Value added reseller or value at risk: The dark side of relationships with VARs

Gupta, Suraksha; Väätänen, Juha; Khaneja, Suyash

doi:10.1016/j.indmarman.2016.02.017

Cited by 16 publications

(8 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When the goals are the same or heterogeneous, value co-creation is a likelier outcome (Prior & Marcos-Cuevas, 2016). In a network setting, negative outcomes can emerge during various stages between different firms and customers in the value chain (Gupta, Väätänen, & Khaneja, 2016).…”

Section: Conceptual Background Valuementioning

confidence: 99%

When value co-creation fails: Reasons that lead to value co-destruction

Järvi

Kähkönen

Torvinen

2018

Scandinavian Journal of Management

164

143

View full text Add to dashboard Cite

Section: Conceptual Background Valuementioning

confidence: 99%

When value co-creation fails: Reasons that lead to value co-destruction

Järvi

Kähkönen

Torvinen

2018

Scandinavian Journal of Management

164

143

View full text Add to dashboard Cite

“…The successful corporate brand management can reduce the high costs of initiating and maintaining customer relationships by establishing favourable dispositions to the company and sending signals to stakeholders about the corporate brand and the values it delivers (Kernstock and Brexendorf, 2009). The past studies have not yet identified the importance of understanding the benefits of value-creation during corporate branding efforts to reduce the efforts required for relationship initiation and maintenance or management from a supplier’s perspective (Gupta et al , 2016; Valtakoski, 2015). For instance, Ryan and Silvanto (2013) examined the role of corporate branding in enhancing brand loyalty from a business customer’s viewpoint, which is also related to the maintenance rather than initiation of business-to-business (B2B) relationships.…”

Section: Introductionmentioning

confidence: 99%

Corporate branding and value creation for initiating and managing relationships in B2B markets

Ozdemir

Gupta

Foroudi

et al. 2020

QMR

Self Cite

View full text Add to dashboard Cite

Purpose This study aims to fill a gap in branding literature concerning the effect of corporate brand relationships on brand value through the case study method in a business-to-business (B2B) context. The objectives of this study can be framed in the following three questions: what are the main constituents of a corporate brand; how does a corporate brand generate tangible and intangible brand value for their business customers; and how do tangible and intangible brand benefits influence relationship initiation and management practices of the case companies? Design/methodology/approach The study adopts a qualitative multiple cases study design by using archival data and both in-depth telephone and online interviews with senior representatives of the case study companies to investigate corporate branding and associated issues in a B2B context. Findings From a managerial perspective, this study reveals that corporate business culture, brand relationships, products and corporate identity and personality as the main constituents of a corporate brand in a B2B context. The results show that a corporate brand can generate intangible and tangible brand value benefits for business customers. The findings also note the importance of brand value in enhancing relationship initiation. Originality/value The study contributes to the branding literature by developing a conceptual model that explains the development and role of the corporate brand in a B2B context with its associated value creation and brand management outcomes. The findings advance brand management literature on business relationships, which addresses a gap in B2B contexts rather than mainly about product brand management and value creation in business-to-consumer contexts.

show abstract

“…It may also prevent conflicts, and thus, lessen the need for sophisticated conflict resolution strategies and systems. Gupta et al (2016) point out a larger network effect due to lack of support: VARs' inability to support customers can even discourage resellers from offering the brand to their customers.…”

Section: Supportmentioning

confidence: 97%

Towards a governance approach to determinants of reseller management success

Parvinen

Pöyry

2018

JBIM

View full text Add to dashboard Cite

Purpose In mature global business-to-business (B2B) product markets, management of external sales channels, governed by contractual relationships, is a key determinant of business performance. However, existing sales channel management literature lacks focus on contractual governance and reseller management success. The purpose of the study is to systematically review different governance theories in relation to sales channel management and to show which factors are the most influential in making or keeping external sales channels effective. Design/methodology/approach A case study on a large B2B information and communication technology (ICT) company is used to reflect on the way the different theoretical governance perspectives explain sales channel management success. Interviews and mini-questionnaires were used to collect data. Findings Expressions of interdependence and equality alongside persevered personal relationships are important in managing daily business activities and in avoiding bad will at the reseller’s grass-root level. Future-oriented planning, long-term-oriented support and jointly set incentive systems are important for reseller management. Degree of professional management sets resellers apart through shifts in power balance. Research limitations/implications A multi-theory governance perspective offers a holistic view over reseller management and provides a comprehensive view over different sales channel management issues and their relative importance. Practical implications The findings highlight the importance of long-term orientation and cooperation in setting up a reseller management system to gain and nurture distributors’ trust and commitment towards the manufacturer. Originality/value The study is the first to comprehensively use governance perspective in studying reseller management.

show abstract

Value added reseller or value at risk: The dark side of relationships with VARs

Cited by 16 publications

References 61 publications

When value co-creation fails: Reasons that lead to value co-destruction

When value co-creation fails: Reasons that lead to value co-destruction

Corporate branding and value creation for initiating and managing relationships in B2B markets

Towards a governance approach to determinants of reseller management success

Contact Info

Product

Resources

About