further investigation is required to establish the feasibility of practical approaches for the pharmaceutical industry. Additionally, an exploratory study by [3] showed the attitude of pharmacy staff in small and medium enterprises. Their findings reflect that retailers more precisely avoid technological adoption in the pharmaceutical industry due to confidence and confusion. Hence, the gap in the literature posits challenges for determining customer satisfaction and clear operationalisation of technological adoption. Furthermore, Bairrada et al. [4] mentioned that brand credibility is essential for pharmaceutical firms. The brand’s creditability must inspire customers, leading to improved opinions and repeat customer purchases. However, Bowen et al. [5] stressed a need to promote the B2B application of social media in the pharmaceutical industry to improve customer satisfaction and sales performance.
Multiple participation roles are expected from various stakeholders to manage the complex structure of the pharmaceutical industry [6]. For the smooth operation of the pharmaceutical supply chain, it is expected that firms continuously pay close attention to product development, pricing, and availability of products at the right time [7]. In addition, the structural changes in health insurance systems have put considerable pressure on pharmaceutical firms’ supply chains and performance [8]. As Zahiri et al. [9] highlighted, hospitals and pharmacies are of prime importance for the smooth supply chain operations of the pharmaceutical industry. Thus, pharmaceutical firms are trying to cut short their operational expenses through outsourcing to improve the service for hospitals and pharmacies. However, cost control’s trimming process adversely affects the coordination between pharma firms, hospitals, and pharmacies [10]. It is easily inferred that the suppliers, pharmacies, and hospitals can change the discourse of pharmaceutical operations due to poor engagement towards these stakeholders.
More importantly, the communication process for connecting suppliers with pharmacies is less weightage than new product development [11]. Supplier involvement through the information technologies infrastructure has proved to be the most effective supplier engagement strategy. For instance, the vertical keiretsu strategy of Toyota amplifies the significant importance of supplier involvement [12]. Bhimani et al. [13] opinioned that the conventional application of social media is mainly encouraged with formal practices in multiple industries. Yet, the use of social media activities remains mostly informal and scant for business customers in the pharmaceutical industry [14]. Thus, the gap in literature draws attention from the research point to consider social media marketing for the connective perspective of the pharmaceutical industry with business customers (pharmacy staff) in a formal way.
Businesses in every industry are striving hard to improve quality for competitiveness. However, it has been posited by researchers that quality is primarily subjective to the customers’ perception. So, customers must recognise quality improvement to meet their actual needs. Though multiple product quality standards are ensured in the pharmaceutical industry, the standard for suitable service quality and logistics management for pharmacy staff needs further investigation. Thus, strategies must be created based on convenience, time-savings, and the desired level of service. The Kano model has a unique application for dealing with customer satisfaction both for service and products. The model points out that insufficiency of the dimensional quality of one factor would change happiness to dissatisfaction. As highlighted by [15], the Kano model requires an emphasis on customer-specific quality factors. This research investigates the application of the Kano model in the pharmaceutical industry to determine the quality factors leading to positive outcomes from a B2B point of view.
There is limited information available for the logistic distribution in traditional pharmaceutical firms. So, understanding customer satisfaction is more complex for the pharmaceutical industry [16]. It is assumed that the engagement channels in the pharmaceutical industry are not very open and easily accessible. Similarly, the study of Abedini and Irani [17] indicated that the profit decrease after organisations reach a specific quality level. Thus, the closed channels of engagement and profit saturations create a dilemma for value creation for pharmaceutical firms and pharmacies. Ranta et al. [18] stressed that economies move towards circular economies with less attention to B2B value creation opportunities. So, there is a need to highlight the customer value in B2B businesses in the pharmaceutical industry.
Improving the relationship with B2B customers is an integral part of the pharmaceutical industry. Additionally, there are enormous spendings for sales and promotional activities to attract customers. In contrast, intermediaries receive less attention during the advertisement process [19]. Rabinovich et al. [20] mentioned that transaction efficiency is deficiently explored for supply chain operations in connection with online channels. Jambulingam and Kathuria [21] stressed the need to enhance the buyer–supplier relationship by highlighting the need for advertisement for a competitive market position.
Since the rise of the use of social media has soared and substantially extended, various social networks have developed recently. Yet, they have benefited businesses by raising brand awareness, encouraging involvement, generating income, and increasing sales significantly. These platforms are mainly employed for brand building and service promotion. By developing successful B2B objectives, these platforms have helped businesses achieve their goals and produce outcomes that maximise the profitability of organisations [22]. However, a few aspects of sustainability activities have not been thoroughly studied due to a lack of information and restricted access to demographic data.
The current study focuses on pharmacy staff and tries to define the new social media marketing landscapes, which can also be included in drug regulatory policies to manage social media marketing content between firms and pharmacies. Specifically, the study focuses on the positive effect of social media marketing and the mediating role of the Kano model to increase B2B customer satisfaction by highlighting the critical role of transaction efficiency and value creation for the pharmaceutical industry to obtain operational efficiency. Furthermore, the study fills a gap in the literature by listing the most effective social media content regarding social media marketing activities of B2B customers. It constructs a unique model linked with pharmaceutical firms’ operational efficiency and determines the most influential factors relevant to build a B2B social media marketing strategy.

