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Article
Publication date: 1 December 2005

Is the glass half full or half empty?: An examination of user and provider perspectives towards third‐party logistics relationships

A. Michael Knemeyer and Paul R. Murphy

This paper provides a comparison of users and providers of third‐party logistics (3PL) services with respect to relationship marketing elements, such as trust and…

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Abstract

Purpose

This paper provides a comparison of users and providers of third‐party logistics (3PL) services with respect to relationship marketing elements, such as trust and communication, as well as relationship marketing outcomes, such as retention and recovery.

Design/methodology/approach

Constructs for the relationship marketing elements and outcomes were derived from the extant literature and modified to reflect the nature of 3PL arrangements. The relevant data were collected from separate, but consistent, mail surveys that were sent to users of 3PL services as well as providers of 3PL services.

Findings

The results indicate statistically significant differences between 3PL users and providers across eight of nine relationship marketing elements, with the lone non‐significant comparison involving the communication construct. There are also statistically significant differences between 3PL users and providers for each of the four relationship marketing outcomes.

Research limitations

Although the present study utilized previously validated relationship marketing elements and outcomes, future research could examine other relationship marketing elements and outcomes. Future research could also investigate relationship marketing issues through dyads/matched pairs of 3PL users and providers.

Originality/value

This manuscript examines 3PL with respect to theories and/or frameworks that comes from outside the logistics discipline, an approach advocated by Stock. Moreover, the paper adds to Moore's 3PL/relationship marketing research by investigating relationship elements and outcomes. The current paper adds to the rather limited literature that incorporates both 3PL user and provider perspectives.

Details

International Journal of Physical Distribution & Logistics Management, vol. 35 no. 10
Type: Research Article
DOI: https://doi.org/10.1108/09600030510634571
ISSN: 0960-0035

Keywords

  • Relationship marketing
  • Distribution management
  • Supplier relations

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Article
Publication date: 1 March 2012

The effect of entrepreneurial marketing on outcome goals in SMEs

Richard C. Becherer, Marilyn M. Helms and John P. McDonald

This study examines how entrepreneurial marketing dimensions (proactiveness, opportunity focused, leveraging, innovativeness, risk taking, value creation, and customer…

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Abstract

This study examines how entrepreneurial marketing dimensions (proactiveness, opportunity focused, leveraging, innovativeness, risk taking, value creation, and customer intensity) are related to qualitative and quantitative outcome measures for the SME and the entrepreneur (including company success, customer success, financial success, satisfaction with return goals, satisfaction with growth goals, excellence, and the entrepreneurʼs standard of living). Using factor analysis, three success outcome variables (financial, customer, and strong company success) emerged together. A separate factor analysis identified satisfactory growth and return goals. Stepwise regression revealed entrepreneurial marketing impacts outcome variables, particularly value creation. Implications for entrepreneurs and areas for research are included.

Details

New England Journal of Entrepreneurship, vol. 15 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/NEJE-15-01-2012-B001
ISSN: 2574-8904

Keywords

  • entrepreneurial marketing
  • entrepreneur
  • value creation
  • opportunity
  • leveraging
  • excellence

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Article
Publication date: 7 June 2019

Process and output control in marketing channels: toward understanding their heterogeneous effects

James R. Brown and Jody L. Crosno

Extant research has demonstrated that marketing channel control can produce both positive and negative effects. This paper aims to use meta-analysis to understand…

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Abstract

Purpose

Extant research has demonstrated that marketing channel control can produce both positive and negative effects. This paper aims to use meta-analysis to understand potential sources of those heterogeneous effects. This research also identifies areas in need of future research to help deepen the understanding of marketing channel control.

Design/methodology/approach

This study uses meta-analysis to quantitatively review some of the methodological factors that might explain conflicting results uncovered in previous empirical studies.

Findings

The results generally show a positive relationship between process and output control and their studied correlates. They also show that the effects of process and output control vary by the methodological factors used to study them. In particular, the effects of process and output control appears to be stronger in industrial (vs consumer) markets, service (vs goods) industries and in studies conducted in non-Western (vs Western) cultures; and output monitoring measures appear to be more effective than output control measures, yet process monitoring appears to be less effective than process control in marketing channels.

Originality/value

This original meta-analysis review of the literature on organizational control in marketing channels shows that the effects of process and output control vary according to the research context investigated as well as the specific measure of control used. The paper presents an agenda to guide future research on this topic to more fully develop knowledge of organizational control in marketing channels.

