A study on the rating of import sources for industrial products in a newly industrializing country

Korea as a Comparative Business Marketing System: Review and Prospects

“…Because of the global emphasis on quality, both Korean and U.S. companies prefer a partner that is able to provide quality products and services. In fact, a study by Chang and Kim (1995) also indicated early signs that for Korean importers of B2B raw materials and components, they evaluated more highly foreign partners who demonstrated good capabilities on both hard (overall quality, technological advancement) as well as soft attributes (reliability, communication, and after-sales service).…”

“…These efforts lead to a high level of global business performance including customer service, distribution supply networks, or merchandising plan. Chang and Kim (1995) proposed that there are many different requirements of industrial marketing between newly industrializing countries and advanced nations. Two hundred South Korean companies importing industrial products on key representative industries rated the exporting companies from Japan, United States, and Germany.…”

“…These two practices have been seen as exporter characteristic factors rather than factors directly related to the product itself. Intangible factors are considered more important in the newly industrializing countries because the technological skills of the user and the necessary infrastructure may be low (Chang and Kim 1995). Based on the same reason, rational factors can be examined as more valuable than emotional factors, because technological skills and the infrastructure of South Korea are now with economic development comparable to those of the advanced countries.…”

“Managing the transition” – supplier management in international joint ventures in China

“…Many factors influence manufacturers, including their size, the type of purchase involved and the competitive environment (Pearson and Ellram, 1995). In addition, factors such as the organizational culture (Goffin et al, 1997); the national origin of the organizations involved (Taylor and Wiggins, 1997;Chang and Kim, 1995); and the nature of the political situation (Templin and Norffsinger, 1994) influence supplier management. However, the nature of an industry and its competitive environment has the greatest influence (Pearson and Ellram, 1995).…”

Comparisons of the Competitive Position of Canadian, Mexican, and U.S. Suppliers

“…Research on the country-of-origin effects has established that industrial buyers are influenced by perceptions about the country in which a product is produced (Dzever and Quester 1999;Chang and Kim 1995;Khachaturian and Morganosky 1990;Quells and Rosa 1995). Dzever and Quester (1999) presented evidence that industrial buyers use stereotypes about products from different countries in their buying decisions.…”