2. Theoretical Framework and Hypotheses

2.1. Business Customer Satisfaction

Most industries try to please consumers with better services and new value creation [23]. Thus, the digital era has rapidly altered business value [24]. Social media marketing creates new opportunities for value creation and customer satisfaction. Most deals are possible now, as these seemed impossible in the traditional days [24], mainly when firms’ primarily focus is positioned on young customers. This is due to millennials’ instant attention towards purchase intentions [25]. The instant process attracts many firms’ attention to finding new ways to please customers through online platforms [26]. Haleem et al. [2] added that researchers need to pay more attention to pharmaceutical industry practices to yield a strategic fit in theory and practice. Similarly, pharmaceutical firms have paid less attention to business customers over the past for developing an instant process that yields positive intentions or quick purchases and leads to customer satisfaction [3,27]. Hence, the researcher cautiously infers the need to investigate the pharmacist perspective as B2B customers in the Jordanian pharmaceutical industry.

2.2. Social Media Marketing

Social media marketing is growing in almost every industry, becoming equally popular in the pharmaceutical industry. Kim and Ko [28] highlighted the need for social media marketing activities from a luxury brand perspective by identifying five social media marketing constructs. The study’s findings indicated that social media marketing activities help develop the customers’ purchase intentions and purchasing behaviour. This points out that social media marketing constructs can be used to measure an influencing factor on the firms’ activities and marketing action plans. According to Mukherjee et al. [29], direct-consumer advertising is becoming famous, using traditional and emerging media, websites, and social media. In 2014, the USA spent more than $4.53 billion, much higher than $2.5 billion in 2000 [30]. In 2014, Pfizer alone had incurred $1.4 billion in expenses for direct-customer advertising, which is 18% higher than the previous year [31]. Hence, direct-customer advertising has rapidly grown and has brought enormous potential to the social media marketing platforms like Facebook, Instagram, and Twitter [32]. However, pharmaceutical firms must increase the information sharing via digital platforms substantially due to drug administration policies and guidance [33].
Gul et al. [34] shed promotional challenges for social media marketing from doctors and medical representatives. The study drew a thin line between good and bad practices between multinational and national companies for following ethics and profit gaining. Similarly, many other studies have discussed the positive and negative implications of social media marketing in the pharmaceutical industry [35,36]. In addition, Rizk et al. [37] raised questions about equitable access to medicines in the pharmaceutical system. However, there are many challenges in dispensing medication and improving trust in medicine quality. Hence, it is essential to improve communication between firms and pharmacy staff to assess quality, equitable access, and trust sharing. Moreover, social media marketing can capture the pharmacist’s (customer) perception [38]. Thus, the study uses social media marketing as a marketing and negotiation tool to improve the satisfaction of the pharmacy staff and the patients.

