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Journal articles on the topic 'Manufacturer/ distributor relationships'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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1

Lemmink, Jos, Martin Wetzels, and Kitty Koelemeijer. "Manufacturer‐Distributor Relationships and Channel Service Quality." International Journal of Logistics Management 7, no. 2 (July 1, 1996): 33–42. http://dx.doi.org/10.1108/09574099610805502.

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In today's marketplace for fast‐moving consumer goods, many brands exist with similar characteristics. Development and maintenance of product differentiation becomes increasingly difficult to realize for manufacturers. Consequently, non‐price competition particularly by offering high quality customer services, becomes increasingly important as a marketing instrument by producers towards distributors. In this article, an empirical investigation has been conducted into the interrelationships between customer services offered by an international beverage manufacturer and customer sentiments towards partnership and dependence. It appears that despite the well‐established premium brand offered by the manufacturer and the context of a long‐term relationship, customer service significantly affects customer dependence and closeness of the relationship. Furthermore, a high degree of partnership increases customer perceptions of dependence and quality of services. In the long run, manufacturer‐distributor relationships striving for service quality and partnership will benefit from mutual reinforcement.

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Nariu, Tatsuhiko, and Akio Torii. "Long-Term Manufacturer-Distributor Relationships." Japanese Economy 35, no. 2 (July 2008): 87–117. http://dx.doi.org/10.2753/jes1097-203x350206.

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Sukresna, I. Made, John Hamilton, and Singwhat Tee. "Channel relationships from the perspectives of manufacturers and their connecting distributors in Indonesia." Asia Pacific Journal of Marketing and Logistics 28, no. 3 (June 13, 2016): 525–46. http://dx.doi.org/10.1108/apjml-03-2015-0046.

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Purpose – Paired channel relationship constructs are used to conjointly compare the perspectives of Indonesian manufacturers and their connecting distributors when engaging and relating across each shared marketing channel. The purpose of this paper is to hypothesize long-term orientation (LTO) and role-performance as joint drivers that positively influence dependence, satisfaction, and trust constructs for each manufacturer and distributor domain. Design/methodology/approach – A structural equation modelling-comparative model is developed, tested, and validated for the Indonesian manufacturing sector. The sample size is 140 pairs of medium-to-large-sized manufacturers and their connecting distributors. The respondent is individual who is responsible and knowledgeable in dealing with his/her company’s manufacturer or distributor. Findings – Both the manufacturer-distributor LTO and their role-performance jointly drive the outcomes of the shared marketing channel relationship, and both parties’ behaving similarly (except for the influence of their role-performance onto their partner’s satisfaction). Research limitations/implications – This study have not investigated possible two-way interactions between constructs across the channel. Combined, paired, manufacturer and distributor dataset questions can expose the connectivities relationships between the partners. The insignificant influence of role-performance on economic satisfaction within the manufacturer domain requires further research on the possible presence of mediating construct(s) between those constructs, and on the broadening of the definition of satisfaction. Past channel research revealed that trust interacts with satisfaction, yet this study does not find significant interactions between the outcomes constructs. Practical implications – In Indonesia each marketing channel’s manufacturer and distributor management team should jointly enhance both their shared long-term relationship, and their respective role-performance. This long-term view is implementable through long-term marketing channel contracts. Originality/value – This study contributes to marketing channel theory with the LTO and the role-performance of a channel partner jointly driving the other partner’s economic satisfaction, trust, and their dependence specifically within the Indonesian context. The benchmarking of a marketing channel’s performance within a trusting and satisfying channel relationship sets the framework for the development of future optimization studies (of at least the five connectivities constructs used herein).

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Katsikeas, Constantine S., and Anna Kaleka. "Import Motivation in Manufacturer–Overseas Distributor Relationships." Industrial Marketing Management 28, no. 6 (November 1999): 613–25. http://dx.doi.org/10.1016/s0019-8501(98)00035-2.

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Yalcin, Mehmet G., Koray Özpolat, and Dara G. Schniederjans. "Post-implementation analysis: dependence and trust in VMI context." International Journal of Physical Distribution & Logistics Management 48, no. 7 (August 6, 2018): 724–40. http://dx.doi.org/10.1108/ijpdlm-09-2017-0294.