Details

Journal of Business & Industrial Marketing, vol. 34 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/JBIM-05-2017-0110
ISSN: 0885-8624

Keywords

  • Performance
  • Meta-analysis
  • Opportunism
  • Marketing channels
  • Process control
  • Output control

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Article
Publication date: 29 July 2020

Harnessing innovation success in hotels: the interplay among key drivers of new service performance

Primitiva Pascual-Fernández, María Leticia Santos-Vijande and José Ángel López-Sánchez

This study aims to examine the interplay among three key drivers of service innovation success in the hospitality industry. Specifically, how internal marketing practices…

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Abstract

Purpose

This study aims to examine the interplay among three key drivers of service innovation success in the hospitality industry. Specifically, how internal marketing practices in hotels influence frontline employee involvement, training and empowerment for the new service provision (frontline employee ITE) and new service advantage. The study also analyzes how success factors affect new service internal and external performance.

Design/methodology/approach

Using data collected from managers of 256 hotels located in Spain, the model is tested through structural equation modeling data analysis.

Findings

Internal marketing practices have a positive and direct effect on frontline employee ITE, which, in turn, strengthens new service advantage. Frontline employee ITE also has a positive effect on the employees’ satisfaction and motivation (new service employee outcomes). New service employee outcomes and new service advantage reinforce the new service customer outcomes in terms of customer’s loyalty, improved hotel image and perceived leadership. Both new service employee and customer outcomes benefit new service market outcomes.

Research limitations/implications

The findings are obtained from a cross-sectional study. Hotel managers must pay particular attention to internal marketing practices, as they foster key drivers of new service success that ultimately improve new service internal and external performance.

Originality/value

This study extends the literature on service innovation success providing for the first time a study of the interrelationships among organizational and project-level new service success factors in the hospitality context.

Details

International Journal of Contemporary Hospitality Management, vol. 32 no. 9
Type: Research Article
DOI: https://doi.org/10.1108/IJCHM-12-2019-0988
ISSN: 0959-6119

Keywords

  • Innovation
  • Internal marketing
  • Employee participation
  • Service

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Article
Publication date: 7 October 2013

Are you providing the “right” customer experience? The case of Banca Popolare di Bari

Philipp Klaus, Michele Gorgoglione, Daniela Buonamassa, Umberto Panniello and Bang Nguyen

The purpose of this paper is to model customer experience (CE) as a “continuum”, labelled customer experience continuum (CEC). The paper adopts a CE quality construct and…

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Abstract

Purpose

The purpose of this paper is to model customer experience (CE) as a “continuum”, labelled customer experience continuum (CEC). The paper adopts a CE quality construct and scale (EXQ) to determine the effect of CE on a bank's marketing outcomes. The paper discusses the study's theoretical and managerial implications, focusing on CE strategy design.

Design/methodology/approach

The paper empirically test a scale to measure customer experience quality (EXQ) for a retail bank. The paper interviews customers using a means-end-chain approach and soft-laddering to explore their CE perceptions with the bank. The paper classifies their perceptions into the categories of “brand experience” (pre-purchase), “service experience” (during purchase), and “post-purchase experience”. After a confirmatory factor analysis, the paper conducts a survey on a representative customer sample. The paper analyses the survey results with a statistical model based on the partial least squares method. The paper tests three hypotheses first, Customers’ perceptions of brand, service provider, and post-purchase experiences have a significant and positive effect on their EXQ, second, EXQ has a significant and positive effect on the marketing outcomes, namely share of wallet, satisfaction, and word-of-mouth, and third, the overall effect of EXQ on marketing outcomes is greater than that of EXQ's individual dimensions.

Findings

The results of the statistical analysis support the three hypotheses.

Practical implications

Banks should focus their CE strategies on the CEC and not on single encounters, tailoring marketing actions to specific stages in a customer's CE process. Different organisational units interacting with customers should be integrated into CE strategies, and marketing and communication budgets should be allocated according to CEC analysis. The model proposed in this paper enables the measurement of the quality of CE and its impact on marketing outcomes, thus enabling continuous improvement in CE.

Originality/value

The research proposes a different view of CE by modelling the interaction between company and customer as a continuum (CEC). It provides further empirical validation of the EXQ scale as a means of measuring CE. It also measures the impact of CE on a bank's marketing outcomes. It discusses the guidelines for designing an effective CE strategy in the banking industry.

