Basking in reflected glory: Using customer reference relationships to build reputation in industrial markets

Helm, Sabrina; Salminen, Risto T.

doi:10.1016/j.indmarman.2010.02.012

Cited by 74 publications

(98 citation statements)

References 45 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The lack of shared understanding creates a problem for potential adopters in understanding the options available (Helm and Salminen 2010;Jalkala and Salminen 2010). It also creates uncertainty for vendors about customer requirements.…”

Section: The English Hepma Market Is Still In An Emergence Stagementioning

confidence: 99%

The Challenges of Implementing Packaged Hospital Electronic Prescribing and Medicine Administration Systems in UK Hospitals: Premature Purchase of Immature Solutions?

Mozaffar

Williams

Cresswell

et al. 2017

Information Infrastructures Within European Health Care

View full text Add to dashboard Cite

Section: The English Hepma Market Is Still In An Emergence Stagementioning

confidence: 99%

The Challenges of Implementing Packaged Hospital Electronic Prescribing and Medicine Administration Systems in UK Hospitals: Premature Purchase of Immature Solutions?

Mozaffar

Williams

Cresswell

et al. 2017

Information Infrastructures Within European Health Care

View full text Add to dashboard Cite

“…As a solution, references from other buyers that have used the supplier previously may serve the purpose of building a credible company brand name (Helm and Salminen, 2010;Salminen and Möller, 2006;Üstuner and Godes, 2006). Firstly, prior investments in consistent quality for other buyers serve as a credible signal of quality to the current buyer (Shapiro, 1982(Shapiro, , 1983Helm and Salminen, 2010;Kotler and Pfoertsch, 2007;Wuyts et. al., 2009).…”

Section: Company Brand Credibility and Referencesmentioning

confidence: 99%

“…Supplier references from other contractors on similar projects provide information to inform the second factor, company brand credibility (Blombäck and Axelsson, 2007;Helm and Salminen, 2010). A Google search ensures that the fictitious names measuring the low level do not actually exist.…”

Section: Pricementioning

confidence: 99%

Choice of subcontractor in markets with asymmetric information: reputation and price effects

Biong

2013

Journal of Business &Amp; Industrial Marketing

View full text Add to dashboard Cite

Purpose -Buyers assessing bids from suppliers of experience services face both an adverse selection and a potential moral hazard problem. The purpose of this study is to examine (1) the relative importance of various signals of supplier reputation conveying information about unobserved supplier quality, which is important for identifying the best tender; and whether price is contingent on (2) supplier reputation, and (3) on buyer's quality sensitiveness in a competitive bidding situation.Design/methodology/approach -This study builds on a conjoint experiment where 19 contractors consider alternative scenarios representing tenders from subcontractors of plumbing services. In the scenarios the subcontractors differ on their reputation and price variables, while the contractors differ in their quality sensitiveness. Multiple regressions analyzes the contingent price effects.Findings -Although low price is generally important for subcontractor selection, quality sensitive buyers are willing to pay subcontractors a price premium to prevent quality debasement. On the other hand, despite the combined significance of supplier reputation on choice, buyers are not willing to pay price premiums to suppliers with a quality reputation.Research limitations/implications -Conjoint studies produce multiple cases but the underlying sample is limited. Therefore, this study should be regarded as preliminary and a basis for further validation on larger samples.Practical implications -In competitive bidding situations, suppliers with strong quality reputations may benefit most by low price offers. Thus, suppliers with a strong reputation should achieve profitability through a volume premium rather than a price premium effect. Suppliers opting for price premiums should target the quality sensitive segment of the market.Originality/value -In contrast to previous findings in B2B brand equity studies, but in line with findings in information economics, this study suggests that suppliers with a reputation for quality will not receive price premiums. The results indicate that in bidding contexts in B2B markets, the reputation variables may enhance rather than reduce buyers' price sensitivity, because supplier reputation increases low price credibility.

show abstract

“…There has been a wide array of contributions on supply chain management from a variety of fields, including marketing (Closs, Speier and Meacham, 2011;Piercy and Lane, 2009), supply chain (Awaysheh and Klassen, 2010;Simpson, Power and Samson, 2007) and industrial marketing (Liu, Kasturiratne and Moizer, 2012;Ewing, Windisch, and Newton, 2010;Helm and Salminen, 2010), A thorough literature review suggests that academia have often conducted case-based studies that focused on the social performance of suppliers (Hoejmose, Brammer and Millington, 2013;Egels-Zanden, 2007), Others reported on the consequences of irresponsible social practices on customers (Phillips and Caldwell, 2005), It may appear that the recent research is concerned with the processes through which buyers manage social issues in the supply chain, rather than focusing on the social performance of suppliers (Hoejmose et al, 2013;Klassen and Vereecke, 2012;Awaysheh and Klassen, 2010), The "process" literature has provided considerable insights on the role of social management capabilities, including; monitoring, collaboration and innovation (Klassen and Vereecke, 2012); internal and external barriers and enablers (Walker and Jones, 2012); supply chain structures, namely; transparency, dependency and distance -for the adoption of socially responsible practices (Awaysheh and Klassen, 2010); inter-organisational resources as a "collaborative paradigm" in supply chain management (Gold, Seuring and Beske, 2010) and third-party certification standards (Ciliberti, de Groot, de Haan, and Pontrandolfo, 2009) among other perspectives.…”

Section: The Procurement Of Materials and Products From The Global Sumentioning

confidence: 99%

The rationale for responsible supply chain management and stakeholder engagement

Camilleri

2017

JGR

View full text Add to dashboard Cite

PurposeFirms are increasingly resorting to responsible supply chain management as they align their economic success with socially-responsible initiatives in their value chain. This contribution suggests that there are opportunities for global corporations who are keen on integrating responsible practices into their business operations. It is in their interest to report about their responsible supply chain management, social performance and sustainable innovations to their stakeholders. Design/methodology/approachThis review paper identifies future research avenues in the promising areas of responsible procurement and global supply chain management. FindingsThe corporations" differentiated strategies as well as their proactive engagement in responsible supply chain management can lead them to achieve a competitive advantage in the long term. the low-cost producers may be neglecting the marketplace stakeholders, including suppliers, distributors among others. Moreover, the smaller businesses" could not be in a position to follow responsible procurement practices as they may lack the scarce resources to do so. Originality/valueThis paper raises awareness about the integration of socially responsible behaviours and sustainable practices in business operations. It contends that a responsible supply chain management necessitates an improved relationship with suppliers and distributors in the value chain. This stakeholder engagement with ultimately create value to the businesses themselves.

show abstract

Basking in reflected glory: Using customer reference relationships to build reputation in industrial markets

Cited by 74 publications

References 45 publications

The Challenges of Implementing Packaged Hospital Electronic Prescribing and Medicine Administration Systems in UK Hospitals: Premature Purchase of Immature Solutions?

The Challenges of Implementing Packaged Hospital Electronic Prescribing and Medicine Administration Systems in UK Hospitals: Premature Purchase of Immature Solutions?

Choice of subcontractor in markets with asymmetric information: reputation and price effects

The rationale for responsible supply chain management and stakeholder engagement

Contact Info

Product

Resources

About