Relationship value in outsourced FM services – value dimensions and drivers

Cui, Ying Ying; Coenen, Christian

doi:10.1108/f-01-2014-0011

Cited by 11 publications

(10 citation statements)

References 58 publications

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“…This procedure was carried out using the partial least squares (PLS) approach following the practice of previous studies (e.g. Ulaga and Eggert, 2006; Wagner et al , 2010; Cheung et al , 2010; Hutchinson et al , 2011; Blocker, 2011; O’Cass and Ngo, 2011; Ye and Zhang, 2013; Cui and Coenen, 2016). This approach requires to adopt the two-stage modelling method (Becker et al , 2012).…”

Section: Resultsmentioning

confidence: 99%

Axes of relationship value between manufacturers and retailers

Ruiz-Martinez

Saura

Frasquet

2018

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Purpose-The purpose of this paper is to define the relationship strategy of manufacturers with their retail customers through the identification of axes for the creation of relationship value. Design/methodology/approach-A survey was carried out and 219 valid questionnaires were completed and returned by the purchasing managers of retail companies in the furniture sector. The model was estimated using the partial least squares approach. Findings-The results revealed three axes of value creation: the core axis, the information and communication technologies (ICTs) axis, and the access axis. These axes included the benefits and costs related to the product and the service provided, the ICTs of the manufacturing project, and the relationships with the sales personnel. Research limitations/implications-Due to the size of the sample, the authors were unable to analyse the potential unobserved heterogeneity of the sample. The authors would suggest that this aspect should be analysed in future research in order to attempt to segment clients. Practical implications-Seller support is the main element of value creation. The importance of the efforts made by management to strengthen the capacities of the field force may be highlighted. Originality/value-The main contribution of this study has been to increase the level of abstraction of the study of relationship value through the identification and modelling of its axes of creation for the under-researched retailers-suppliers relationship.

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Section: Resultsmentioning

confidence: 99%

Axes of relationship value between manufacturers and retailers

Ruiz-Martinez

Saura

Frasquet

2018

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“…Value realization occurs through sharing resources, technology and knowledge (Borys and Jemison, 1989;Wilson and Jantrania, 1995). Cui and Coenen (2016) found a positive impact of customer perceived value on B2B service supplier satisfaction. In the qualitative interviews, the purchasing executives stressed the importance of technical collaboration in driving satisfaction and continuing purchases from a particular supplier.…”

Section: Technical Componentcollaboration For Technical Advancementmentioning

confidence: 96%

“…However, other authors consider various costs (or sacrifices) to conceptualize value; for example, price directly affects the perceived value (Cater and Cater, 2009). However, considerable evidence exists in marketing literature that the customer’s perceived cost is more than merely the price and includes acquisition costs, transportation, installation, order handling, repairs and maintenance, risk of performance (Anderson and Narus, 1999; Cannon and Homburg, 2001; Cui and Coenen, 2016; Lapierre, 2000; Menon et al , 2005; Sun et al , 2014; Ulaga and Eggert, 2006a). Order handling costs, maintenance and repair costs and logistics-related costs are associated with acquiring and storing products (e.g.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…Adaptations produce value through direct economic gains such as revenue increase and cost reduction and indirect gains such as acquiring new skills and strengthening bonds by building trust between the relationship partners (Brennan et al, 2003;Schmidt et al, 2007). Customer perceived value positively influences satisfaction in the B2B context (Cui and Coenen, 2016). Woo and Ennew (2004) hypothesized a positive influence of adaptations on satisfaction and behavioural intentions (similar to behavioural loyalty) in B2B services but could not provide empirical evidence.…”

Section: Technical Componentadaptation Of Product Equipment Process A...mentioning

confidence: 99%

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How core, technical and social components of business relationship value drive customer satisfaction and loyalty in high tech B2B market

Sharma

2021

JBIM

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Purpose This paper aims to investigate to what extent core, technical and social components of relationship value influence customer satisfaction and loyalty in the high technology business to business (B2B) markets. Design/methodology/approach Seven attributes of a high-technology buyer-seller relationship are identified representing the core, technical and social nature of relationship value. A conceptual model is proposed in which customer satisfaction mediates between the relationship value components and the two aspects of customer loyalty – attitudinal and behavioural. The empirical study is conducted in India employing 127 high technology customers. Structural equation modelling and path analysis is used to test the hypothesized linkages and examine the impact of different components. Findings Technical and social components of value influence customer satisfaction to a greater extent than the core components. Whilst behavioural loyalty is more driven by core components, attitudinal loyalty is more influenced by the social component. Satisfaction mediates the links between relationship value components and the two aspects of loyalty. Research limitations/implications Future research could test the modelled linkages in different countries and using larger samples and investigate the supplier perspective. Practical implications The paper provides useful implications for high tech product suppliers to improve their relationship with their customers. Suppliers must develop collaborative product/technology development projects and explore opportunities for personal relationships/rapport building with their customers, whilst delivering a quality product at a competitive price. Originality/value To the best of the authors’ knowledge, the paper is the first in B2B literature to provide an insight of how the different components of relationship value vary in influencing satisfaction and loyalty in a high technology B2B buyer-seller relationship.

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“…Companies (especially large ones) that are faced with the challenge of maximizing business productivity and reducing costs are increasingly considering outsourcing their non-core activities such as FM [37]. Cui and Coenen [38] argue that FM service suppliers can add potential value in this dimension by improving employees' productivity, increasing user satisfaction and innovating customers' business processes in business relationships. Haugen [39] explains the client-supplier model regarding long-term gains in productivity.…”

Section: Financial Aspectsmentioning

confidence: 99%

A Sustainable Facility Management Outsourcing Relationships System: Artificial Neural Networks

Lok

So²,

Opoku

et al. 2021

Sustainability

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The Contingency Outsourcing Relationship (CORE) model originated from the Four Outsourcing Relationship Types (FORT) model; the CORE model is used in the globalized Facility Management (FM) industry, while the FORT model is originally used in the global information technology industry. The purpose of this paper is to thoroughly analyse the simulated case studies of the four different categories (i.e., in-house, technical expertise, commitment and common goals) of the CORE model from the perspective of the various clients. This study builds on the previous work on the outsourcing relationships between a client and a globalized FM service provider. It further explores the application of this model with the aid of artificial neural networks (ANNs) towards a sustainable future. A quantitative methodology through a survey is used to analyse eight outsourcing strategies for the four outsourcing relationships. A set of revised rules of the CORE is introduced and discussed regarding the approaches to investigate the four simulated outsourcing relationship systems. The study further reveals that an interesting understanding of the four outsourcing categories can be systematically and efficiently implemented into the FM outsourcing relationships through the methodology of scientific Artificial Intelligence (AI). It is concluded that FM outsourcing categorization may help to define the appropriate relationships. This further detailed outcome generated from the ANN can be clearly considered a strong and solid reference to define and explain the existing outsourcing relationships between the stakeholders and the service providers with the aim to assign an outsourcing category to the FM relationship between the client and service provider based on the learnt rules.

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Relationship value in outsourced FM services – value dimensions and drivers

Cited by 11 publications

References 58 publications

Axes of relationship value between manufacturers and retailers

Axes of relationship value between manufacturers and retailers

How core, technical and social components of business relationship value drive customer satisfaction and loyalty in high tech B2B market

A Sustainable Facility Management Outsourcing Relationships System: Artificial Neural Networks

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