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

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Chapter 3 To Be or Not to Be? Does it Make Relational and Financial Sense to be a Responsive Strategic Supplier? An International Comparison Abstract This study investigates the role strategic supplier responsiveness plays in reducing relational idiosyncratic risk and increasing customer satisfaction, in two countries. The role of buyer satisfaction in strategic relationships as a metric varies across national cultures. However, the role of idiosyncratic relational risk as a metric remains constant. The findings will be of use to marketing managers and sales teams, who can use them for determining the degree of market orientation they should implement to meet their customers’ needs. It will also help to identify those processes that make them more responsive in areas of key customer concern, thus increasing a buyer’s firm value and enhancing buyer perceptions about their brand. In the end, we discuss the managerial and academic implications of the research. Keywords: supplier responsiveness, idiosyncratic relational risk, cross national comparisons 74
3.1 Introduction The Netherlands, despite its limited natural resources, is on the forefront of world commerce, with companies such as Philips and Unilever to its credit. Furthermore, The Netherlands is one of the major trading partners of the United States of America ("U.S. Trade Balance," 2012). It also happens to be one of the largest foreign investors in the US ("Foreign Direct Investment," 2010). A large part of the Dutch economy is based on B2B trade. For example, they are the world’s third largest agricultural exporter, and they have the world’s seventh largest port and terminal facilities and Europe’s largest port (Nightingale, 2009; "Rotterdam’s Economy," 2011). On the one hand, there are important differences between the US and The Netherlands. U.S. attitudes, be they at the consumer level or the national level, differ towards different issues. For instance, the US is more welcoming of foreign investments and less ecologically concerned than The Netherlands. Even the laws regulating corporate governance are different (ING, 2010). The consequence of the above mentioned differences are that different markets require different marketing strategies and tactics. Therefore, in this chapter we will investigate whether the model proposed in Chapter 2 will yield similar results as it did in the last chapter. Table 3.1 The Netherlands Investment in the United States On the other hand, in this era of convergence of demand via globalization, many similarities now exist between customers or business partners in different countries, and many businesses create products that cater to the needs of global customers and cut across national boundaries (Holt, Quelch, & Taylor, 2004). For example, Caterpillar’s construction equipment and after-sales service and Intel’s ingredient branding strategy are product responses that cater to the needs and wants of segments of customers across national boundaries. Then, given the importance of The Netherlands and the United States as two major trading partners and the individual firm level B2B relationships that make this trade possible, what is the role of idiosyncratic relational risk in firm relationships? On an abstract economic level, at the start of the recent credit crisis, The Netherlands was less affected when compared 75
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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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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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