2.2.1. Trendiness

Marketing practices have changed significantly due to expanding marketing channels and proliferation. The companies are targeting customers in a redefined way because of surpassing the capacity of 2.77 billion users globally [39]. In addition, competitive firms invest heavily in technological adoption to improve their social media presence. Various studies have highlighted the role of trendiness in social media marketing [40]. Most of these studies have found ‘trendiness’ as an essential construct to improve influence through social media marketing activities [38]. Hence, trendiness is a crucial element, and it is being implemented to harness the collaboration between pharmacy staff and firms.

2.2.2. EWOM

Seo and Park [41] stated that the growing stream of social media marketing still conceals customer relationship practices. Additionally, eWoM was recognised as another important category for identifying social media marketing activities [42]. However, few studies specifically address the pharmaceutical perspective and the social media marketing eWoM [43].

2.2.3. Customisation

Social media marketing is necessary for businesses. The firms deploy several tactics to address the consumer–brand relationship significantly. However, firms must apply tactics carefully to improve customer satisfaction. Considering the potential of ‘customisation,’ it is pivotal to use it as a tactic in social media marketing activities to enhance collaboration in various industries [44]. Current studies realise the role of customisation tactics from a pharmaceutical industry perspective to collaborate with social media marketing.

2.2.4. Entertainment

Social media marketing elements aim to create perceived customer expectations based on fun and playful activities. Activities like contests, audio-visual sharing, and games can motivate consumers to enjoy the experience [45]. Thus, entertainment can be compelling for consumer intimacy and purchase intentions [46]. Therefore, marketers must create enjoyable, funny, exciting offers. Platforms like Facebook, YouTube, and Twitter are commonly used by multinational companies to attract customers through pictures, videos, and contests [47]. So, the researcher is trying to measure the role of entertainment in social media marketing [48] from a pharmacy staff’s perspective that can be used to harness corporate client relationships.

2.2.5. Interaction

Interaction is based upon the two-way exchange of information. The firms commonly use social media marketing platforms to improve the product by allowing consumers to share ideas [49]. Arguably, it is considerably better than traditional media. The relevant contents entice consumers to the discussion [50]. Posting fitted information for the targeted consumers improves the relationship with consumers [51]. Therefore, the interaction justifies the social media marketing activities’ efforts to encourage and induce participants for discussion, product recommendation, and co-creation. Refs. [52,53] realised the need for ‘interaction’ building by the pharmaceutical industry in a study focusing on the firms and pharmacy staff.
Cheung, Pires, Rosenberger, et al. [50] have criticised the value of co-creation with limited academic developments. Though social media marketing activities have been realised, their relationship with value creation, co-creation, and customer satisfaction requires further inquiry. Chamakiotis et al. [54] explored that online communities play a pivotal role in social value creation for individuals. They classify value creation as an outcome of digital activism which leads to customer satisfaction. Thus, it can be realised that social media marketing activities are closely connected to customer satisfaction. Moreover, social media marketing can be used to capture a larger landscape of B2B customers. On this basis, the study used pharmacy staff as B2B customers, and the following hypothesis was proposed:
Hypothesis 1 (H1).
Social media marketing positively affects business customer satisfaction in the pharmaceutical industry.

2.3. Kano Model

The Kano model is an essential tool for achieving customer satisfaction. The Kano model mainly measures the non-linearity of collaboration between performance and satisfaction. It is based upon four attributes, i.e., (a) must-be quality, which is closely linked with the availability of the specific attributes in the product or service; (b) on-dimensional quality, which is helpful to achieve customer satisfaction in liner increment; (c) attractive quality, which is helpful to satisfy customer need through unusually unexpected attributes; and (d) indifferent quality, which is not very meaningful for the customer in terms of product performance [55,56]. The Kano model is primarily based on pair questions to determine the functional and dysfunctional forms of the marketing strategy [57]. This study uses the Kano model to assess the effect of social media marketing on the B2B business model of pharmaceutical firms via the lens of pharmaceutical staff. The literature does not support a common consensus on applying the most appropriate approach [58] to analyse Kano’s perspective. This study differs from previous research by using the mediating effect of the Kano perspective in interpreting the statistical analysis results to offer the B2B pharmaceutical industry a content map when constructing their products and integrated corporate marketing strategies. On this basis, the following hypotheses were developed.
Hypothesis 2a (H2a).
Social media marketing activities positively affect the Kano model in the pharmaceutical industry.
Hypothesis 2b (H2b).
The Kano model positively affects business customer satisfaction in the pharmaceutical industry.

