The impact of retail buyer innovativeness on suppliers’ adaptive selling in Japanese buyer–supplier relationships

Kim, Changju; Takashima, Katsuyoshi

doi:10.1080/1046669x.2019.1658011

Cited by 5 publications

(4 citation statements)

References 49 publications

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“…H3 , H4 and H5 proposed moderating effects of differentiation and low-cost orientation on the direct linkages between strategic integration, buying group’s brand equity and buying group benefits. To test these three hypotheses, this study applied a multi-group analysis, following the procedure adopted by previous studies (Kim and Takashima, 2018). First, based on the mean value of differentiation (mean = 4.02) and low-cost orientation (mean = 4.13), this study divided the total data (241 samples) into two groups: a high group of differentiation ( n = 106) and low-cost orientation ( n = 115) and a low group of differentiation ( n = 135) and low-cost orientation ( n = 126).…”

Section: Analysis and Resultsmentioning

confidence: 99%

“…Based on interviews with Japanese retail buying groups, while the two largest groups are reinforcing member retailers’ benefits through new experiments and ideas, the local, smaller retail buying groups are unsure about how to access such benefits and how to get potential retailers interested in becoming their members. Although some studies have offered initial insights into firm performance in dyadic, vertical and horizontal inter-firm relations in Japan (Kim and Takashima, 2018; Kobayashi et al , 2017), practical guidance regarding retailers’ horizontal strategic alliances has received relatively little attention (Kim et al , 2021). Therefore, this study examined Japanese retail buying groups and stimulates further research on various inter-firm relations.…”

Section: Methodsmentioning

confidence: 99%

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Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Kim

2021

JBIM

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Purpose Drawing on the resource-based view, this study aims to investigate the conditions under which small- and medium-sized retailers can improve competitive benefits through the lens of brand equity and strategies for competitive advantage in retail buying groups. Design/methodology/approach This study collected 241 samples from small- and medium-sized supermarket retailers who joined retail buying groups in Japan. Findings This study offers two key findings. First, the results indicate that a buying group’s brand equity partially mediates the relationship between member retailers’ strategic integration and their buying group benefits. Second, member retailers with a stronger differentiation orientation strengthen the positive impact of strategic integration on the buying group’s brand equity and buying group benefits. The moderating effects of low-cost orientation were not found to be significant. Practical implications To highlight the sustainable growth of small- and medium-sized retailers in retail buying groups, which are often ignored in the extant literature, this study offers practical guidance on the importance of a buying group’s brand equity. In addition, based on the findings, this paper postulates that member retailers pursuing differentiation orientation, rather than low-cost orientation, are more beneficial to retail buying groups in terms of relational outcomes and performance consequences. Originality/value By conceptualizing brand equity in retail buying groups, this study suggests a novel approach for retail management that investigates how a buying group’s brand equity is linked to strategic integration, strategies for competitive advantage and buying group benefits from the viewpoint of member retailers.

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Section: Analysis and Resultsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Kim

2021

JBIM

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“…With few exceptions (Roberts and Flin, 2020; Kim and Takashima, 2018), the issue of industrial buyer innovativeness has received scant attention, although Hauser et al (2006) indicate a need to examine innovation in portfolio management, among other areas.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The most important innovations are those that allow the company to gain a competitive advantage, thus also contributing to its performance (Henard and Szymanski, 2001). Indeed, customer needs change very quickly, and firms can achieve customer value differentiation through innovativeness (Kim et al , 2015; Kim and Takashima, 2018). Innovation means creating value for customers, and it can develop along several dimensions, one of which concerns the offering of new products in the assortment (Sawhney et al , 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

Effects of country of origin and importers’ innovativeness in new product trials

Pegan

Reardon

Vianelli

2022

JBIM

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Purpose The purpose of this study is to seek to investigate whether and how country of origin (COO) cues – category-country image (CCI) and typicality – and importers’ domain-specific innovativeness (DSI) influence importers’ propensity to the trial new value and premium products. Moreover, it aims to understand whether and how the relationship between the COO effect and industrial purchase intentions is moderated by importers’ propensity to innovate (DSI). Design/methodology/approach International importers completed a quantitative online survey. Factor analysis was used to summarize the latent constructs into orthogonal scores. General linear modeling was applied to the scores to test the hypotheses. Findings The results indicate that importers’ propensity to trial value products is directly influenced by CCI and importers’ DSI. For premium products, typicality has a positive effect on their propensity to trial. Also, CCI and DSI have positive effects on the trial of value products, and the effect is more pronounced than for premium products. Importers’ DSI positively moderates CCI in premium product trials, while it negatively moderates typicality in value products. Practical implications This research provides important managerial implications for practitioners seeking to increase foreign sales, strengthening importers’ product perceived value through COO cues. Exporters should distinguish between value and premium products and, in the selection of international channel partners, they must be attentive to importers’ personal characteristics, such as their propensity to innovate. Exporters selling value products should communicate CCI more clearly and, when targeting innovative importers, opt for atypical products instead of traditional ones. For premium products, which require more complex decisions, exporters should especially underscore product typicality and, with innovative importers, emphasize positive CCI. Originality/value By focusing on the two critical issues of product selection and price levels, this study’s original contribution is to emphasize that, for the same product category, in industrial purchasing decisions of value versus premium products, the COO effect can be different. It also highlights the importance of investigating the COO effect by concentrating on industrial buyers’ personal characteristics, here the DSI of importers, as moderating variables.

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Can sales leaders with humility create adaptive retail salespersons?

Luu

2020

Psychology and Marketing

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Although humility in leadership has been recognized as vital in leading salespeople to cope with unpredictability and unknowability in customers, the role of sales leader humility in promoting sales behaviors has remained underexplored. Our research aims to unfold how and when sales managers’ leadership humility nurtures retail salespersons’ adaptive selling behavior. Grounded on the dataset from managers and employees working in retail shops of a large telecommunication and computer company in Vietnam, the results reveal the role of retail salespersons’ customer knowledge, adaptive self‐efficacy, and customer‐oriented harmonious passion as the mediation paths for the linkage between sales leader humility and retail salespeople's adaptive selling behavior. The findings further provide evidence for the role of sales managers’ adaptive selling as an enhancer for the impacts of sales leader humility on these mediators.

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The impact of retail buyer innovativeness on suppliers’ adaptive selling in Japanese buyer–supplier relationships

Cited by 5 publications

References 49 publications

Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Effects of country of origin and importers’ innovativeness in new product trials

Can sales leaders with humility create adaptive retail salespersons?

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