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Purpose More than two decades long technological improvements in information sharing have not yet ensured a flawless execution of vendor managed inventory (VMI) and left interested parties wondering about the reasons of poor results. Although VMI is a collaborative tool, the relational factors in a VMI setting have not received enough attention due to challenges in obtaining relational buyer-supplier data in addition to extant focus on analytical approaches. The purpose of this paper is to investigate post-implementation relational factors in order to extract relevant insights. Design/methodology/approach Accounting for the duration of the VMI relationship, the authors focus on two dimensions of VMI often ignored post-implementation: dependence of the buyer on the VMI-supplier and trust of the buyer in the VMI-supplier. Cross-sectional data were collected using a survey collected from distributors mostly in auto and electrical supply industries, which have their inventories managed by manufacturers through VMI arrangements. The sample was obtained from a leading third-party VMI-platform service provider that serves thousands of distributor-manufacturer locations with billions of dollars in sales orders. Multiple ordinary least squares regression has been used to test the hypotheses. Findings This paper provides empirical support that in the post-implementation stage, longer VMI relationships are associated with higher distributor dependence on the manufacturer. In addition, too much dependence could actually hurt the distributor’s trust in the manufacturer. Practical implications The authors propose that distributors maintain some of the purchasing and inventory management skills in house to limit their dependencies on the manufacturers. Manufacturers should also invest in trust-building activities, such as regular communications with distributors. Originality/value This is the first study providing empirical evidence on the positive association between length of VMI relationship and buyer dependence on the supplier, and curvilinear dependence-trust link in a post-implementation VMI context.

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Vázquez-Casielles, Rodolfo, Victor Iglesias, and Concepción Varela-Neira. "Manufacturer–distributor relationships: role of relationship-specific investment and dependence types." Journal of Business & Industrial Marketing 32, no. 8 (October 2, 2017): 1245–60. http://dx.doi.org/10.1108/jbim-10-2016-0244.

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Purpose This paper aims to investigate the extent to which relation-specific investments undertaken by the distributor favor the presence of various governance structures (formal contract and relational governance). Furthermore, it examines whether dependence moderates the effect of relationship-specific investments on these governance structures. Design/methodology/approach Survey data were gathered from 224 wholesalers from the food and beverage industry. Hypotheses were tested through regression analysis. Findings This study illustrates that property-based relationship-specific investments have a greater positive impact on the use of formal contracts than knowledge-based relationship-specific investments. Furthermore, knowledge-based relationship-specific investments have a greater positive impact on relational governance than property-based relationship-specific investments. The results also suggest that it is necessary to consider the moderating effect of cost-based dependence and benefit-based dependence. Finally, mixed governance structures (e.g. formal contracts combined with relational governance) have a positive impact on satisfaction and intention to maintain and extend the relationship. Practical implications The findings allow manufacturers to concentrate their efforts on mixed governance structures facilitating relationship-specific investments and benefit-based dependence from distributors to develop a competitive advantage. Originality/value Several investigations have obtained a relationship between investments in specific assets, governance structures and performance. Nevertheless, they have not identified different types of investments in specific assets. This study proposes that there are two types of relationship-specific investments: based on property and based on knowledge. Additionally, a two-dimensional model of dependence (cost-based and benefit-based) allows capturing the different theoretical spheres of this concept.

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Fein, Adam J., and Erin Anderson. "Patterns of Credible Commitments: Territory and Brand Selectivity in Industrial Distribution Channels." Journal of Marketing 61, no. 2 (April 1997): 19–34. http://dx.doi.org/10.1177/002224299706100202.

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The authors propose a new theoretical rationale that explains the paired existence of both a manufacturer's decision to limit the number of intermediaries operating in a specific geographic market and a distributor's decision to limit brand assortment in a product category. Using transaction cost reasoning, they suggest that channel selectivity agreements can be understood as interrelated exchanges of pledges, or credible commitments, that counterbalance exposure to opportunism and neutralize sources of relationship instability, thereby strengthening an interorganizational relationship. The empirical results, which are based on dyadic data from 362 manufacturer–distributor relationships, are broadly supportive of their framework.

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del Bosque Rodríguez, Ignacio Rodríguez, Jesús Collado Agudo, and Héctor San Martín Gutiérrez. "Determinants of economic and social satisfaction in manufacturer–distributor relationships." Industrial Marketing Management 35, no. 6 (August 2006): 666–75. http://dx.doi.org/10.1016/j.indmarman.2005.05.006.

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Gandhi, Surjit Kumar, Anish Sachdeva, and Ajay Gupta. "Impact of service quality on satisfaction and loyalty at manufacturer-distributor dyad." Journal of Advances in Management Research 16, no. 1 (February 4, 2019): 91–122. http://dx.doi.org/10.1108/jamr-12-2017-0120.