2.4. Value Creation

The purpose of every business is to create value. Most model frameworks focus on uni-directional flow to create customer value [59]. Freudenreich et al. [60] highlighted that stakeholders are co-creators and recipients in the value-creation process. Value creation can assume any factors and drivers that are helpful for the business’s total value [61]. Garrido-Moreno et al. [62] recognised value creation, a vital component influenced by social media marketing. The literature realised that value creation can be dramatically changed due to its advancement [63]. Social media marketing platforms have altered the way customers and firms interact with each other [64]. The literature has already realised that social media marketing is a powerful enabler of customer relationship management [65]. Social media marketing with collaborative interaction is beneficial to engage customers and create mutual value [66]. Most prior research has conceptualised social media marketing efforts from a non-business customer perspective, making the internal antecedents for B2B customers underexplored [67]. The present study devotes social media marketing activities to the value creation of the Jordanian pharmaceutical industry.
The underlying structure of the Kano model attributes shows that customer wellness is the main target of every firm. Furthermore, Park et al. [68] established that wellness attributes integrate the firms with customer satisfaction. Therefore, the Kano model benefits customers’ value creation concerning customer satisfaction [69,70]. On this basis, the following hypotheses were proposed.
Hypothesis 3a (H3a).
The Kano model is positively related to the value creation of B2B customers.
Hypothesis 3b (H3b).
The Kano model mediates between social media marketing activities and value creation in the pharmaceutical industry.
The concept of value creation and customer satisfaction is closely linked [71]. The literature implies that value creation influences customer expectations, ultimately leading to customer satisfaction [67,72]. Furthermore, increased value creation through rewarding experiences increases interactive satisfaction [73]. Thus, customers become more immersive over time. Moreover, social media marketing positively affects value creation and is explored from a B2B brand perspective [74]. On this basis, the following hypotheses were proposed.
Hypothesis 4 (H4).
Value creation positively impacts B2B customer satisfaction in the pharmaceutical industry.
Hypothesis 5a (H5a).
Value creation mediates the relationship between the Kano model and customer satisfaction in the pharmaceutical industry.
Hypothesis 5b (H5b).
Value creation mediates the relationship between social media marketing and customer satisfaction in the pharmaceutical industry.

2.5. Transaction Efficiency

Communication is vital to solidifying a business relationship. The transaction process improves with the improvement in communication between the seller and buyer [75]. It is also important that marketers and sales teams use emerging tools to improve the transaction process’s effectiveness and efficiency [76]. Social media marketing can bridge the firms’ values to a new business process that positively shapes the transaction process [77]. Hence, firms must use innovative models to align with customer needs. It is also easy to connect technology and businesses when customers are looking for advancement and are open to change. The literature shows that social media marketing platforms are essential for the digital economy to improve the business’s efficiency [78]. Thus, aligning the B2B customer with the firms is crucial to establish an evident collaboration between pharmacy staff and the healthcare industry. A transition from traditional selling towards social media marketing activities requires careful structuring to the digital business model [79]. On this basis, the following hypotheses were proposed.
Hypothesis 6 (H6).
The Kano model positively affects pharmaceutical firms’ transaction efficiency with B2B customers.
Hypothesis 7 (H7).
Transaction efficiency positively affects B2B customer satisfaction in the pharmaceutical industry.
Yang and Che [77] connected social media marketing to leverage social ties to promote businesses. They explicitly presented solid and social relations that lead to an increased frequency of purchases and repurchases. Thus, social media marketing either attenuates or improves the customers’ relationship. Social media marketing, originally designed to foster interaction amongst close friends, has become a medium to exploit and drive transactions. On this basis, the following hypotheses were proposed.
Hypothesis 8 (H8).
The Kano model mediates the relationship between social media marketing activities and transaction efficiency in the pharmaceutical industry.
Hypothesis 9a (H9a).
Transaction efficiency mediates the relationship between the Kano model and customer satisfaction in the pharmaceutical industry.
Hypothesis 9b (H9b).
Transaction efficiency mediates the relationship between social media marketing and customer satisfaction in the pharmaceutical industry.

