Business Market Management: : Understanding, Creating, and Delivering Value

Anderson, James C.; Narus, James A.; Narayandas, Das

doi:10.1108/08858629910272265

Cited by 354 publications

(409 citation statements)

References 0 publications

Supporting

Mentioning

375

Contrasting

Unclassified

Order By: Relevance

“…According to Möller and Törrönen (2003), some researchers define value primarily in monetary terms (e.g. Anderson et al, 1993;Anderson and Narus, 1999). However, other researchers highlight that non-financial advantages and sacrifices are as important in assessing the value of a relationship, for example, social bonds, knowledge inputs, managerial time spent, and capability development (Möller and Törrönen, 2003).…”

Section: Suppliers and Their Capabilitiesmentioning

confidence: 99%

Suppliers' opportunity enactment through the development of valuable capabilities

Philipsen¹,

Damgaard²,

Johnsen³

2007

Jnl of Bus & Indus Marketing

View full text Add to dashboard Cite

Suppliers' opportunity enactment through the development of valuable capabilities AbstractPurpose -The contribution of this paper is the development and application of a theoretical framework to examine the connections between different types of suppliers, their capabilities and opportunities in customer relationships, and the illustration of these connections through the findings from empirical case studies of small and medium-sized suppliers in the metal industry in Denmark.Methodology/approach -Multiple case studies involving seventeen small and medium-sized suppliers within the Danish metal industry were undertaken.Findings -By focusing on the development of capabilities that are 'valuable' to customers in specific types of supply, small and medium-sized suppliers may improve their responses to opportunities in their customer relationships. Research limitations/implications -Further investigation is needed on the longer-termimpacts of valuable capabilities on opportunity enactment by suppliers, and the examination of key issues arising from these findings across different industries and countries.Practical implications -Small and medium-sized suppliers, their customers and government agencies involved with suppliers should advocate and actively support the development of valuable capabilities to enhance the effectiveness of suppliers' relationship and network strategies and their potential to seize opportunities.Originality/value -This study highlights that different types of suppliers require different types of current and future valuable capabilities to seize opportunities and sustain current customers or develop new customer relationships.

show abstract

Section: Suppliers and Their Capabilitiesmentioning

confidence: 99%

Suppliers' opportunity enactment through the development of valuable capabilities

Philipsen¹,

Damgaard²,

Johnsen³

2007

Jnl of Bus & Indus Marketing

View full text Add to dashboard Cite

show abstract

“…The object of this transaction is the resource in question. This is called the value delivery process (Anderson and Narus 1999). In examining an organisation's activities we must consider how these connect the organisation to other organisations' activities.…”

Section: Activity Linksmentioning

confidence: 99%

Are business relationships institutions?

Mandják

2020

competitio

View full text Add to dashboard Cite

The question is simple; the answer could be quite complicated. Inter-organisational marketing researchers define business relationships as interactive exchanges between two organisations. Does this mean anything for institutional economists? A business relationship is created by weaving actor bonds, resource ties and activity links. Business relationships exist and change through time. The establishment, development, maintenance, as well as termination of a business relationship all require investments from the participating parties. A business relationship does not exist in an isolated manner, but other market and non-market actors can equally influence it. In reality, numerous other relationships and actors affect business relationships. As a result, these actors indirectly influence business relationships through the change in behaviour of one of the parties within the business relationship. These directly and indirectly affected relationships create a business network. For an organisation business relationships have different functions. External resources needed for operation and value creation are fed by them. Value creation for the customer and value sharing with the customer take place in business relationships. They are forms of an organisation's interdependence. A business relationship is a special form of governance of the partners' mutual efforts. A business relationship has its own value for each organisation. Each organisation has several business relationships, each with different value. In business markets, where buyers are always organisations, the business relationship portfolio is the market itself. Inter-organisational marketing researchers use very different theoretical foundations to study business relationships. Modern contract law based research distinguishes about a dozen norms of behaviour in business relationships. Institutional economic-rooted studies argue that we should use the plural-forms approach (price, authority and trust must be employed together) to explain these very complex phenomena. Research using communication theory concluded that multiple periods of business negotiations were required to develop even primitive norms. The paper concludes with some elements of a possible answer to the title question.

show abstract

“…In business and services marketing, the customer value construct has emerged as a major key determinant of customer relationships (Agustín and Singh, 2005;Nijssen, Singh, Sirdeshmukh, and Holzmüller, 2003;Ulaga, 2003). Researchers such as Anderson and Narus (2004), Kumar and Grisaffe (2004), Ravald and Grönroos (1996), Ulaga and Eggert (2006), Woodruff (1997), andZeithaml (1988) define customer value as the outcome of an evaluation in which the customer weighs a relationship's perceived benefits against the sacrifices. Usually, scholars view customer value as a multidimensional construct.…”

Section: Customer Valuementioning

confidence: 99%

“Let’s Wait and See!” The Real Option to Switch as a New Element of Customer Value

Henseler

Roemer

2013

Schmalenbach Bus Rev

View full text Add to dashboard Cite

We suggest that a customer's option to switch suppliers, and to wait and see before switching, adds to customer value in uncertain markets, and affects the customer's switching behavior. We use a real options model to examine the value of this option and conduct sensitivity analyses based on data collected from the german public health insurance market to support our argument. We elaborate on the customer value construct and show how it contributes to customers' behavioral loyalty. We also provide guidelines for managers of in-suppliers and out-suppliers on how to use the value of customers' option to switch, e.g., for pricing decisions and management of customer churn.Jel Classification: m31.

show abstract

Business Market Management: : Understanding, Creating, and Delivering Value

Cited by 354 publications

References 0 publications

Suppliers' opportunity enactment through the development of valuable capabilities

Suppliers' opportunity enactment through the development of valuable capabilities

Are business relationships institutions?

“Let’s Wait and See!” The Real Option to Switch as a New Element of Customer Value

Contact Info

Product

Resources

About