| 1. |
- Anderson, Helén, et al.
(författare)
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Can You Buy a Business Relationship? : On The Importance of Customer and Supplier Relationships in Acquisitions
- 2001
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 30:7, s. 575-586
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Tidskriftsartikel (refereegranskat)abstract
- Mergers and acquisitions have become a popular strategy for gaining growth. Studies show, however, high failure rates for acquisitions. Earlier literature concentrates on the strategic or organizational fit between companies and integration processes and fails to recognize the companies' external business relationships. An implicit assumption seems to be that through acquisition the market position of the target firm can be taken over. We argue that it is not always easy or even possible to take over a company's customer and supplier relationships. We elaborate on the various problems related to relationships that acquisitions may give rise to. Our conceptual discussion is illustrated with a case study from the graphics industry. © 2001 Elsevier Science Inc.
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| 2. |
- Berthon, Pierre, et al.
(författare)
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Understanding B2B and the Web: the acceleration of coordination and motivation
- 2003
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 32:7, s. 553-561
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Tidskriftsartikel (refereegranskat)abstract
- This paper explores business-to-business (13213) marketing on the Internet, and how the confluence of the two may transform the 13213 landscape. Specifically, it discusses the notion of linkage value to demonstrate why the 13213 phenomenon on the Internet is so significant. It then considers the mechanisms and enablers that have made the Web such an important 13213 marketing channel. It also explores how the Web can reduce transaction costs, thereby facilitating more efficient exchanges and markets. The concepts of links and nodes are then introduced and the processes of disintermediation, reintermediation, disaggregation and reaggregation are explored. Finally, Web B2B configurations are considered by way of a model that describes four archetypal configurations, and the factors that are antecedent to these modes and how the Web may influence them.
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| 3. |
- Boström, Gert-Olof, 1959-
(författare)
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Successful Cooperation in Professional Services : What Characteristics Should the Customer Have?
- 1995
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Ingår i: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 24:3, s. 151-165
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Tidskriftsartikel (refereegranskat)abstract
- The service sector is a growing part of the economy in many countries. To be able to survive in this sector, it is necessary to offer the market services that are perceived as having quality. Interviews with both providers and customer stated the importance of cooperation between the two parties. The perspective on cooperation in this article was from the providers' side. The question was, “What characteristics should a customer have?” An aggregation of the different answers to this question by Swedish architects suggested a customer that has good knowledge and relates well with the professional service provider was the best.
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| 4. |
- Eriksson, Kent, et al.
(författare)
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Customer retention, purchasing behavior and relationship substance in professional services
- 2000
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 29:4, s. 363-372
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Tidskriftsartikel (refereegranskat)abstract
- Customer retention is central to the development of business relationships. However, customer retention is specific to the context of each firm, and this is rarely recognized in models for customer retention. This paper studies how customer retention depends on the relationship substance may be of a more or less embedded kind, which is explored here in the form of relationship satisfaction and organizational change in the buying firm. The conceptual model is tested on a sample of business relationships in professional services. The results support the fundamental effect that relationship satisfaction improves customer retention. The article also finds that the purchase development of customers increases customer retention, in particular if the customer who purchases more is also satisfied. However,when the selling firm has achieved change in the customer firm, customer retention is reduced. Evidently, these customers consider that they are done with the seller and move the other seller, or reduce their purchases altogether. This can be mitigated if the seller uncovers new areas for business, or involves value adding partners.
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| 5. |
- Eriksson, Kent, et al.
(författare)
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Managers' perception of relationship management in heterogeneous markets
- 2002
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 31:6, s. 535-543
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Tidskriftsartikel (refereegranskat)abstract
- Relationship management holds many promises of becoming a new paradigm in marketing and management. However, the development of relationship marketing is still difficult to accomplish in heterogeneous markets, since different management practices are needed in markets ranging from homogenous segments of customers with the same preferences to customers with individual demands for customized services. This paper investigates managers' perceptions of relationship development in heterogeneous markets. Results from a survey of 135 branch bank managers show that they perceive that the more heterogeneous the market, the more difficult to achieve relationship development. The study also finds that more difficult relationship development leads branch managers to perceive a more centralized locus of realized strategy. This suggests that firm relationship development needs to focus more on customer orientation and that realized strategies need to be at a local level to support this.
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| 6. |
- Fang, Tony
(författare)
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Culture as a driving force for interfirm adaptation: A Chinese case
- 2001
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 30:1, s. 51-63
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Tidskriftsartikel (refereegranskat)abstract
- The concept of interfirm adaptation is a critical component in the IMP (industrial marketing and purchasing) paradigm. The existing wisdom points to the “five metaphors” (investment, decision making, political process, learning, and evolution) as the cognitive map for understanding the mechanisms of interfirm adaptations. This article, however, reveals that culture can be a significant force driving interfirm adaptations. An empirical case of a Chinese shipyard negotiating large shipbuilding projects with Scandinavian ship owner and classification society is used to illustrate the role that culture plays in interfirm adaptations. The article concludes by suggesting adding a new metaphor—the culture metaphor—to the list of the metaphors to better understand the workings of interfirm adaptation in business relationships.
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| 7. |
- Hertz, Susanne, et al.
(författare)
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Strategic development of third party logistics providers
- 2003
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 32:2, s. 139-149
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Tidskriftsartikel (refereegranskat)abstract
- The growth of the Third Party Logistics (TPL) business has caused many firms from different industries to enter the field. We are interested in how their different strategies develop over time with a special focus on how they balance between general problem solving capability and the degree of customer adaptation. In the development of their strategy the newly entered firms shown to be highly influenced by existing business and its network. However, at a later stage the case firms were all focused on moving into more advanced and complex services (4pl type of services) without considerations to their traditional business strategy. We have also identified some issues of importance when managing the continued TPL business strategy. One issue is about the organisation of the TPL business and its need for neutrality from traditional business. The next issue is about the internationalisation of the TPL business and the need of a partly different pattern and network. Finally, the issue of coping with strategic alliances, mergers and acquisitions seems vital for understanding and developing the business.
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| 8. |
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| 9. |
- Roos, Johan, et al.
(författare)
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A case-study of equipment purchasing in Czechoslovakia
- 1992
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 21:3, s. 257-263
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Tidskriftsartikel (refereegranskat)abstract
- On the basis of interviews in Norway and Czechoslovakia, this article examines the changes in procurement decision making processes by organizations in Czechoslovakia as a result of the dramatic political and economic restructuring since 1989. The focus is on the area of environmental protection equipment where, in spite of the economic constraints, the strongly recognized need for action in Czechoslovakia to control pollution will result in many new market openings for Western companies. It was found that there has been a significant shift from the past pattern of a multistage, time-consuming, highly bureaucratized procurement process, over which the user organization had very little control. In the new model, the user has control over the purchasing process, thus cutting the time involved and leaving a number of past key actors in an advisory role. Past formal networks are being disrupted or broken and there are now opportunities for Western firms to form more direct relationships with user firms.
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| 10. |
- Wilson, Timothy L., et al.
(författare)
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Communications and Expectations in After Sales Service Provisions : Experiences of an International Swedish Firm
- 1999
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Ingår i: Industrial Marketing Management. - 0019-8501 .- 1873-2062. ; 28:4, s. 381-394
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Tidskriftsartikel (refereegranskat)abstract
- After-sales service can be an important competitive factor in the global marketplace. This paper describes the operations of a Swedish firm and explores the apparent differences that develop in the provision of after-sales services through a distribution network for capital goods across national cultures. Results should be especially interesting to practitioners who have this responsibility on a day to day basis.
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