3. Methodology

3.1. Sampling

The study population was selected as pharmacy staff as B2B customers in the pharmaceutical industry in Jordan. According to Jordan Pharmacists Association, there are 7200 pharmacists in Jordan. Pharmacy staff are considered a central point between pharmaceutical firms and patients as customers. However, the complex nature of B2B relationships builds a barrier to develop social media marketing activities. A purposive sampling strategy was selected to collect the study data. Pharmacy staff that were actively involved in purchasing decisions with pharmaceutical firms were included in the study on a convenience basis. Purposive sampling is a non-probability sampling where the researcher uses his judgement to create a representative sample and choose a smaller sample that represents the population based on specific criteria [79]. Hence, a sample of 700 pharmacy staff was selected as part of a purposive sampling strategy on a convenience basis as a representative sample for the study. This is consistent with the table developed for determining sample size by Sekaran and Bougie [80], where 364 samples were suggested for a population of 7000. As a result, 573 individuals responded by completing the questionnaire.

3.2. Measures

The study scales were adapted from previous research. Social media marketing was measured by eighteen item scale developed by Ma et al. [81]. A sample item is “is it possible to search for customised information about Pharma firms on social media platforms?” (α = 0.76). Kano model questions were measured by a thirty-eight-item scale reflected in three parts adapted from Chen et al. [82]. A sample item is “service personnel on social pages (i.e., order and delivery personnel) have professional training and a certain degree of understanding about drugs” (α = 78). Value creation was adapted from a five-item scale developed by Wijaya et al. [67]. A sample item is “there is a new customer value created in terms of the transaction” (α = 0.80). Transaction Efficiency was adapted from the three-item scale developed by Wijaya et al. [67]. A sample item is “the transaction process benefits the pharmacists when running a pharmacy business” (α = 0.85). Lastly, customer satisfaction was adapted from the four-item scale developed by Wijaya et al. [67]. A sample item is “I am more benefited because of the quickness of transaction process” (α = 0.81). Figure 1 shows the details of the study model.

3.3. Procedure

A cross-sectional survey design was used to collect data. A 5-point Likert scale questionnaire was developed to measure the study hypotheses. The questionnaire comprised of two sections: section one included demographic questions and section two consisted of five parts. Part one included questions related to social media marketing: entertainment, customisation, interaction, trendiness, and eWOM. Part two had questions adapted/inspired by the Kano model: indifferent quality, must-be quality, and one-dimensional quality. Parts three, four and five comprised questions about value creation, transaction efficiency, and customer satisfaction scales.
The staff managing pharmacies or employed in the pharmaceutical industry were asked to rate the effect of social media marketing applications on B2B outcomes, the Kano model, value creation, transaction efficiency, the customer satisfaction levels and hence, record the marketing strategies that were rated as effective to acquire B2B customers.

3.4. Demographic Characteristics of the Sample

A total of 573 pharmacy staff from Jordan have completed the survey data. The response rate was reported as 81%. Further, 65% of the respondents were women, and 35% were men. In addition, 73% of the participants were aged between 25–30, 2.1% over 40 years, 11.2% between 15–24 years, and 13.6% between 31–40 years. Furthermore, 16.9% of the respondents had monthly income below 500, 0.2 % between 100–500, 63.5% 500–1000, 16.8% 1000–2000, and 2.6% above 2000 Dinar. The average income for many respondents ranged between 500 to 1000 Jordanian Dinars. The proportion of single respondents was high (64%) compared to married (36%).

