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

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Table 3.2 Descriptive Statistics USA Sample Description n=164 Response Rate = 6% Type of Market Percentage Industrial and Consumer Markets 49 Consumer Markets 32.3 Industrial Markets 18.7 Number of Years of Buying Experience Years Average Buying Experience 9.72 Average Strategic Buying Experience 7.36 Level of Management Percentage Upper Management 30.9 Middle Management 53.1 Type of Market Offering Percentage Service-Based Market offering 35.4 Goods-Based Market offering 23.1 Goods and Service-Based Market offering 41.5 Sample Description n=92 Response Rate=3% Netherlands Type of Market Percentage Industrial and Consumer Markets 41.7 Consumer Markets 33.3 Industrial Markets 36.5 Number of Years of Buying Experience Years Average Buying Experience 7.56 Average Strategic Buying Experience 5.96 Level of Management Percentage Upper Management 20.8 Middle Management 55.2 Type of Market Offering Percentage Service-Based Market offering 46.9 Goods-Based Market offering 21.9 Goods and Service-Based Market offering 31.2 3.2.2 Variables We checked for regional variations in the definitions of the original model. We first comprehensively searched the literature for different definitions of the five 84
constructs, for cross-cultural factors. We could find none specific to The Netherlands. We then proceeded to informally discuss with academics and practitioners/industry specialists about their interpretations of each of the five variables’ definitions. The results are discussed below. Supplier responsiveness. The definition provided in Chapter 2 was “accumulative market response generated by internal supplier firm processes to meet their buyer needs.” This definition is based on a synthesis of the definitions of Kohli and Jaworski (1990) and Narver and Slater (1990) of the concept of market orientation. However, from our discussions with fellow academics three major themes occurred. First, a supplier’s responsiveness includes a market offering component (goods and services). The second component was the speed of the strategic supplier’s response or timeliness. The third component was market intelligence sharing exemplified by activities such as potential market lead sharing. These concepts converge with our definition; therefore, we used the original survey scale for supplier responsiveness employed in Chapter 2. Chapter 2 used the MARKOR scale developed by Kohli et al. (1993) for our analysis. Since the purpose of this chapter is to test whether the model in Chapter 2 applies in different markets. Idiosyncratic relational risk. The definition provided in Chapter 2 was “the risk which exists because of entering into a specific relationship with another company.” This definition was postulated because of the confluence of two perspectives, namely: financial market understanding of the concept of idiosyncratic risk and management perspective of supplier risk (Sharpe, 1964; Krajlic, 1983). Central to this concept is the tenet that idiosyncratic relational risk is avoidable by preempting the risk via marketing measures the supplier enacts. Our informal discussions with fellow academics and peers reinforced the face validity of the scales used in Chapter 2 for relational idiosyncratic risk measurement in The Netherlands. Therefore, we used the scales used in Chapter 2. Buyer satisfaction. Chapter 2 defined buyer satisfaction as “an overall evaluation based on the total purchase and consumption experience with a good or service over time” (Anderson, Fornell, & Lehmann, 1994). They include both economic and non-economic satisfaction in their conceptualization. Our informal discussions reinforced this understanding, and therefore, we used the same scale for this paper. We used the four items the original scale used in Chapter 2. These were adapted from the original satisfaction scale used by Ruekert and Churchill (1984). Supplier brand value. The supplier’s brand value is defined in Chapter 2 from the perspective of the strategic buying center team as the shared collective memories about the supplier’s brand, which provide it leverage that it would otherwise not have without the brand. Therefore, we used the two original items developed in Chapter 2. There was no difference in our understanding of supplier brand value from the concept in the literature. Buyer firm future value. Buyer firm future value is computed by a single measure that is composed of volatility and variability in the future cash flows because of the strategic supplier. The informal discussions and literature review lead us to believe that volatility and variability in buyer cash flows are important measures for measuring buyer firm value in both the United States and The Netherlands. The items used in this chapter for measuring the constructs are the same as those in Chapter 2. Please refer to Table 2.18 for the items used and the codes. 85
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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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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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