Essays on supplier responsiveness and buyer firm value - Nyenrode ...

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13. A lot of the informal conversations with our suppliers concern the market conditions and our competitors’ strategies. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 14. The supplier is slow to detect fundamental shifts in our industry (e.g., competition, technology, regulation). Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 15. The supplier provides us with periodic market intelligence (e.g. newsletters and reports) with content of interest to many cross-functional departments within our firm. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 16. We simply need to communicate our needs to one of the various functional departments (e.g., marketing, manufacturing, operations, finance) and everyone concerned (cross functionally) within the supplier’s firm will be immediately updated on our new situation. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 150
17. The supplier takes a very long time to respond to changes in their competitors’ pricing strategies. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 18. For one reason or another, the supplier tends to ignore changes in your product or service needs. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 19. The supplier seems to be driven by the customers (your) perspective in new product development efforts. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 20. The supplier's business plans seem to be driven more by technological advances than by market research. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 151
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ISBN 978-90-8980-055-8 © M. Abrahi
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Examination Committee Supervisor: P
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2.3 DEVELOPMENT OF THE CONCEPTUAL M
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5.1 RESEARCH FINDINGS 114 5.2 OVERA
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List of Tables Table 2.1 Representa
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PREFACE Oscar Wilde once said, “I
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Chapter 1 Introduction to the Thesi
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Figure 1.1 Mckinsey Survey Results
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1.4 Scope PhD thesis This thesis fo
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Netherlands. We used the maximum li
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2.1 Introduction A central tenant o
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only provide an assessment of the s
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Table 2.1 highlights several promin
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other hand, they later argue that m
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Therefore, there is a convergence i
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usiness performance, firms need to
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means is that the more better a str
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Supplier responsiveness or market o
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Naryandas, 1995). Further, idiosync
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They might also include the ease wi
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they ask about intimate supplier in
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Table 2.2 Modified Items of the MAR
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Table 2.2 Modified Items of the MAR
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market intelligence, offering flexi
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We considered several scales before
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Table 2.7 Component Matrix Buyer Sa
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een monitored to make sure they gav
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satisfaction and strategic supplier
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2.5 Measurement Model For creating
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In the third step, we used maximum
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incremental fit index (IFI) is one
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ange of 100-150 (Hair et al., 2006,
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indicator that has a link to custom
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and strengths and their stock marke
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accompanies any innovation, accordi
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important finding because it provid
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3.1 Introduction The Netherlands, d
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possibility that firm size may infl
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Figure 3.1 The Netherlands and Unit
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comprehensive agreement on each oth
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Why do we pay more for an orange wi
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constructs, for cross-cultural fact
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will discuss the SEM analysis of th
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BFV Hypothesis 4 IdRR->SBV Hypothes
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products. Overall, the effects of s
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more diverse comparison. China is a
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Chapter 4 The Quest for Performance
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insurance premiums. Hence, perceptu
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Page 119 and 120: 5.5 Practical Implications From a m
Page 121 and 122: Summary in English This dissertatio
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Page 125 and 126: isk by 0.98 standard deviations. Su
Page 127 and 128: collectivist culture and a Confucia
Page 129 and 130: Overwegende dat Verhoef en Leeflang
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Page 137 and 138: Businessweek. (2012). S&P/BusinessW
Page 139 and 140: -industry-09012011.html Grewal, R.,
Page 141 and 142: Langerak, F. (2001). Effects of mar
Page 143 and 144: Quelch, J. (2007). How to brand an
Page 145 and 146: Verhoef, P. C., & Leeflang, P. S. H
Page 147 and 148: 1. The name of the company where yo
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Page 153 and 154: 25. If the supplier were to find ou
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Page 157 and 158: 41.To what degree do those specific
Page 159 and 160: Supplier Brand Value 51.How likely
Page 161 and 162: Appendix B Scatter Plot Diagrams fo
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