How channels evolve: A historical explanation

Bairstow, Nigel; Young, Louise

doi:10.1016/j.indmarman.2011.06.012

Cited by 27 publications

(14 citation statements)

References 47 publications

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“…For supplier firms that use vertical networks to create superior value (Lusch et al 2007), managing indirect sales channel relationships is critical (Bairstow and Young 2012;De Ruyter et al 2001). In the IT sector, channel partners produced 67% of sales of the largest manufacturers in 2007 (Lamkin 2013).…”

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confidence: 99%

B2B Channel Partner Programs: Disentangling Indebtedness from Gratitude

Pelser

Ruyter

Wetzels

et al. 2015

Journal of Retailing

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Many suppliers invest heavily in channel partner programs that incentivize selling and learning. Permanent repository linkThe authors conduct a multi-wave field study to investigate the roles of indebtedness and gratitude in transforming these investments into returns. The results show that indebtedness has negative effects on commitment to the supplier, as well as the reseller's sales effort. Gratitude however attenuates the effects of indebtedness on sales effort and commitment, and thus offers a buffer against indebtedness' negative effects. Indebtedness and gratitude thus play key roles in channel partner programs. In addition, the results highlight the importance of perceived motives as they differentially predict these two states.Benevolent motives are found to increase gratitude, though ulterior motives do not detract from it.Ulterior motives do however increase indebtedness. Finally, the results also reveal how entitlement negatively impacts channel partner programs: It decreases the positive effect of perceived program value on partner gratitude while increasing the effect of ulterior motives on indebtedness. This study thus assesses the simultaneous yet contrasting role of gratitude and indebtedness, as well as the complexity 2 associated with realizing the full benefits of channel partner programs. The findings have implications for suppliers, marketers, and further research.

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confidence: 99%

B2B Channel Partner Programs: Disentangling Indebtedness from Gratitude

Pelser

Ruyter

Wetzels

et al. 2015

Journal of Retailing

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“…So, the company maintains close relationships with various governments (state and federal) by hosting visits at the company's facility, participating in industry bodies, engaging in exchanges (e.g. Consequently, 90% of the secondary data came from ASX and media articles, similar to Bairstow and Young (2012). This added up to a total of 297 announcements and annual reports spanning the period 1995 to 2014, and 286 media reports from 2001 to 2014.…”

Section: Case Descriptionmentioning

confidence: 99%

Paths, events and resource use: New developments in understanding innovation processes

Purchase

Kum

Olaru

2016

Industrial Marketing Management

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“…Mechanisms and processes may be identi ed based on theory or through the observation of real systems over time (Bairstow & Young, 2012;Huang & Wilkinson, 2013). They may be implemented in various ways in an ABM.…”

Section: Identi Cation Of Mechanismsmentioning

confidence: 99%

Agent-Based Modelling, a New Kind of Research

Held

Wilkinson

Marks

et al. 2014

Australasian Marketing Journal

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We discuss the use of Agent-based Modelling for the development and testing of theories about emergent social phenomena in marketing and the social sciences in general.It addresses both theoretical aspects about the types of phenomena that are suitably addressed with this approach and practical guidelines to help plan and structure the development of a theory about the causes of such a phenomenon in conjunction with a matching ABM. We argue that research about complex social phenomena is still largely fundamental research and therefore an iterative and cyclical development process of both theory and model is to be expected. To better anticipate and manage this process, we provide theoretical and practical guidelines. These may help to identify and structure the domain of candidate explanations for a social phenomenon, and furthermore assist the process of model implementation and subsequent development. The main goal of this paper was to make research on complex social systems more accessible and help anticipate and structure the research process.

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How channels evolve: A historical explanation

Cited by 27 publications

References 47 publications

B2B Channel Partner Programs: Disentangling Indebtedness from Gratitude

B2B Channel Partner Programs: Disentangling Indebtedness from Gratitude

Paths, events and resource use: New developments in understanding innovation processes

Agent-Based Modelling, a New Kind of Research

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