4. Results

Statistical Package for Social Sciences, v. 25 (SPSS) was used to analyse the research data. Additionally, structural equation modelling was performed via exploratory factor analysis (EFA) to check common method bias (CMB) and then confirmatory factor analysis (CFA) on the five main variables to confirm the construct validities of the variables.
CMB may be an obstacle in studies that simultaneously measure the dependent and independent variables in a single survey questionnaire [83]. The consequences of CMB can be a barrier to the study’s validity and deriving conclusions from findings. Hence, a study’s common method variance (CMV) levels are an obligatory step before starting the actual data analysis. Harman’s single-factor test was performed, and only one factor was extracted via EFA which included all study variables. The CMV was smaller than 50% which confirmed that CMB was not an obstacle (13.6% < 50%).

4.1. Confirmatory Factor Analysis

Model fit was assessed using the comparative fit index (CFI), Tucker-Lewis index (TLI), standardised root mean square residual (SRMR), and root mean square error of approximation (RMSEA). CFI and TLI values greater than 0.95, SRMR values less than 0.08, and RMSEA values less than 0.06 show a good model fit [84]. The results showed that the five-factor model demonstrated a good fit (CFI = 0.96, SRMR = 0.06, RMSEA = 0.06; p < 0.01). This indicates that the discriminant validity of the selected model was acceptable. Additionally, the factor loadings of the selected questions were significant > 0.50 (p > 0.01). Hence, the convergent validity criteria were sufficiently met [84].

4.2. Descriptive Statistics

Table 1 shows the study variables’ correlations, means and standard deviations. Social media marketing was positively correlated with the Kano model (r = 0.80, p < 0.01), value creation (r = 0.33, p < 0.01), transaction efficiency (r = 0.25, p < 0.01), and customer satisfaction (r = 0.39, p < 0.01). The Kano model was positively correlated with social media marketing (r = 0.48, p < 0.01), value creation (r = 0.19, p < 0.01), transaction efficiency (r = 0.14, p < 0.01), and customer satisfaction (r = 0.08, p < 0.01). Value creation was positively correlated with social media marketing (r = 0.34, p < 0.01), the Kano model (r = 0.19, p < 0.01), transaction efficiency (r = 0.41, p < 0.01), and customer satisfaction (r = 0.31, p < 0.01). Transaction efficiency was positively correlated with social media marketing (r = 0.25, p < 0.01), the Kano model (r = 0.14, p < 0.01), value creation (r = 0.41, p < 0.01), and customer satisfaction (r = 0.22, p < 0.01). Customer satisfaction was positively correlated with social media marketing (r = 0.39, p < 0.01), the Kano model (r = 0.08, p < 0.01), value creation (r = 0.31, p < 0.01), and transaction efficiency (r = 0.22, p < 0.01).

