Business marketing in France: can the case be made for “French exceptionalism” or is it just a slight variation?

Purpose: The aim of this article is to elucidate the state of B-to-B marketing research in France by conducting a review of theoretical and empirical studies in this field that have been published over the last three decades.

Methodology/approach: Authors identified relevant literature sources, and proceeded with classifying the publications according to their main theme of study (as determined by reviewing the topic, the abstract, and/or keywords). To extract the main articles, authors explored multiple electronic databases, including Source Premier (EBSCO), Elsevier Science Direct, Google Scholar, and Cairn.info. This methodology has allowed comparisons both in time and in relation to similar works done in other countries. The analysis focuses on the main contributions of French literature in the B-to-B domain and establishes that progress has been made in understanding the issues of B-to-B marketing in France, as well as in the development of the theory in this field.

Findings: The review shows that B-to-B marketing research in France, although under-represented in relation to its B-to-C counterparts, is gradually emerging from the shadows and covers important topics that are increasingly diverse and varied. By identifying the main topics studied by French B-to-B marketing researchers, this work advances this academic discipline while also providing valuable information.

Originality/value: This study is the first attempt to conduct an in-depth examination of the state of B-to-B marketing research in France. Findings yielded by this literature review would be beneficial to both B-to-B marketing researchers and practitioners and promotes this research field.     

The Impact of Relational Variables on Value Creation in Buyer–Seller Business Relationships

Purpose: This research was aimed at attaining a deeper knowledge of how customer value creation can be improved in business markets. Although trust and commitment (as relational governance mechanisms) appear to have a positive effect on customer value creation, limited empirical evidence exists about the combined effect of the aforementioned variables on improving customer value creation. This article studies why trust and commitment are key precursors to improving customer value creation in commercial relationships among companies.

Methodology: Following a review of the literature, we introduce and contrast a conceptual model on a sample of 181 manufacturing companies located in Spain by means of a structural equation system.

Originality: The study of these causal relationships is relevant because it provides greater knowledge of the role played by the key relational variables of trust and commitment on improving customer value creation in business markets. These variables also have an important influence on the development and maintenance of a relationship in the long term and have been the focus of recent marketing research.

Findings: The empirical results reveal that: (1) distributor commitment is a direct and positive antecedent of value creation in a relationship, understood from a functionalist perspective; (2) distributor trust, the other relational variable, has an indirect effect on value creation through the distributor's commitment; and (3) this research does not tie in with previous studies that found that direct value-creating functions have a multiple-component nature representing a second-order factor.     

A Stakeholder Perspective on Buyer–Supplier Conflict

This study seeks to investigate how stakeholder power and an organization's pursuit of legitimacy influence its reaction to conflict with a supplier. We conducted an empirical study among travel agents and tour operators to test the relationship between conflict and stakeholder power and legitimacy derived from three different stakeholders. Our findings imply that power has a dual role. Whereas supplier power reduces buyer–supplier conflict, stakeholder power increases it. Moreover, this study shows that the quest to achieve greater legitimacy from the firm's competitive arena increases conflict. This study is one of the few that test stakeholder theory empirically. We demonstrate that stakeholder theory provides additional explanations above the hitherto taken dyadic approach toward understanding conflict. This study also shows that power can simultaneously reduce and increase conflict depending on which party possesses power. Greater supplier power decreases conflict, while greater stakeholder power and stakeholder-derived legitimacy increases it. Therefore, organizations have to balance their stakeholder and supplier interests.     

Making value co-creation a reality – exploring the co-creative value processes in customer–salesperson interaction

Abstract

We examine how value co-creation is engendered in transactional and relational interaction in a professional business-to-consumer (B2C) service industry through exploratory interviews with six organisations’ sales personnel and their customers. A dyadic model and propositions conceptualise the process of value co-creation at the interpersonal level. It was found that the customer and salesperson take on very distinct roles in the co-creative interaction, which is driven by characteristics previously unidentified in the context of value co-creation, such as a commitment to achieving common goals, establishing equitable dialogue and sharing interests. Examination of the value dimensions co-created found that reciprocal value realisation is not limited to business-to-business (B2B) contexts, as the involved parties create mutual episode value in discrete transactions, and mutual episode and relationship value in relational exchanges.     