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PurposeThe purpose of this paper is to investigate the role played by service quality (SQ) in manufacturer–distributor working partnerships in the context of Indian small and medium enterprises (SMEs), and present two models which propose and validate that contributions toward SQ, made by both the manufacturing unit and distribution firm lead to satisfaction which consequently results in business-to-business (B2B) loyalty.Design/methodology/approachThe research design for this study includes a combination of literature review, exploratory interviews with a focus group and a questionnaire survey conducted through interview schedule from 101 information rich and willing respondents working in SMEs of northern India.FindingsThe paper brings out scales foe measuring organizational (internal) and distributor (external) SQ. Further, two models using structural equation modeling are developed. Model-I examines the effect of organizational SQ on distributor SQ. Model-II examines the impact of distributor SQ on satisfaction and loyalty and also tests a set of four propositions related to their working relationship. The models are empirically tested and are found to be fit.Research limitations/implicationsFuture researchers may validate these scales, and empirically test the proposed models in alternate settings. Insights derived from this study may be transferred to other partnerships, which may exist in a manufacturing supply chain including suppliers, employees, retailers and end consumers.Practical implicationsThis study would be of interest to SME practitioners interested in improving SQ with their distributors. The study also finds support for strengthening collaborative relationships with B2B partners to achieve a win-win situation.Originality/valueThere are very few empirical studies that measure SQ w.r.t. distribution function in SMEs and the concept is in nascent stage, especially in Indian setting.

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Sethuraman, Rajagopalan, James C. Anderson, and James A. Narus. "Partnership advantage and its determinants in distributor and manufacturer working relationships." Journal of Business Research 17, no. 4 (December 1988): 327–47. http://dx.doi.org/10.1016/0148-2963(88)90043-4.

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11

Vázquez, Rodolfo, Víctor Iglesias, and Luis Ignacio Álvarez-gonzález. "Distribution Channel Relationships: The Conditions and Strategic Outcomes of Cooperation between Manufacturer and Distributor." International Review of Retail, Distribution and Consumer Research 15, no. 2 (April 2005): 125–50. http://dx.doi.org/10.1080/09593960500049241.

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Vázquez-Casielles, Rodolfo, Victor Iglesias, and Concepción Varela-Neira. "Collaborative manufacturer-distributor relationships: the role of governance, information sharing and creativity." Journal of Business & Industrial Marketing 28, no. 8 (October 7, 2013): 620–37. http://dx.doi.org/10.1108/jbim-05-2011-0070.

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Katsikeas, Constantine S., and Ali Al‐Khalifa. "The issue of import motivation in manufacturer—overseas distributor relationships: Implications for exporters." Journal of Marketing Management 9, no. 1 (January 1993): 65–77. http://dx.doi.org/10.1080/0267257x.1993.9964218.

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Li, Ruqi, Chao Feng, and Guijun Zhuang. "Safeguarding or coordinating? Unfolding the dual-function of contracts in manufacturer-distributor relationships." Industrial Marketing Management 98 (October 2021): 69–79. http://dx.doi.org/10.1016/j.indmarman.2021.07.011.

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Lai, Chi-Shiun, Delphine Ya-Chu Chan, Chin-Fang Yang, and Wei-Chun Hsu. "The value creation scale of supplier-distributor relationship in international markets." Journal of Business & Industrial Marketing 30, no. 2 (March 2, 2015): 171–81. http://dx.doi.org/10.1108/jbim-11-2011-0166.

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Purpose – The purpose of this study is to develop a value-creation measurement which is applicable to the supplier–overseas distributor relationship. As cross-border cooperation is increasingly important, there is yet no appropriate scale to measure the relationship value between the supplier and the distributor in cross-boundary context. Design/methodology/approach – With a view to establishing the measurement scale for the relationship value created between manufacturer and its overseas distributor, this study uses exploratory factor analysis, confirmatory factor analysis (CFA) and regression to test reliability, convergent validity, discriminant validity and nomological validity of the scale. Findings – The scale is made up of six factors, including “customer service”, “relationship interaction”, “cost reduction”, “product promotion”, “product sales” and “information offering”; subsequent statistical tests strongly support the measurement. Research limitations/implications – First, the sample collection was not conducted randomly, and the sample was limited to 190 valid questionnaires. Future research might be conducted randomly or in a longitudinal fashion to increase the sample size. Second, this study focuses mainly on manufacturers in the mechanical parts industry and was conducted unilaterally to discuss the creation of relationship value. It is suggested that future researchers investigate relationship value generated in cross-border cooperation from a bilateral perspective or discuss cooperative relationships in other industries. Practical implications – This study creates a functional scale to measure the supplier–distributor value creation in cross-border cooperation, and it proves that six factors pertaining to relationship value have significant positive correlation with operating performance; in this regard, in supplier–distributor cooperative relationship, more value the distributor creates for its supplier, the better the operating performance of the supplier will be. Originality/value – In the academic sense, this measurement will be of substantial help to future empirical research on a larger scale. When applied to practice, this measurement supplements the extant body of value-measuring tools and works as an evaluation index for choosing overseas distributor.

