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

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21. The supplier's response to us is often not aligned with our needs because of internal supplier firm politics. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 22. If the supplier's major competitor were to launch an intensive campaign targeted at you, then the supplier would normally implement a counter campaign directed towards you. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 23.The suppliers do not heed your complaints. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 24. The supplier sometimes has excellent marketing plans, but they seem to be implemented too slowly or too late. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 152
25. If the supplier were to find out that you are unhappy with the quality of their service, they would immediately take corrective action. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 26. If the suppliers find out that you would like them to modify a product or service, they would make concerted efforts to do so. Extremely agree Agree Neutral Disagree Extremely disagree Scale: Extremely agree =1, Agree=2, Neutral=3, Disagree=4, Extremely disagree=5 IdRR 27.To what extent does your strategic supplier help you reduce your factory or manufacturing costs? Highly reduces Reduces Neutral Increases Highly Increases Scale: Highly reduces =5, Reduces=4, Neutral=3, Increases=2, Highly Increases=1 28.To what extent does your strategic supplier help you increase your product or service quality? Highly increases quality Increases quality Neutral Reduces quality Highly reduces quality Scale: Highly reduces =5, Reduces=4, Neutral=3, Increases=2, Highly Increases=1 153
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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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theoretical contribution regarding
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Page 107 and 108: 4.7 Discussion We start this discus
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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
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Page 147 and 148: 1. The name of the company where yo
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Page 159 and 160: Supplier Brand Value 51.How likely
Page 161 and 162: Appendix B Scatter Plot Diagrams fo
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