Communication in international business-to-business marketing channels: Does culture matter?

As business-to-business marketing channels become more international in scope, communication in channels occurs among a more diverse set of channel participants from different national cultures. Do such cultural variations influence channel communications and if so, how? This study examines these questions in international business-to-business marketing channels comprised of channel members representing different cultural contexts. The findings show that there is a relationship between culture and channel communication in international channels. This influence stemming from “cultural distance” may have significant implications as business moves into the E-commerce era of Internet-based B2B international channels of distribution.     

Transformational Leadership: Managing the Twenty‐First Century Sales Force

In today's more diverse sales organizations, sales managers face important interpersonal challenges to achieving high‐quality relationships, which result in better performance within their sales force. In this article, it is argued that cultural distance can negatively influence sales manager and sales subordinate relationships. The quality of these relationships ultimately influences the level of effort that sales subordinates exert toward achieving organizational sales goals. However, despite the potential obstacle of cultural distance, sales managers can utilize transformational leadership as a means to mitigate its adverse effects on one‐to‐one relationships with members of the sales force.     

Assets and African Americans: Attempting to Capitalize on Hopes for Children Through College Savings Accounts

Although some racial inequalities have lessened in the half-century since the passage of the first major civil rights legislation, the racial wealth gap remains and in recent years seems to be widening. Households with children are the least likely to be asset secure or have sufficient resources to enable investment in opportunities for mobility. Viewing inequality from this perspective indicates that what households are able to save and invest for the future might have a more lasting impact on the life chances of children than their current income and consumption. Summarizing data from the Saving for Education, Entrepreneurship, and Downpayment (SEED) Initiative, a quasi-experimental study that is part of a national demonstration of Child Development Accounts (CDAs) in the United States, this paper describes how African-American households engage with one important investment opportunity - college savings accounts for their pre-school children. Combining account monitoring, survey, interview and focus group data, we explore the reasons that many households chose not to open accounts or invest their own money. We offer suggestions for making asset development programs viable for low-income African-American families and their children.     

Comparing the patronage selection criteria of the elderly: chronological age versus dependency

This study investigates the impact of the degree of retailer international involvement (DRII), which we define as the number of geographic regions in which a retailer operates, on retailer performance. The data cover 16 international retailers over the period 1996–2012. The findings of the study show that DRII is negatively related to retailer performance. We also find that the cultural distance between the home and host country moderates the relationship between DRII and retailer performance.     

Do Retail Foreign Direct Investment Restrictions Affect Retail Channel Structure?

The purpose of this study is to contribute to the existing retail channel structure research by investigating the impact of retail foreign direct investment (FDI) restrictions on retail channel structure as well as the moderating impact of a country's level of economic development on this relationship. Using a panel data set of 79 countries over the period 1999–2012, we show that retail FDI restrictions can influence retail channel structure development and that the relationship between retail FDI restrictions and retail channel structure is moderated by a country's level of economic development.     

The impact of cultural differences in U.S. business-to-business export marketing channel strategic alliances

Given slower growth and fierce competition in the domestic market, combined with increasing opportunities in many overseas markets, more and more U.S. companies are going international. While many doing so may initially use a direct exporting approach that relies on foreign channel members to distribute the product in the host country, over time, strategic alliances among distribution partners may form based on trust, commitment, and cooperation. For these alliances to succeed, the partners' perceptions of these variables need to be congruent so that expectations on each side of the dyad are reasonably similar. However, what happens when the cultural backgrounds of each channel partner are substantially different? This study empirically examines whether cultural differences do affect trust, commitment, and cooperation in international marketing channel alliances between U.S. exporters and their foreign distribution partners. Based on the survey responses from 149 U.S. exporters with marketing alliances abroad, cultural differences do affect trust, commitment, and cooperation. The greater the cultural differences between channel partners, the lower the levels of trust, commitment, and cooperation. Managerial implications are discussed, and study limitations are identified.     

Marketing channel evolution: From contactual efficiency to brand value co-creation and appropriation within the platform enterprise

Abstract

In recent years, major technological advances have been a primary force driving channel evolution. In particular, the Internet of things has provided a means for some firms to experience the rise of one of the most innovative and cutting-edge channels—the platform enterprise (i.e., firms such as Amazon, Etsy, and Airbnb). We examine the platform enterprise through a marketing channel evolution lens. In doing so, we point to key factors that enable particular kinds of firms to forge unique marketing channels. As platform enterprises, these channels offer value that transcends contactual efficiency, because they utilize their resources and capabilities not only to connect buyers and sellers efficiently but also to create a community of stakeholders whose collective efforts are focused on two linked priorities—brand value co-creation and brand value appropriation.     

Wholesalers as Global Marketers

ABSTRACT

The notion of wholesalers as global marketers is almost an oxymoron in marketing thought. Yet, in fact, wholesalers as an institutional type have for thousands of years been involved in what today we refer to as global marketing. Wholesalers of many types have performed numerous activities or functions that have always been necessary for connecting distant buyers and sellers so that transactions can be consummated across international boundaries. In fact, by performing many distribution tasks or functions, wholesaling intermediaries of all types create the channel flows that link buyers and sellers together on a global scale. These flows, of which there are eight (product, ownership, promotion, negotiation, financing, risking, ordering, and payment), do not automatically appear out of thin air. Rather, the eight flows are created and sustained by many types of organizations that perform all of the myriad distribution tasks needed to connect sellers and buyers. Wholesale distributive institutions of all kinds, from the traditional so-called full-function merchant wholesaler to the more narrowly focused wholesaling intermediaries such as freight forwarders and export desk jobbers, all make a contribution by creating and sustaining channel flows. In recent years, as these flows increasingly extend to an international or global level, wholesaling intermediaries will likely play an even larger role in global marketing.