Building and Sustaining Buyer–Seller Relationships in Mature Industrial Markets

Narayandas, Das; Rangan, V. Kasturi

doi:10.1509/jmkg.68.3.63.34772

Cited by 348 publications

(332 citation statements)

References 70 publications

Supporting

Mentioning

315

Contrasting

Unclassified

Order By: Relevance

“…We adopted a single case design in order to provide 'richness' in empirical illustrations and findings, together with a sound understanding of the case's business context (Weick, 2007;Narayandas & Rangan, 2004). Following Siggelkow (2007), conducting a single case study of a business setting is valuable in projects where researchers have objectives of motivating, inspiring, or illustrating theoretical development.…”

Section: Methodsmentioning

confidence: 99%

Industrial sales people as market actors

Geiger¹,

Finch

2009

Industrial Marketing Management

View full text Add to dashboard Cite

Publication informationIndustrial Marketing Management, 38 (6): 608-617 Publisher ElsevierItem record/more information http://hdl.handle.net/10197/5189 Publisher's statement þÿ T h i s i s t h e a u t h o r s v e r s i o n o f a w o r k t h a t w a s a c c e p t e d f o r p u b l i c a t i o n i n I n d u s t r i a lMarketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial þÿ M a r k e t i n g M a n a g e m e n t ( V o l u m e 3 8 , I s s u e 6 , A u g u s t S e p t e m b e r 2 0 0 9 , P a g e s 6 0 8 6 1 7 ) Industrial Sales People as Market ActorsAbstract: We develop the concept of boundaries in the context of sales personnel and their counterparts encountering and negotiating these while they undertake work to shape markets and build relationships. Drawing on a case study from production chemistry, we show that market shaping implies a mutual development of relationships, goods and services exchanged, and boundaries. In particular, we show that while relationships can submerge and obscure parts or dimensions of boundaries to other market actors, normal business activities such as testing new products and adapting products to changes in environmental legislation make visible some material dimensions of the exchange object, which can attract attention from other sellers. Visibility finds an expression as those market objects are exchanged, such that objects can be devices by which other actors join in and position themselves and their objects within markets.

show abstract

Section: Methodsmentioning

confidence: 99%

Industrial sales people as market actors

Geiger¹,

Finch

2009

Industrial Marketing Management

View full text Add to dashboard Cite

show abstract

“…Management in industrial markets is such a complex subject that several theories are required to explain it (Narayandas and Rangan, 2004). The nature of this research (where cooperation and the combination of resources and capabilities play a key role in value creation), invites us to establish a theoretical framework dominated by SET (Thibaut andKelley.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Value co-creation, dynamic capabilities and customer retention in industrial markets

Preikschas

Cabanelas

Rüdiger

et al. 2017

JBIM

View full text Add to dashboard Cite

Purpose This paper aims to explore how value co-creation processes can influence the generation of dynamic capabilities and the retention of industrial customers. The authors explore this influence with the support of social exchange theory and resource-based view. Design/methodology/approach The methodology applied was qualitative research, based on 29 semi-structured in-depth interviews with owners, managing directors and technical managers with previous experience in co-creation processes. The research was performed in four different European countries and is focused on the mobile crane industry. Findings The findings suggest that co-creation processes promote the generation of dynamic capabilities linked to adaptation, knowledge, innovation and relationship management. In addition, the closer contact with customers and the availability of their expertise favour the development of solutions that better meet their needs, bridging the cognitive gap which often exists between partners. Regarding customer retention, the results show that co-creation processes foster customer predisposition to buy and cross-sell. Originality/value Although value co-creation is a topical subject, research in industrial marketing literature analysing the effects of co-creation processes has been scarce up to now. This paper aims to contribute to the debate by analysing how the co-creation of value can influence the generation of dynamic capabilities in companies and how it affects the retention of industrial customers. Based on social exchange theory and dynamic capabilities, the researchers have been able to address how value is developed and its influence in customer retention proxies.

show abstract

“…Moreover, as relationship intensity increases, a customer's familiarity with and trust in a firm also increase (Ganesan 1994;Kumar, Scheer, and Steenkamp 1995;Narayandas and Kasturi 2004). The customer holds stronger beliefs that the firm effectively performs its tasks and that it has beneficial intentions when new issues arise (Ganesan 1994;Hess, Ganesan, and Klein 2003).…”

Section: Hypotheses Developmentmentioning

confidence: 99%