Details

International Journal of Bank Marketing, vol. 31 no. 7
Type: Research Article
DOI: https://doi.org/10.1108/IJBM-02-2013-0019
ISSN: 0265-2323

Keywords

  • Marketing strategy
  • Customer experience
  • Customer experience management
  • Customer experience quality
  • Customer experience strategy
  • EXQ

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Article
Publication date: 12 September 2016

Outcome versus process value in service delivery

Ngoc Luu, Le Nguyen Hau, Liem Viet Ngo, Tania Bucic and Pham Hung Cuong

This study is embedded in social exchange and transaction cost theories. The purpose of this paper is to compare the relative importance of process value and outcome value…

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Abstract

Purpose

This study is embedded in social exchange and transaction cost theories. The purpose of this paper is to compare the relative importance of process value and outcome value in building affective and cognitive relationship strength and to compare the relative effects of each type of relationship strength on attitudinal and behavioral loyalty.

Design/methodology/approach

This empirical study features a quantitative approach. The sample comprises 167 business-to-business (B2B) customers of a large transportation and logistics company in Vietnam.

Findings

Process value and outcome value have different effects on affective relationship strength. The effect of process value is greater than that of outcome value. In addition, cognitive strength has a stronger impact on both attitudinal and behavioral loyalty than affective strength.

Research limitations/implications

These insights extend extant literature regarding the process and outcome components of the service assessment. Further studies also should use a cross-industry, cross-country sample to examine the potential moderating effects of country- or industry-specific factors. These findings show B2B managers how to make appropriate resource allocation and investment decisions to enhance relationship strength and resulting customer loyalty.

Originality/value

To clarify the links among customer value, relationship strength and customer loyalty, this study examines the relative importance of rational and non-rational factors (i.e. process value vs outcome value and affective strength vs cognitive strength) for relationship performance. Unlike most prior research, this study is set in the B2B context of a developing country.

Details

Journal of Services Marketing, vol. 30 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/JSM-12-2014-0410
ISSN: 0887-6045

Keywords

  • Customer loyalty
  • Relationship strength
  • Outcome value
  • Process value

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Book part
Publication date: 27 June 2016

A Stakeholder Marketing Approach to Sustainable Business

Tracy L. Gonzalez-Padron, G. Tomas M. Hult and O. C. Ferrell

Further understanding of how stakeholder marketing explains firm performance through greater customer satisfaction, innovation, and reputation of a firm.

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Abstract

Purpose

Further understanding of how stakeholder marketing explains firm performance through greater customer satisfaction, innovation, and reputation of a firm.

Methodology/approach

Grounded in stakeholder theory, the study provides a conceptualization of stakeholder orientation based on cultural values that is distinctive from stakeholder responsiveness and examines the relationship of stakeholder responsiveness to firm performance. The study determines the mediating role of marketing outcomes on the impact of stakeholder responsiveness on firm performance. Multiple regression analysis tests hypotheses using a data set consisting of qualitative data obtained from corporate documents and quantitative data from respected secondary sources.

Findings

Our findings provide support for stakeholder marketing creating a strong relationship to organizational outcomes. There exists a positive relationship between stakeholder responsiveness and firm performance through customer satisfaction, innovation, and reputation.

Research implications

Our definition implies that stakeholder responsiveness is acting in the best interests of the stakeholder as a responsible business. This study shows that stakeholder marketing may not always represent socially responsible marketing. Further research could explore how and why firms may not respond ethically and responsibly to stakeholders.

Practical implications

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

Originality/value

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

Details

Marketing in and for a Sustainable Society
Type: Book
DOI: https://doi.org/10.1108/S1548-643520160000013012
ISBN: 978-1-78635-282-8

Keywords

  • Marketing strategy
  • sustainability
  • stakeholder marketing
  • corporate social responsibility

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Article
Publication date: 6 May 2014

Marketing process adaptation: Antecedent factors and new product performance implications in export markets

David A. Griffith, Hannah S. Lee, Chang Seob Yeo and Roger Calantone

The purpose of this paper is to explore the marketing “processes” of governing multiple export relationships under the theoretical framework of governance value analysis…

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Abstract

Purpose

The purpose of this paper is to explore the marketing “processes” of governing multiple export relationships under the theoretical framework of governance value analysis (GVA). Specifically, this work examines the internal exchange attributes of transaction-specific investments and psychic distance on the adaptation/standardization of relational behavior and detailed contracting and how process adaptation/standardization influences new product outcomes and jointly created value in the focal export relationship.

Design/methodology/approach

A survey was conducted of 151 US manufacturers regarding their relationship with their primary foreign buyers. Data were analyzed with partial least squares estimation.

