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

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Table 2.6 List of Modified Satisfaction Items Original Item Dwyer and Gassenheimer (1992) 1.Profits generated from manufacturer's (A, B, C) product lines. Modified Items How satisfied are you with the profits generated from carrying the supplier’s products lines, if any? 2.Overall manner in which you were treated by the manufacturer's regional office or headquarters. 3.Overall “sales support”/relationship with the manufacturer's local sales representative. 4.New product market opportunities that the manufacturer provides you. How satisfied are you with the overall manner with which the strategic supplier’s representatives (regional or head office) treat you? How satisfied are you with the sales support provided by the manufacturer's local sales representative? How satisfied are you with the new product market opportunities the supplier provides you? 5.Sales growth potential from carrying manufacturer's produHow satisfied are you with the sales growth potential from lines. carrying the supplier’s products lines, if any? 6.Fairness and honesty of the manufacturer. 7. Interest and concern manufacturer has displayed in helping you to accomplish your goals and objectives. How satisfied are you with this supplier’s overall fairness and honesty while dealing with you? How satisfied are you with the interest and concern that this supplier has in helping you meet your objectives? We analyzed the satisfaction scale by means of a principal component factor analysis. The factor analysis gave us one factor, and therefore, SPSS 17 gave us the message that a Varimax rotation was not possible with one component. The scale is very good with a KMO of 0.909 and qualifies on the Bartlett’s test of sphericity. The results are presented in Table 2.7. 52
Table 2.7 Component Matrix Buyer Satisfaction Buyer Satisfaction Component 1. What is your overall satisfaction with this supplier? 0.730 2.How satisfied are you with the new product market 0.774 opportunities that the supplier provides to you? 3.How satisfied are you with this supplier’s overall 0.708 fairness and honesty while dealing with you? 4.How satisfied are you with the interest and concern 0.765 that the supplier exhibited in helping you to meet your objectives? 5.How satisfied are you with the profits generated from 0.714 carrying the supplier's product lines, if any? 6.How satisfied are you with the sales growth potential 0.706 from carrying the supplier's product lines, if any? 7.How satisfied are you with the overall manner with 0.763 which the strategic supplier's representatives (regional or head office) treat you? Extraction Method: Principal component analysis. KMO =0.903, Chi Square = 556, df= 28 p
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: We considered several scales before
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
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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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