4.3. Hypotheses Testing

Hypothesis 1 predicted that social media marketing was positively related to business customer satisfaction. The results support the proposed relationship (β = 0.605, t = 9.99, p > 0.05). Hypothesis 2a predicted the positive relationship between social media marketing activities and the Kano model. The results support the proposed relationship (β = 3.66, t = 13.08, p > 0.05). Hypothesis 2b predicted that the Kano model positively affects business customer satisfaction. The results support the proposed relationship (β = 0.169, t = 1.97, p > 0.05). Hypothesis 3a predicted that the Kano model was positively related to the value creation for B2B customers. The results support the proposed relationship (β = 0.38, t = 4.49, p < 0.05). Hypothesis 3b predicted that the Kano model mediated the relationship between social media marketing activities and value creation. The results support the proposed relationship. The relationships between social media and the Kano model (β = 0.48, p < 0.05), the kano model and value creation (β = 0.191, p < 0.05), as well as social media and value creation, were significant (β = 0.33, p < 0.05). Hypothesis 4 predicted that value creation positively impacts B2B customer satisfaction. The results support the proposed relationship (β = 0.309, t = 7.85, p > 0.05). Hypothesis 5a predicted that value creation mediates the relationship between the Kano model and customer satisfaction. The results support the proposed relationship. The relationships between the Kano model and value creation (β = 0.38, p < 0.05), value creation and customer satisfaction (β = 0.309, p > 0.05), as well as the Kano model and value creation (β = 0.191, p < 0.05), were significant. Hypothesis 5b predicted value creation mediates the relationship between social media marketing and customer satisfaction. The results support the proposed relationship. The relationships between social media marketing and value creation (β = 0.533, p > 0.05), value creation and customer satisfaction (β = 0.309, p > 0.05), as well as social media marketing and customer satisfaction (β = 0.605, p > 0.05), were significant. Hypothesis 6 predicted that the Kano model positively affects the transaction efficiency of B2B customers. The results support the proposed relationship (β = 0.317, t = 3.31, p > 0.05). Hypothesis 7 predicted that transaction efficiency positively affects B2B customer satisfaction. The results support the proposed relationship (β = 0.191, t = 5.25, p > 0.05). Hypothesis 8 predicted that the Kano model mediates the positive relationship between social media marketing and transaction efficiency. The results support the proposed relationship. The relationships between social media marketing and the Kano model (β = 0.438, p > 0.05), the Kano model and transaction efficiency (β = 0.317, p > 0.05), as well as social media marketing and transaction efficiency (β = 0.438, p > 0.05), were significant.
Hypothesis 9a predicted that transaction efficiency mediates the relationship between the Kano model and customer satisfaction in the pharmaceutical industry. The results support the proposed relationship. The relationships between the Kano model and transaction efficiency (β = 0.317, p > 0.05), transaction efficiency customer satisfaction (β = 0.191, p > 0.05), as well as the Kano model and customer satisfaction (β = 0.169, p > 0.05), were significant. Hypothesis 9b predicted that transaction efficiency mediates the relationship between social media marketing and customer satisfaction. The relationships between social media marketing and transaction efficiency (β = 0.438, p > 0.05), transaction efficiency and customer satisfaction (β = 0.191, p > 0.05), as well as social media marketing and customer satisfaction, were significant (β = 0.605, p > 0.05).

5. Discussion

Results of this study show that the social media marketing construct had both direct and indirect impacts on B2B customer satisfaction. Specifically, the Kano model, value creation, and transaction efficiency’s mediating effect on the constructed model were found to be effective when building integrated marketing strategies for B2B customers in the pharmaceutical industry. On a strategic level, the results of this research may have an extensive effect on building functional customer satisfaction relationships among the pharmaceutical companies and business intermediaries involved. Furthermore, in a practical setting, the supporting role of the Kano model, value creation, and transaction efficiency may ease business operations in the pharmaceutical sector. This may be achieved via defining clearly the business privacy, reliability, and informative regulations when using and applying social media marketing strategies. Further, we expand the B2B social media marketing applications and customer satisfaction by offering the Kano model and its main categories as binding elements when building factors that benefit strategy content.
More specifically, social media marketing was positively related to business customer satisfaction and the Kano model. The Kano model was positively related to business customer satisfaction and value creation. Value creation was significant with customer satisfaction, and the Kano model positively affected the transaction efficiency of B2B customers. Finally, transaction efficiency was positively related to B2B customer satisfaction. The results confirmed the proposed hypotheses and targeted the role of social media marketing in formulating B2B business relationships by prioritising the need to develop integration strategies, including business privacy, reliability, and informative regulations.
Furthermore, it was found that the Kano model mediated the relationship between social media marketing activities and value creation and social media marketing and transaction efficiency. Moreover, value creation mediated the relationship between the Kano model and customer satisfaction, as well as social media marketing and customer satisfaction. Finally, transaction efficiency mediated the relationship between the Kano model and customer satisfaction in the pharmaceutical industry and social media marketing and customer satisfaction. These predictors are necessary for the context of this research to manage the business–customer value creation process as part of post-supporting the relevant business context applications, hence, building B2B loyalty and customer behaviours in the pharmaceutical industry.

