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

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Table 2.2 Modified Items of the MARKOR Scale (Continued) Original Item Need and Reason for change of item Revised Item The question needed to be reworded to include the customer’s perspective about the supplier. 11. A lot of informal “hall talk” in this business concerns our competitors’ tactics or strategy. 12. We have interdepartmental meetings at least once a quarter to discuss market trends and developments. 13. Marketing personnel in our business unit spend more time discussing customers’ future needs with other functional departments. A lot of the informal conversations with our suppliers concern the market conditions and our competitors’ strategies. 14. Our business unit periodically circulates documents (e.g. reports and newsletters) that provide information on our customers. 15. When something important happens to a major market customer, the whole business unit knows about it within a short period of time. 16. Data on customer satisfaction are disseminated at all levels in this business unit on a regular basis. 17. There is a minimum communication between marketing and manufacturing departments concerning market developments. (R) 18. When one department finds out something important about Competitors, it is slow to alert other departments. (R) The question needed to be reworded to include the customer’s perspective about the supplier. The question needed to be reworded to include the customer’s perspective about the supplier. 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. 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. 44
Table 2.2 Modified Items of the MARKOR Scale (Continued) Original Item Need and Reason for change of item Revised Item 19. It takes us forever to decide how to respond to our competitor's price changes. (R) 20.Principles of market segmentation drive new product development efforts in this business unit. The question needed to be reworded to include the customer’s perspective about the supplier. The supplier takes a very long time to respond to changes in their competitors’ pricing strategies. 21. For one reason or another, we tend to ignore changes in our customer's product or service needs. (R) 22. We periodically review our product development efforts to ensure that they are in line with what customers want. 23. Our business plans are driven more by technological advances than by market research. (R) 24. Several departments get together periodically to plan a response to changes occurring in our business environment. 25. The product lines we sell depend more on internal politics than real market needs. (R) 26. If a major competitor were to launch an intensive campaign targeted at our customers, we would immediately implement a response. The question needed to be reworded to include the customer’s perspective about the supplier. The question needed to be reworded to include the customer’s perspective about the supplier. The question needed to be reworded to include the customer’s perspective about the supplier. The question needed to be reworded to include the customer’s perspective about the supplier. The question needed to be reworded to include the customer’s perspective about the supplier. For one reason or another, the supplier tends to ignore changes in your product or service needs. The supplier seems to be driven by the customers (your) perspective in new product development efforts. The supplier's business plans seem to be driven more by technological advances than by market research. The supplier's response to us is often not aligned with our needs because of internal supplier firm politics. 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. 45
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 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
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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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should reinforce objective measures
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Table 4.2 Standardized Regression W
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Table 4.5 SEM Results Construct Dir
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4.7 Discussion We start this discus
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Jaowrski and Kohli (1993) provided
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Using the findings of our current s
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iii) iv) Indeed, there may not be m
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uyer firm performance through a ser
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specifically highlighted the import
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5.5 Practical Implications From a m
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Summary in English This dissertatio
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is that, when developing marketing
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isk by 0.98 standard deviations. Su
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collectivist culture and a Confucia
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Overwegende dat Verhoef en Leeflang
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van de waarde te communiceren dat d
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erkennen dat dit niet altijd een mo
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ij de vraag of cultureel risico voo
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Businessweek. (2012). S&P/BusinessW
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-industry-09012011.html Grewal, R.,
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Langerak, F. (2001). Effects of mar
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Quelch, J. (2007). How to brand an
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Verhoef, P. C., & Leeflang, P. S. H
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1. The name of the company where yo
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9.The supplier seems to have good i
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17. The supplier takes a very long
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25. If the supplier were to find ou
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33.Does your strategic supplier als
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41.To what degree do those specific
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Supplier Brand Value 51.How likely
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Appendix B Scatter Plot Diagrams fo
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