The Pareto Sales Network Asset: A Networked Power Perspective

Ferdinand, Augusty Tae; Killa, Maklon Felipus

doi:10.3846/btp.2018.11

Cited by 5 publications

(9 citation statements)

References 61 publications

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“…Social capital forms networks among organizations which create closer relationships of cooperation (Krackhardt, 1993) As business developments continue to grow, the study of business networking has gained increasing attention (Batonda & Perry, 2003). In order to sustain the continuity of cooperation, every relationship requires various assets which enhance the bonds of business networking, such as network competence (Claro & Claro, 2011), network capacity (Cambra-Fierro, Florin, Perez, & Whitelock, 2011), network solidity (An et al, 2014) and pareto sales network asset (Ferdinand & Killa, 2018). The development of a networking concept also becomes more strategic in the context of cooperation between organizations, and this has led to more dynamic studies such as the ones known as network collaboration (Westerlund & Rajala, 2010) and collaboration in network (Claro & Claro, 2011).…”

Section: Synergized Network Assetmentioning

confidence: 99%

“…The collaboration between a company and its customers affects company performance. Companies that cooperate with customers more easily develop cooperative relationships, enabling the company to increase its product sales (Ferdinand & Killa, 2018). Likewise, customers who are able to work closely with suppliers will gain a better supply of goods, which enables them to improve marketing performance (Santra, 2018).…”

Section: Synergized Network Asset and Marketing Performancementioning

confidence: 99%

“…However, the variable of marketing performance has a high value of composite reliability, at 0.862 and the variable can therefore still hold to proceed in subsequent analyses. Marketing performance can be measured by several related reflections, such as increase in sales value, improvement in sales volume, and achievement of significant additional sales growth (Ferdinand & Killa, 2018;Ling-yee & Ogunmokun, 2001;Smirnova et al, 2011).…”

Section: Construct Validitymentioning

confidence: 99%

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Synergized Network Asset: A Driver for Indonesia’s Furniture Industries to Elevate Marketing Performance

Setiawan

Ferdinand

2021

IJBS

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The main focus of this study is developing synergized network asset as a mediator variable for improving marketing performance. The research model was tested using AMOS SEM on 280 local market-oriented furniture makers. The output of the statistical analysis confirms that two buffer variables, namely relational capability and market dynamic adaptability, sustain synergized network asset and marketing performance. However, synergized network asset does not play a strong mediation role in increasing marketing performance. The slow-growing furniture industry is in greater need of responsive rather than synergistic cooperation. The concept of synergized network asset, which is characterized by the sustainability of collaboration quality, contributes to the development of business network theory as one of the main factors in marketing relationships.

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Section: Synergized Network Assetmentioning

confidence: 99%

Section: Synergized Network Asset and Marketing Performancementioning

confidence: 99%

Section: Construct Validitymentioning

confidence: 99%

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Synergized Network Asset: A Driver for Indonesia’s Furniture Industries to Elevate Marketing Performance

Setiawan

Ferdinand

2021

IJBS

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“…Companies need to develop internal resources that can simultaneously exploit external resources (Kull et al, 2016) to create a competitive advantage. An external resource that has the potential to excel is managing the pareto network (Asrari et al, 2016) as one of the assets that can drive the company's performance (Ferdinand & Killa, 2018).…”

Section: Literature Review Relational Capability and Pareto Sales Net...mentioning

confidence: 99%

Pareto Sales Network Asset as Critical Sources of Competitive Advantage : a Resource-Based View Perspective

Yuswono

Rahmadhani²

2021

jimat

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Relationship skills can create a sales network and become an important part of a company to increase competitive advantage. The purpose of this study is to identify the inconsistency of the relationship between relational capability in competitive advantage and Pareto sales network assets as a mediator. The sample of this study came from food and beverage SME owners around the city of Semarang, Central Java. Respondent data was collected from 202 small and medium business sectors through questionnaires and interviews. This study used SEM-PLS for analysis. The results of the study found that (1) relational capability had a positive and significant effect on Pareto sales network assets; (2) relational capability has a positive and significant effect on competitive advantage; (3) Pareto sales network assets have a positive and significant effect on competitive advantage; (4) the greater the influence of relational capability on competitive advantage through Pareto sales network assets. The role of Pareto sales network assets has the potential to be a high leverage for competitive advantage in SMEs.

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“…Companies enter into co-marketing as they assume that they will derive benefits that they would not get by themselves (Yi et al, 2010). In an ideal case, co-marketing can lead to relational rent (Ferdinand and Killa, 2018) that is: [. .…”

Section: Business Drivers and The Benefits Of Co-marketingmentioning

confidence: 99%

Marketing through a joint commercial product portfolio: business drivers, benefits and challenges

Mustonen

Härkönen

Haapasalo

2020

JBIM

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Purpose This study aims to improve understanding of companies’ motives and concerns in relation to cooperation through a joint commercial product portfolio. Design/methodology/approach The qualitative research method was used to study 17 companies based on two case projects. Findings The joint commercial product portfolio is introduced as a new type of co-marketing. The possible business drivers, targeted benefits and perceived challenges of small and medium-sized enterprises (SMEs) in relation to cooperation through a joint commercial product portfolio are identified. The companies seem to be motivated by and concerned about similar issues that also apply to other forms of co-marketing. Research limitations/implications The study consisted of two case projects in the same country and, thus, share fairly similar business environments and cultures. Therefore, the same results may not be obtained for a study that is conducted in a different location. Practical implications Managers of SMEs can benefit from the results of this study by improving their understanding of co-marketing opportunities through the creation of a joint commercial product portfolio with suitable companies. In addition, the results provide managers with insights into the challenges that should be considered when planning marketing cooperation. Originality/value The study provides new perspectives on the existing co-marketing literature by discussing the creation of a joint commercial product portfolio as a vehicle to support companies’ business objectives. The study contributes to the increasing business-to-business co-marketing literature by presenting the business drivers, targeted benefits and perceived challenges related to SMEs cooperation through a joint commercial product portfolio.

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The Pareto Sales Network Asset: A Networked Power Perspective

Cited by 5 publications

References 61 publications

Synergized Network Asset: A Driver for Indonesia’s Furniture Industries to Elevate Marketing Performance

Synergized Network Asset: A Driver for Indonesia’s Furniture Industries to Elevate Marketing Performance

Pareto Sales Network Asset as Critical Sources of Competitive Advantage : a Resource-Based View Perspective

Marketing through a joint commercial product portfolio: business drivers, benefits and challenges

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