Customer service is often described as consisting of a set ofmeasurable elements. Similarly, market response to customer service maybe viewed as consisting of a set of…
Customer service is often described as consisting of a set of measurable elements. Similarly, market response to customer service may be viewed as consisting of a set of components which are measurable. Most published empirical studies of the relationship between customer service and market response, however, have represented market response through the use of a single measure. The results of an empirical study of interset association between two sets of measures, one representing the elements of customer service (measured in service levels) and the other representing various forms of market response, are reported. Canonical correlation analysis of data collected from 91 grocery channel dyads indicated (as expected) a closer association of market response with customer perceptions of customer service than with supplier perceptions of the same. Also presented, is the contribution of individual measures to the close association between market response and customer perceptions of customer service.
Past efforts to model freight transport‐choice decision making as abehavioural process have resulted in the development of models which maynot reflect the actual steps…
Past efforts to model freight transport‐choice decision making as a behavioural process have resulted in the development of models which may not reflect the actual steps, activities, decision rules, and interactions in the typical freight transport‐choice decision process in the detail needed for various applications. Script‐theoretic research, which is based on the modelling of sequential activities, is proposed as an alternative approach for the study of this process. The methodology for empirical investigations and practical applications of script‐theoretic research is discussed.
The effects of acculturation and assimilation are significant parts of consumer research. However, a void exists in cross‐cultural research with a near‐absence of assimilation studies involving country‐of‐origin (CO) images. The current study fills this void by examining the extent of assimilation of host country CO stereotypes. CO stereotypes are examined for immigrants, first generation and more rooted citizens. The results of confirmatory factor analysis of CO perceptions regarding two different products from two different source countries endorse the potential value of assimilation/acculturation as a segmentation dimension. Our findings also indicate that the assimilation process is more gradual than can be expected based on the melting‐pot theory.
Manufacturer price reduction pressure on suppliers is an important contributor to helping a manufacturer maintain a strong competitive position by keeping costs low. The…
Manufacturer price reduction pressure on suppliers is an important contributor to helping a manufacturer maintain a strong competitive position by keeping costs low. The benefits of trusting supplier working relations also help strengthen a manufacturer's competitive position. The purpose of this paper is to determine if manufacturer price reduction pressure and trusting working relations with the pressured suppliers, typically considered to be mutually exclusive, can co‐exist.
A structural equation modeling approach was used to analyze data covering 946 production buying situations involving 279 suppliers and six NA automotive OEMs.
Manufacturer price reduction pressure and trusting working relations with the pressured suppliers, are not mutually exclusive, they can co‐exist.
The research found that it is not the pressure that impacts the manufacturer – supplier relations, but rather it is the manner by which the manufacturer goes about pressuring its suppliers that impacts its supplier working relations. The research, however, does not directly address how a manufacturer can achieve both ends simultaneously.
Manufacturers no longer have to choose between exerting price reduction pressures on suppliers or working to achieve trusting relations with suppliers. They can successfully do both. At the same time, suppliers must recognize that these conditions may occur and when applied simultaneously ultimately benefit both parties.
This research adds to the critically under‐researched B2B pricing processes and pricing impact areas, while helping to influence managerial actions, an area in which academic B2B research is considered to be lacking.
The purpose of this paper is to explore top managers’ role in key account management.
The possible actions that could be performed by a top manager were investigated in 12 case studies. These actions were grouped into key account managers and teams, culture, engagement and knowledge, organizational structure/conditions and customers and markets.
Top managers (TMs) informally evaluate teams and key account (KA) managers, stimulate a culture that favors the information’s prospection, persuade managers to reduce their resistance and improve organizational structure/conditions by inducing internal and external questioning. They also contact key customers’ top managers to check on the changes required or to persuade them to change requirements, accept a higher price or redirect an unattractive order to competitors. They approve revisions on the key customers list, discuss with the key account manager how to redirect an unattractive opportunity to competitors and try to improve gains even in attractive orders.
Additional research beyond the provided exploratory study is needed to generalize the results. The findings contribute to improving the understanding of how TMs get involved in key account management, buyer–supplier relationship improvement and increasing company profitability. They also unveil top managers’ role in internal culture creation and team engagement.
When managing their KAs, TMs seem to be sceptical, curious and pragmatic with their subordinates, as well as with the customers or competitors.
Presents and discusses areas for future research into international marketing in the Asia‐Pacific region based on recent trends and gaps in the literature. Continues and develops the themes presented in the first Special Issue on international marketing in the Asia‐Pacific region (International Marketing Review, Vol. 20 No. 5).
This study is motivated by the theme of this special issue of International Marketing Review, which highlights the enormous economic success of Asia‐Pacific nations and…
This study is motivated by the theme of this special issue of International Marketing Review, which highlights the enormous economic success of Asia‐Pacific nations and their emergence as global marketers of the twenty‐first century. The success of firms situated in these nations has been even more pronounced since the 1990. This study highlights international marketing developments, opportunities, and research issues that warrant closer attention. In examining the topic, highlights a number of important developments including technological innovations, the penetration and influence of the Internet and electronic commerce in the region, the emergence of Asian multinational companies, the development of Asian brands, the importance of relationships and networks for firms in this region, and their greater international integration and cooperation with the rest of the world. International marketing research considerations pertaining to the Asia‐Pacific Region are explored in each section, as well as in the conclusions.