Buyer’s intrinsic value AVE = 0.52 CR = 0.81 (Helm & Salminen, 2010Helm, S., & Salminen, R. T. (2010). Basking in reflected glory: Using customer reference relationships to build reputation in industrial markets. Industrial Marketing Management, 39(5), 737-743. doi:10.1016/j.indmarman.2010.02.012 https://doi.org/10.1016/j.indmarman.2010...
; Jalkala & Salminen, 2010Jalkala, A., & Salminen, R. T. (2010). Practices and functions of customer reference marketing: Leveraging customer references as marketing assets. Industrial Marketing Management, 39(6), 975-985. doi:10.1016/j.indmarman.2010.06.017 https://doi.org/10.1016/j.indmarman.2010...
; Walter et al., 2001Walter, A., Ritter, T., & Gemünden, H. G. (2001). Value creation in buyer-seller relationships: Theoretical considerations and empirical results from a supplier's perspective. Industrial Marketing Management, 30(4), 365-377. doi:10.1016/S0019-8501(01)00156-0 https://doi.org/10.1016/S0019-8501(01)00...
) |
The reputation of the supplier increases by having the buyer as a customer |
0.80 |
The supplier builds stories of success with the buyer |
0.69 |
Having the buyer as a customer allows the supplier to develop innovative products and processes |
0.79 |
The buyer provides useful learning to increase the supplier’s ability to compete |
0.59 |
Supplier’s intrinsic value AVE = 0.40 CR = 0.72 (Möller & Törrönen, 2003Möller, K. K., & Törrönen, P. (2003). Business suppliers' value creation potential: A capability-based analysis. Industrial Marketing Management, 32(2), 109-118. doi:10.1016/S0019-8501(02)00225-0 https://doi.org/10.1016/S0019-8501(02)00...
; Walter et al., 2001Walter, A., Ritter, T., & Gemünden, H. G. (2001). Value creation in buyer-seller relationships: Theoretical considerations and empirical results from a supplier's perspective. Industrial Marketing Management, 30(4), 365-377. doi:10.1016/S0019-8501(01)00156-0 https://doi.org/10.1016/S0019-8501(01)00...
) |
The supplier assures the compliance of supplying contracts |
0.49 |
The supplier contributes to the buyer’s profitability |
0.84 |
The volume required is supplied in the short and long terms |
0.44 |
The supplier shares information about the market |
0.69 |
Relational value AVE = 0.61 CR = 0.89 (Chatain, 2011Chatain, O. (2011). Value creation, competition, and performance in buyer-supplier relationships. Strategic Management Journal, 32(1), 76-102. doi:10.1002/smj.864 https://doi.org/10.1002/smj.864...
; Jap, 1999Jap, S. D. (1999). Pie-expansion efforts: Collaboration processes in buyer-supplier relationships. Journal of Marketing Research, 36(4), 461-475. doi:10.2307/3152000 https://doi.org/10.2307/3152000...
; Wagner et al., 2010Wagner, S. M., Eggert, A., & Lindemann, E. (2010). Creating and appropriating value in collaborative relationships. Journal of Business Research, 63(8), 840-848. doi:10.1016/j.jbusres.2010.01.004 https://doi.org/10.1016/j.jbusres.2010.0...
) |
The reliability in demand and delivery forecasts has increased |
0.75 |
There have been more savings and mutual gains due to the interaction between the parties |
0.77 |
The relationship facilitates the expansion of the business between both firms and between them and their suppliers and customers |
0.78 |
The flexibility to develop mutual solutions for the business has increased |
0.80 |
The level of learning brought from the relationship has increased |
0.81 |
Value captured by the buyer AVE = 0.44 CR = 0.76 (Crook & Combs, 2007Crook, T. R., & Combs, J. G. (2007). Sources and consequences of bargaining power in supply chains. Journal of Operations Management, 25(2), 546-555. doi:10.1016/j.jom.2006.05.008 https://doi.org/10.1016/j.jom.2006.05.00...
; Krause et al., 2007Krause, D. R., Handfield, R. B., & Tyler, B. B. (2007). The relationships between supplier development, commitment, social capital accumulation and performance improvement. Journal of Operations Management, 25(2), 528-545. doi:10.1016/j.jom.2006.05.007 https://doi.org/10.1016/j.jom.2006.05.00...
; Walter et al., 2001Walter, A., Ritter, T., & Gemünden, H. G. (2001). Value creation in buyer-seller relationships: Theoretical considerations and empirical results from a supplier's perspective. Industrial Marketing Management, 30(4), 365-377. doi:10.1016/S0019-8501(01)00156-0 https://doi.org/10.1016/S0019-8501(01)00...
). |
The supplier is an important source of competitiveness |
0.64 |
Relevant time and effort are needed to develop an equivalent supplier |
0.63 |
It is difficult to buy the volume with the same acquisition cost from a different supplier |
0.73 |
The supplier is an important source of joint development |
0.64 |
Value captured by the supplier AVE = 0.50 CR = 0.83 (Crook & Combs, 2007Crook, T. R., & Combs, J. G. (2007). Sources and consequences of bargaining power in supply chains. Journal of Operations Management, 25(2), 546-555. doi:10.1016/j.jom.2006.05.008 https://doi.org/10.1016/j.jom.2006.05.00...
; Krause et al., 2007Krause, D. R., Handfield, R. B., & Tyler, B. B. (2007). The relationships between supplier development, commitment, social capital accumulation and performance improvement. Journal of Operations Management, 25(2), 528-545. doi:10.1016/j.jom.2006.05.007 https://doi.org/10.1016/j.jom.2006.05.00...
; Walter et al., 2001Walter, A., Ritter, T., & Gemünden, H. G. (2001). Value creation in buyer-seller relationships: Theoretical considerations and empirical results from a supplier's perspective. Industrial Marketing Management, 30(4), 365-377. doi:10.1016/S0019-8501(01)00156-0 https://doi.org/10.1016/S0019-8501(01)00...
). |
Relevant time and effort are needed to develop an equivalent customer |
0.71 |
Losing the buyer will bring a negative impact in the market due to its relevance |
0.66 |
It is difficult to restore the volume with the same profitability from a different customer |
0.67 |
Losing the buyer will lead to process adaptations in order to try to recover previous gains |
0.67 |
The buyer is an important source of joint development |
0.81 |