Channel collaboration and firm value proposition

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractIn recent years, "efficient consumer response" has replaced prior management fads and rules of the competitive landscape in the field of grocery trade. This initiative thrives on creating value for the final customers through an efficient supply chain value system, and simultaneously appropriate value for the channel members involved. However, much of the evidence to date remains anecdotal, and thus, the channel collaboration -value conduct reminds a "black box". We adopt a capabilities view and a contingency framework is proposed to test the postulated relationships between the key constructs by deploying multi-country data.Our results indicate a strong positive association between channel collaboration and firm value proposition, and further that the relationship has a contingency specific profile. In managerial terms, business executives must carefully design a match between the strategic channel posture the firm possesses and its value creating and appropriating capability profile in managing collaborative channel relationships.

The role of intermodal transport in port regionalisation

“…Examples of vertical collaboration in transport and logistics include vendor managed inventory (VMI), efficient consumer response (ECR) and collaborative planning, forecasting and replenishment (CPFR) (McCarthy & Golicic, 2002;Esper & Williams, 2003;SkjoettLarsen et al, 2003;Tuominen, 2004;Cruijssen et al, 2007). A shipper forming a relationship with a 3PL and a rail operator would be an example of vertical collaboration as far as intermodal logistics is concerned (Lehtinen &Bask, 2012).…”

The Cycle of Customer Value: A Model Integrating Customer and Firm Perspectives

“…We believe this scale is well suited to our Martin et al (2008), the scale can be generalized to other contexts. Using Tuominen's (2004) scale as our basis, we developed a list of variables to help us measure the firm's VA. Data was collected from each bank regarding market share; sales volume; overall profit levels; ROI (return on investment); and profit margins. This data was taken from the 2009 annual accounts of each bank posted on its website or from the website of the National Share Market Commission.…”

“…The superiority of firms that lead the competition cannot be based solely on the creation of value; they also have to be able to appropriate the value created through market share and profits (Mizik, Jacobson 2003;Tuominen 2004). In any event, it is likely that these advantages would only be temporary, as market dynamism and uncertainty generate the need not only to create new value, but also to maintain the value created in previous periods (Eisenhardt, Martin 2000;Morrow et al 2007;Sirmon et al 2007).…”

“…Similarly, Tuominen (2004) views VC as an organizational capability that, along with the VA capability, is required in order to gain competitive advantage in the marketplace. The superiority of firms that lead the competition cannot be based solely on the creation of value; they also have to be able to appropriate the value created through market share and profits (Mizik, Jacobson 2003;Tuominen 2004).…”

Feedback Models for Collaboration and Trust in Crisis Response Networks

“…Some relationships involve a central organization (in for-profit contexts, e.g., a channel captain (Tuominen 2004)) coordinating the efforts of other partner firms; these firms might be longer-term, more stable partners, e.g., strategic alliances (Vadarajan and Cunningham 1995), or firms assembled ad hoc for a specific task (Achrol 1997). Other arrangements include less centrally-managed alliances among unrelated organizations (Achrol 1997).…”