Findings

The results indicate that high levels of transaction-specific investments lead to the adaptation of relational behaviors whereas high levels of psychic distance lead to less adaptation of detailed contracting. The adaptation of relational behaviors and detailed contracting reflect differential direct effects on export performance. Furthermore, the results indicate that there is a significant positive interaction effect between the adaptation of relational behavior and detailed contracting on jointly created value in the focal export relationship.

Practical implications

The findings of the study reveal that adaptation of the marketing process related to relationship governance strategies can play an important role in the export marketing process, but managers must proceed with caution in balancing relational behavior and detailed contract adaptation. The results also point to the importance of understanding the underlying source of uncertainty and adapting appropriate aspects of governance for enhancing jointly created value in the export relationship.

Originality/value

The value of this research lies in its goal to highlight the issue of marketing process adaptation across multiple export relationships. Less attention has been paid to the marketing “processes” of governing multiple export relationships in the international marketing strategy literature relative to “program” standardization/adaptation. This is one of the first empirical studies on marketing process adaptation of governance employing the theoretical framework of GVA.

Details

International Marketing Review, vol. 31 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/IMR-06-2013-0113
ISSN: 0265-1335

Keywords

  • Standardization
  • Global marketing
  • Relationship marketing
  • Export

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Article
Publication date: 1 August 1998

Marketing services: the case of a missing product

Christian Grönroos

Services are processes, and hence service firms do not offer products that are comparable to preproduced bundles of physical resources and features that are provided by…

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Abstract

Services are processes, and hence service firms do not offer products that are comparable to preproduced bundles of physical resources and features that are provided by manufacturing companies. Instead the outcome of the process is an integral part of the service process which is consumed by customers as a solution to perceived problems. Thus the use of a service can be characterized as process consumption as opposed to outcome consumption, where only the outcome of a process is consumed or used. In the present article the marketing consequences of the process characteristics of services are analyzed and compared with the marketing of physical goods, which is characterized by outcome consumption. The most important difference is the fact that service firms do not offer preproduced products but processes as solutions to the problems of their customers. Because of the process nature of services, the fulfillment of promises given through external marketing is dependent on the attitudes and behavior of a large number of part‐time marketers. Moreover, operational systems and physical resources in the service system have to be customer oriented. To increase the understanding of service processes as solutions to customers’ problems and as objects of marketing, the present article proposes that the perceived service quality concept can provide a way to replace the missing product construct with a conceptual framework for planning a customer‐oriented process. This is illustrated by a case study in an industrial service context.

Details

Journal of Business & Industrial Marketing, vol. 13 no. 4/5
Type: Research Article
DOI: https://doi.org/10.1108/08858629810226645
ISSN: 0885-8624

Keywords

  • Customer orientation
  • Process management
  • Service quality
  • Service systems
  • Services marketing

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Article
Publication date: 21 June 2011

The marketing practices‐performance relationship in professional service firms

Jillian C. Sweeney, Geoffrey N. Soutar and Janet R. McColl‐Kennedy

The purpose of this paper is to investigate marketing practices in professional service firms (PSFs). PSFs' marketing practices are not well understood, despite their…

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Abstract

Purpose

The purpose of this paper is to investigate marketing practices in professional service firms (PSFs). PSFs' marketing practices are not well understood, despite their increasing importance to economies worldwide and recognition of their unique characteristics and the marketing challenges they face. The study also examined whether PSF performance outcomes is better modeled through a competency approach suggested by the resource‐based view, or through the extent of use (practices) approach.

Design/methodology/approach

Empirical data were collected from professional service providers through an online survey of senior professional service providers across a range of services, including law, engineering, accounting and finance and management consultancy.

Findings

Results show interaction marketing was the most common PSF practice and the combination of extent of use and competency, rather than extent of use alone, is a better predictor of firm performance. The results also demonstrate the relevance of the plurality of practices.

Research limitations/implications

The study shows that transaction marketing and database marketing are particularly necessary for financial and market performance, while both interaction marketing and database marketing particularly underpin customer performance. All practices need to be conducted extensively and well for optimum outcomes. The study is cross‐sectional in nature and does not enable a judgment about causal inferences; rather, relationships between constructs are presented.

Practical implications

Professional service providers should focus on competency of practice, as well as extent of practice. However, not all professional service providers do this. Importantly, having a customer service focus is not sufficient to achieve positive market and financial outcomes.

Originality/value

The results presented in the paper have important implications for researchers when modeling and measuring marketing practices and for professional service managers when undertaking marketing activities.

Details

Journal of Service Management, vol. 22 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/09564231111136845
ISSN: 1757-5818

Keywords

  • Professional services
  • Relationship marketing
  • Marketing practices
  • Competences
  • Database marketing

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