Corporate Identity,Ethics and Reputation in Supplier–Buyer Relationships

Multi-national corporations (MNCs) have been criticised for not behaving ethically in some situations, which could have a negative effect on their reputation. This study examines the ethics of a large MNC in its relationship with its suppliers. A brief literature review of corporate identity, business ethics and buyer–supplier relationships is undertaken. The views and perceptions of the buying staff and the suppliers to a large South African MNC are obtained and discussed. The results indicate that this MNC has a good corporate reputation among both its suppliers (an important stakeholder) and its own buying department. The existence and implementation of formal codes of ethics was found to be a necessary, but not sufficient condition for good ethical practice. Candid relationships with suppliers emerged as a second and important factor. Ethical perceptions of buyers by suppliers are driven by the management of corporate identity, through the elements of ethical standards and candid relationships. We present a model of corporate identity/reputation in Buyer–Supplier Relationships. Michael Bendixen is a Professor of Research Methodology and Statistics at the H. Wayne Huizenga School of Business at Nova Southeastern University, Florida. His research interests include business ethics, governance and culture. His articles have appeared in the European Journal of Marketing, Industrial Marketing Management, Journal of Business Research, Journal of International Business Studies and Journal of Marketing Management amongst others. Russell Abratt is a Professor of Marketing at the H. Wayne Huizenga School of Business at Nova Southeastern University, Florida. His research interests include corporate identity management and business ethics. His articles have appeared in the Journal of Business Ethics, Journal of Business and Psychology, European Journal of Marketing, Journal of Marketing Management, Industrial Marketing Management, and Business Horizons amongst others.     

买方势力对上游厂商技术创新的影响研究——基于中国上市公司面板数据的实证检验

买方势力对上游厂商创新的影响研究,近年来引起了学者的广泛关注。文章利用2008-2016年中国9个行业共247家上市企业数据,考察买方势力对上游厂商创新活动的影响。研究发现：买方势力对上游厂商技术创新的影响与卖方势力相关,卖方势力显著正向调节买方势力与厂商创新的关系。平均而言,买方势力对厂商的技术创新有显著正向影响。这一结论在调试样本、更换变量后仍然成立。进一步研究发现：买方势力对上游厂商技术创新的影响因厂商初始创新水平、所在城市发展水平、自身规模的不同而有所差异,表现为初始创新水平越高、城市发展水平越高、规模越小,买方势力对上游厂商技术创新的促进作用越显著。     

Exploiting consumer–employee–retailer interactions in technology-enriched retail environments through a relational lens

The aim of this paper is to explore the relationships between consumer, frontline employees and retailer (organization) subjected to the disruptive force prompted by the adoption of innovative technologies in retail settings. Starting from qualitative data involving 43 frontline employees with different experiences, our analysis revealed that the way for building and maintaining organizational relationships changes differently considering consumer–employee and employee–retailer perspective. In particular, the emergent computer-mediated relationships seem to produce beneficial effects, while combining employees׳ existing capabilities with new competencies, thus resulting in an improvement of the entire retail process. Similarly, they are more satisfied and appreciated organization effort in supporting their jobs through the innovative technologies. Hence, the study provides an empirical contribution to the emerging literature on consumer–employee–retailer (organization) relationships in the innovative scenario through the in-depth investigation of these relationships of four case firms.     

An Empirical Quest to Identify the Most Dominant Negotiating Styles Among American Sales Managers

SUMMARY

This study addresses the proposition as to whether the collaborative negotiation style is the most prevalent among American sales managers in the competitive landscape created by the global economy. It also examines whether there are relationships between the sales managers' negotiation styles and selected personal and organizational characteristics that may affect negotiation styles. The findings of the study reveal that the collaborative style is indeed the most predominant. However, some sales managers do still emphasize the competitive style. This variation may imply Weitz's (1981) Weitz, B. 1981. Effectiveness in sales interactions: A contingency framework. Journal of Marketing, 45(1): 85–103. [Crossref], [Web of Science ®] , [Google Scholar] adaptive behaviors. There are also significant relationships between the sales managers' negotiation styles and personal and organizational characteristics.     

Deterrence or Conflict Spiral Effect? Exercise of Coercive Power in Marketing Channels: Evidence from China

Purpose: The article aims to test the appropriateness of deterrence and conflict spiral models in marketing channels. Both models have been alternatively used as bases to explain firms’ power-related behaviors in marketing channels. However, the issue of the appropriateness of such an application in various contexts has not yet been addressed.

Methodology/approach: The authors develop the hypotheses based on deterrence theory and their alternatives based on conflict spiral theory. They gather data from 204 sales representatives of suppliers in China and use linear regression analysis to test their hypotheses versus alternatives.

Empirical findings: The data analysis offers supportive evidence for the deterrence logic but with unexpected results. By elaborating on the empirical results, the original assumption of deterrence theory, and the nature of interfirm relationship in marketing channels, the authors modify the deterrence model for research on power related-behaviors in the given context. The analysis implies a possible explanation for inconsistent findings in the literature regarding exercises of coercive power.

Originality/value/contribution: This article proposes a revised deterrence model that can interpret the empirical results with a consistent logic and better predict power-related behaviors in marketing channels.

Research limitations/implications: The research results may lack generalizability with respect to channel type and culture. It does not directly test the cognitive mechanisms that mediate the impact of power on its exercise. Researchers are encouraged to directly test the mediating constructs in other channels or countries.

