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

More documents

Recommendations

Info

37.To what degree does your strategic supplier influence your cash conversion cycle? A definitional clarification: The cash conversion cycle is the time duration in which a firm is able to convert its resources into cash. It is actually the total time period required to first convert resources into inventories, then inventories into finished goods, then goods into sales, and then sales into cash. Highly positively Positively Neutral Negatively Highly negatively Scale: Highly positively =5, Positively=4, Neutral=3, Negatively=2, Highly negatively=1 38.To what extent have your strategic suppliers tried to simplify your supply chain processes? Highly simplified Simplified Neutral Increased complexity Highly negatively Scale: Highly simplified =5, Simplified=4, Neutral=3, Increased complexity=2, Highly negatively=1 39. To what extent does using your strategic supplier influence your ability to minimize the time needed for your firm to provide solutions for your customers? Highly reduces Reduces Neutral Increases Highly increases Scale: Highly reduces =5, Reduces=4, Neutral=3, Increases=2, Highly increases=1 40. To what extent do your strategic suppliers correctly invoice your company? Always correctly Moderately correctly Neutral Moderately incorrectly Always incorrectly Scale: Highly Correctly =5, Moderately correctly =4, Neutral=3, Moderately incorrectly =2, Always incorrectly=1 156
41.To what degree do those specific investments make it difficult for the strategic supplier to end their relationship with you? Very difficult Moderately Difficult Neutral Moderately easy Highly easy Scale: Very difficult =5, Moderately difficult=4, Neutral=3, Moderately easy=2, Highly easy=1 Buyer Satisfaction 42. How satisfied are you with the profits generated from carrying the supplier’s products lines, if any? Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Scale: Highly Satisfied =1, Satisfied=2, Neutral=3, Satisfied=4, Dissatisfied=5 43. How satisfied are you with the overall manner with which the strategic supplier’s representatives (regional or head office) treat you? Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Scale: Highly Satisfied =1, Satisfied=2, Neutral=3, Satisfied=4, Dissatisfied=5 44. How satisfied are you with the sales support provided by the manufacturer's local sales representative? Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Scale: Highly Satisfied =1, Satisfied=2, Neutral=3, Satisfied=4, Dissatisfied=5 45. How satisfied are you with the new product market opportunities the supplier provides you? Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Scale: Highly Satisfied =1, Satisfied=2, Neutral=3, Satisfied=4, Dissatisfied=5 157
Page 2 and 3:
ISBN 978-90-8980-055-8 © M. Abrahi
Page 4 and 5:
Examination Committee Supervisor: P
Page 6 and 7:
2.3 DEVELOPMENT OF THE CONCEPTUAL M
Page 8 and 9:
5.1 RESEARCH FINDINGS 114 5.2 OVERA
Page 10 and 11:
List of Tables Table 2.1 Representa
Page 12 and 13:
PREFACE Oscar Wilde once said, “I
Page 14 and 15:
Chapter 1 Introduction to the Thesi
Page 16 and 17:
Figure 1.1 Mckinsey Survey Results
Page 18 and 19:
1.4 Scope PhD thesis This thesis fo
Page 20 and 21:
Netherlands. We used the maximum li
Page 22 and 23:
2.1 Introduction A central tenant o
Page 24 and 25:
only provide an assessment of the s
Page 26 and 27:
Table 2.1 highlights several promin
Page 28 and 29:
other hand, they later argue that m
Page 30 and 31:
Therefore, there is a convergence i
Page 32 and 33:
usiness performance, firms need to
Page 34 and 35:
means is that the more better a str
Page 36 and 37:
Supplier responsiveness or market o
Page 38 and 39:
Naryandas, 1995). Further, idiosync
Page 40 and 41:
They might also include the ease wi
Page 42 and 43:
they ask about intimate supplier in
Page 44 and 45:
Table 2.2 Modified Items of the MAR
Page 46:
Table 2.2 Modified Items of the MAR
Page 49 and 50:
market intelligence, offering flexi
Page 51 and 52:
We considered several scales before
Page 53 and 54:
Table 2.7 Component Matrix Buyer Sa
Page 55 and 56:
een monitored to make sure they gav
Page 57 and 58:
satisfaction and strategic supplier
Page 59 and 60:
2.5 Measurement Model For creating
Page 61 and 62:
In the third step, we used maximum
Page 63 and 64:
incremental fit index (IFI) is one
Page 65 and 66:
ange of 100-150 (Hair et al., 2006,
Page 67 and 68:
indicator that has a link to custom
Page 69 and 70:
and strengths and their stock marke
Page 71 and 72:
accompanies any innovation, accordi
Page 73 and 74:
important finding because it provid
Page 75 and 76:
3.1 Introduction The Netherlands, d
Page 77 and 78:
possibility that firm size may infl
Page 79 and 80:
Figure 3.1 The Netherlands and Unit
Page 81 and 82:
comprehensive agreement on each oth
Page 83 and 84:
Why do we pay more for an orange wi
Page 85 and 86:
constructs, for cross-cultural fact
Page 87 and 88:
will discuss the SEM analysis of th
Page 89 and 90:
BFV Hypothesis 4 IdRR->SBV Hypothes
Page 91 and 92:
products. Overall, the effects of s
Page 93 and 94:
more diverse comparison. China is a
Page 95 and 96:
Chapter 4 The Quest for Performance
Page 97 and 98:
insurance premiums. Hence, perceptu
Page 99 and 100:
theoretical contribution regarding
Page 101 and 102:
should reinforce objective measures
Page 103 and 104:
Table 4.2 Standardized Regression W
Page 105 and 106: Table 4.5 SEM Results Construct Dir
Page 107 and 108: 4.7 Discussion We start this discus
Page 109 and 110: Jaowrski and Kohli (1993) provided
Page 111 and 112: Using the findings of our current s
Page 113 and 114: iii) iv) Indeed, there may not be m
Page 115 and 116: uyer firm performance through a ser
Page 117 and 118: specifically highlighted the import
Page 119 and 120: 5.5 Practical Implications From a m
Page 121 and 122: Summary in English This dissertatio
Page 123 and 124: is that, when developing marketing
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
Page 131 and 132: van de waarde te communiceren dat d
Page 133 and 134: erkennen dat dit niet altijd een mo
Page 135 and 136: ij de vraag of cultureel risico voo
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
Page 149 and 150: 9.The supplier seems to have good i
Page 151 and 152: 17. The supplier takes a very long
Page 153 and 154: 25. If the supplier were to find ou
Page 155: 33.Does your strategic supplier als
Page 159 and 160: Supplier Brand Value 51.How likely
Page 161 and 162: Appendix B Scatter Plot Diagrams fo
Page 163 and 164: 163
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?