The value of B2B relationships

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. AbstractPurpose -The purpose of the paper is to contribute to the knowledge of how relationship value, trust, commitment, satisfaction and loyalty intentions are defined and relate to each other. It explores these relationships in the business-to-business (B2B) context by analysing manufacturing companies regarding to their main supplier. Design/methodology/approach -After the literature review and several in-depth interviews, a method of empirical analysis consisting of quantitative intervention with an ad hoc survey using a structured questionnaire has been developed. Structural equations modeling is used to contrast the hypotheses on the links between the constructs analysed. Findings -Confirmatory factor analysis provided satisfactory results. With regard to the direct effects of the relationship value, the three relationships being considered were verified: relationship value has a positive influence on trust, commitment and satisfaction towards the supplier. Also, and as already contrasted in previous studies, trust has a direct, positive effect on commitment. In addition, and regarding to loyalty antecedents, data did not confirm that greater trust would increase loyalty but commitment did, leading to the conclusion that the effect of trust on loyalty is only indirect through the effect it has on commitment. Loyalty was also positively affected by satisfaction with the supplier.Research limitations/implications -Limitations of this paper open lines for future research. First, it considers that future research could include other variables affecting long-term relationships. Second, longitudinal studies could serve to enrich the results and illustrate the complexity of the direction in the links among the variables and take into account dynamics. Third, a customer's perspective in the perception of value has been adopted in this paper. Finally, relationship value has been operationalised as reflective and a formative approach could be adopted. Implications for managers are in line with the detected importance of satisfaction and commitment as key factors because of their impact on intention to continue and expand business with the supplier. Moreover, manufacturers should recognize...

Properties of quality constructs in Canadian business relationships

“…It is generally accepted that trust is a precursor to commitment in a B2B exchange relationship (Gil-Saura et al, 2009;Moliner et al, 2007;Morgan and Hunt, 1994). According to Ruyter et al (2001) "trust leads to a high level of affective commitment or, in other words, a strong desire to maintain a relationship" (p.273).…”

Linking relationship marketing to social embeddedness in a rural bilingual context

“…The importance of relationships in B2B markets and their relevance to practitioners is acknowledged and predicted to continue shaping the marketing discipline (Kumar, 2015). Establishing mutually beneficial long-lasting relationships in B2B markets can help the seller and customer create higher value, share risk and find efficiencies (Gil-Saura et al, 2009). This network approach to relationships is based on complex relationships between at least two actors in a business network (Holmlund and Tronroos, 1997).…”

“…For the seller, RM can generate a better understanding of the customer, the development of trust between the seller and buyer, and increased customer satisfaction (Gil-Saura et al, 2009;Kelly and Scott, 2011) leading to enhanced customer retention (Hennig-Thurau et al, 2000). Assumed financial benefits to the seller relate to reduced costs due to increased retention of existing customers, and higher profits due to increased buyer loyalty and reduced pricesensitivity (Reichheld and Sasser, 1990;Gronroos, 1994).…”

Identification of customer satisfaction in services: a study on agribusiness dealers

“…Such difficulties, in a sense, are related to limited rationality vision, since people tend to maximize the expected objective utility, and therefore accept the possible solutions to a given moment, but with alternation of demand and perception levels as time passes by (Pidd, 1998). In short, it is argued that the perceived value is a preceding element to customer satisfaction (Eggert & Ulaga, 2002;Gil-Saura et al, 2009). …”

“…This work aimed to investigate and analyze service factors that contribute to customer satisfaction in relation to the dealer network of sugarcane agribusiness segment in the state of São Paulo. Our starting point is the model proposed by Parasuraman, Zeithaml & Berry (1988), Lapierre (2000), Gil-Saura, Frasquet-Deltoro & CerveraTaulet (2009), and the model developed by The American Customer Satisfaction Index (ACSI) (2012).…”