Practical implications: The article includes some insights and implications for managers in understanding power structure and implementing influence strategies in business-to-business marketing.     

Organising IMC roles and functions in the business‐to‐business network environment

As products and distribution channels become more homogenised, and competing on the basis of price more difficult, integrated marketing communications (IMC) has been identified as the ‘new frontier’ for effective differentiation. Research identifying roles and functions of IMC has primarily been focused on firms operating in the final consumer market. This research seeks to extend our understanding of the role and functions of IMC in business‐to‐business markets, with specific reference to an industry network. In order to achieve this, this paper explores the roles and functions (i.e. the associated organisation of IMC activities) adopted by the Tasmanian Light Shipbuilding Network (TLSN). In total, this research found evidence of three distinct roles (IMC Champion, Government Lobbyist, and Network Ambassador) that together served to implement the IMC functions of gathering, analysing and disseminating key marketing information throughout the network of firms. This research also presents an IMC framework that represents the manner in which the various network members coordinated the various IMC roles and functions.     

Drivers and outcomes of importer adaptation in international buyer–seller relationships

Notwithstanding the growing literature on international buyer–seller relationships, limited attention has been given to the crucial role of adaptation in enhancing relationship performance, especially from the standpoint of the importer. This article reports the findings of a study, conducted among 167 British importers, focusing on the factors that drive their adaptation in the working relationship with Western European or U.S. export manufacturers, as well as its resulting performance outcomes. It was revealed that trust positively affects commitment and cooperation, while communication positively influences cooperation but has no effect on commitment. Both commitment and cooperation subsequently lead to importer adaptation. It was also found that adaptive importers tend to be more conducive to effective and efficient relationship outcomes. Finally, the study confirmed that both the links between adaptation and relationship effectiveness and adaptation and relationship efficiency are moderated by both the level of dependence on and distance from the exporter.     

The supply-side of environmental sustainability and export performance: The role of knowledge integration and international buyer involvement

Most of previous studies seek to understand buyer perspectives in green supply chain relationships and devote inadequate attention to the strategic role of upstream suppliers. Drawing on a market-oriented approach to sustainability, this paper examines the enabling factors and processes that underpin how export suppliers from emerging economies leverage their strategic intent to develop knowledge integration capacity for achieving improved export performance. The results from a sample of Chinese exporters show that the relational capacity of knowledge integration mediates the performance impact of market-oriented environmental sustainability, and such a mediating process of leaning is further enhanced by international buyer involvement. We reveal that relationship efforts should be directed at developing integrative capacity involving key partners for implementing proactive environmental strategy in international business-to-business (B2B) markets. This study contributes to the research of supply chain sustainability in a global context.     

The Impacts of Affective and Cognitive Social Conflict in Business-to-Business Buyer-Seller Relationships: A Comparison of New versus Ongoing Buyer-Seller Relationships

ABSTRACT

Purpose. The purpose of this paper is to report empirical research that examined the impact of conflict in two different buyer-seller situations, an ongoing relationship and a choice situation where the buyer had to choose between two or more alternative suppliers. Conflict was defined as social conflict and has two distinct types, affective and cognitive.

Methodology/Approach. The methodology used was two mail surveys to a random sample of purchasing association members who had buying responsibilities in their firms. In one survey respondents were asked to self-select a current buyer-seller relationship they had for a period of at least one year and to indicate the degree of perceived conflict they had with the key supplier representative as well as the amount of relationship loyalty they perceived they had with that supplier. The second survey randomly assigned respondents to evaluate either a supplier whom they gave business to in a choice situation or one they did not, thus establishing as the dependent variable the actual choice of whom they gave business to.

Findings. The findings are clear for affective types of conflict. When affective conflict is perceived as higher the chance of getting an order in a choice situation as well as the magnitude of the relationship loyalty perception is negatively related. Cognitive conflict is not as clear. In choice situations conflict was negatively related to choice, whereas in on going relationships there was no impact. There was no indication of cognitive conflict having a positive relationship.

Originality/Value/Contribution of the paper. This study is the first to examine perceptions of conflict with a significant other in a buyer-seller relationship to try to determine how those perceptions might relate to either buyer choice or loyalty. While the findings support the expected relationship between affective conflict and outcomes, the findings with regards to cognitive conflict suggest that this may be more complex then originally thought and further points out the difficulty in managing conflict across organizational boundaries.     

American Keiretsu:

ABSTRACT

This paper explores the cultural dimension of organizing international buyer-seller relationships. Based on studies of national cultures, it is argued that economic actors will reproduce their social order when interacting across cultural boundaries. Differences in the organization of international buyer-seller relationships can thus be explained by cultural differences. When testing the hypotheses of cultural differences in the context of international distribution channels for Norwegian farmed salmon, only minor cultural differences were detected. This may be due to the fact that the fisheries is a very international industry, and a specific culture within the international fisheries industry may exist.