6. Conclusions

6.1. Theoretical Implications

It was found that social media marketing was positively related to B2B customer satisfaction and other model variables. In business terms, integrated social media activities support business–client relationships and help manage the communication between distributors, manufacturers, and pharmacies. Furthermore, the mediating role of the Kano model, value creation, and transaction efficiency implies that the pharmacists are aware of the need to construct flexible relationships in terms of connecting product supply management with value creation and transaction efficiency among B2B partners.
This study contributes to the literature in three ways. Firstly, there is a need to revisit the role of social media marketing in the pharmaceutical industry. In this respect, researchers are encouraged to investigate the topic further to improve the relations-building functions of social media marketing in the pharmaceutical industry and B2B customer satisfaction fields. Second, the integrative role of the Kano model with business customer satisfaction points out the need to widen the social media marketing capabilities in B2B markets. This may be applied by nesting the desired structural changes into the operational performance of social media platforms. Finally, such strategies may benefit B2B operational performance if the communication process is integrated using technical explanations and privacy information.

6.2. Practical Implications

This study has a couple of practical implications. First, the findings are equally important for policymakers to promote social media marketing in the pharmaceutical industry. The contribution is crucial for the managers in mobilising digitalisation and its technological adoption for the pharmaceutical industry to reach customer satisfaction and reduce challenges for operational efficiency and brand creditability [4,5]. From the stakeholders’ perspective, the study provides policy guidelines to manage the complex structure of the pharmaceutical industry for sustainable marketing through the Kano model. Similarly, the study contributes to the strategic marketing communication process in the pharmaceutical industry and pharmacies in general. Social media applications in the pharmaceutical industry may act as a supporting agent by offering the specifically selected strategic features of the Kano model.
Finally, using digital technology and building customer satisfaction may guide pharmacists to shift their role from only technical to a mediating one among customers and the pharmaceutical industry manufacturers.

6.3. Limitations and Directions for Future Studies

Most studies in the literature have limited scope due to sample size and population inferences. First, the current cross-sectional study does not count the longitudinal effect of the study model for B2B customers. Secondly, due to limited access, purposive sampling with personal linkages was used to obtain data from the pharmacy staff, which narrows the study scope. Future studies may focus on comparing two or more companies or nations. Future studies are further recommended to measure the pre and post results of B2B social media applications.

Author Contributions

Data curation, A.H.; Formal analysis, A.H.; Investigation, A.S.A.; Methodology, A.H.; Supervision, A.E.; Writing—review & editing, A.S.A., A.E. and A.H. All authors have read and agreed to the published version of the manuscript.

Funding

This research received no external funding.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Not applicable.

Data Availability Statement

Not applicable.

Conflicts of Interest

The authors declare no conflict of interest.

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Sustainability 14 13624 g001 550
Figure 1. “Study Model”.
Figure 1. “Study Model”.
Sustainability 14 13624 g001
Table
Table 1. Correlations, means, standard deviations.
Table 1. Correlations, means, standard deviations.
Scale12345MSD
Social Media Marketing10.80 **0.337 **0.249 **0.386 **3.210.44
Kano Model0.480 **10.185 **0.137 **0.082 *3.260.34
Value Creation0.337 **0.185 **10.413 **0.312 **3.490.71
Transaction Efficiency0.249 **0.137 **0.413 **10.215 **3.700.78
Customer Satisfaction0.386 **0.082 *0.312 **0.215 **12.540.70
* p < 0.05, ** p < 0.01 (Two-tailed test), N = 573.
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Awad, A.S.; Ertugan, A.; Hyusein, A. Mode of Collaboration between the Pharmaceutical Firms and Pharmacists: An Empirical Investigation of Social Media Marketing Activities. Sustainability 2022, 14, 13624. https://doi.org/10.3390/su142013624

AMA Style

Awad AS, Ertugan A, Hyusein A. Mode of Collaboration between the Pharmaceutical Firms and Pharmacists: An Empirical Investigation of Social Media Marketing Activities. Sustainability. 2022; 14(20):13624. https://doi.org/10.3390/su142013624

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Awad, Ala Shakeeb, Ahmet Ertugan, and Ayshe Hyusein. 2022. "Mode of Collaboration between the Pharmaceutical Firms and Pharmacists: An Empirical Investigation of Social Media Marketing Activities" Sustainability 14, no. 20: 13624. https://doi.org/10.3390/su142013624

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