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Cox, Amy E., and Orville C. Walker. "Reactions to disappointing performance in manufacturer-distributor relationships: The role of escalation and resource commitments." Psychology and Marketing 14, no. 8 (December 1997): 791–821. http://dx.doi.org/10.1002/(sici)1520-6793(199712)14:8<791::aid-mar4>3.0.co;2-9.

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Zhang, C., S. T. Cavusgil, and A. S. Roath. "Manufacturer governance of foreign distributor relationships: do relational norms enhance competitiveness in the export market?" Journal of International Business Studies 34, no. 6 (August 28, 2003): 550–66. http://dx.doi.org/10.1057/palgrave.jibs.8400051.

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Kuster-Boluda, Amparo, Natalia Vila Vila, and Ines Kuster. "Managing international distributors’ complaints: an exploratory study." Journal of Business & Industrial Marketing 35, no. 11 (April 4, 2020): 1817–29. http://dx.doi.org/10.1108/jbim-11-2018-0336.

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Purpose Complaint management is at the heart of customer relationship management. While many studies have analyzed a client’s complaint behavior in business-to-business (B2B) relationships, there is a lack of research in the study of complaints by distributors from different countries. The purpose of this paper is to explain the following two main objectives: to analyze if the complaint management strategy of a manufacturer varies depending on the type of international distributor used (indirect exporters, direct exporters and commercial subsidiaries); and to analyze the potential effects of complaint management on the satisfaction and fidelity of distributors and the quantity of complaints that they put. Design/methodology/approach A stratified probabilistic sampling method was used, dividing the entire population of distributors of a leading Spanish manufacturer into three different groups. In total, 79 valid responses were obtained as follows: 24 per cent from indirect exporters (organizational commitment Grade 1), 68 per cent from direct exporters (organizational commitment Grade 2) and 8 per cent from commercial subsidiaries (organizational commitment Grade 3). Partial least squares were used to analyze the proposed relationships. Findings The results have confirmed that the procedure for resolving the complaint and its length (resolution time) depends on the seriousness of the complaint (the type of complaint). In turn, the resolution of the complaint influences the satisfaction of the vendor and the latter will influence its fidelity. Regarding the number of complaints, those distributors with the highest number of complaints satisfactorily resolved are those who remain loyal to the company. On the contrary, it is not possible to affirm that the type of distribution channel affects the types of complaints that are presented. Different kinds of distributors of the same manufacturer (indirect exporters, direct exporters and commercial subsidiaries) complain equally. In addition, those whose complaints take longer to resolve are not significantly less satisfied. Even more, low-satisfied distributors will present more complaints than the most satisfied ones. Originality/value First, this study investigates if different kinds of distributors with different international commitments (indirect exporting, direct exporting and commercial subsidiary) behave differently in terms of claims and complaints. Second, this paper analyzes the role of complaint management in international B2B relations to improve distributors' satisfaction and loyalty; but considering the join impact of three dimensions of a successful complaint management strategy that literature usually has examined separately as follows: what (the type of complaint), how it is resolved (management procedure) and when it is closed (duration).

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Frankel, Robert, and Judith Schmitz Whipple. "Alliance Formation Motives: A Comparison of International Perspectives." International Journal of Logistics Management 7, no. 2 (July 1, 1996): 19–32. http://dx.doi.org/10.1108/09574099610805494.

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Establishing and maintaining successful alliances is an increasingly attractive, yet difficult strategic option for most firms in today's business environment. One component of the alliance process that has recently received considerable attention concerns the motivations of a firm and its potential partner to establish an alliance. This paper examines and compares alliance motives at three channel levels (manufacturer, distributor and logistical service supplier) and across three geographic trading regions (North America, Europe and the Pacific Basin). The managerial implications of the results are discussed with particular regard to developing and sustaining successful cooperative supply chain relationships.

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Albors Garrigós, J., P. Márquez Rodríguez, and J. L. Hervás Oliver. "Las relaciones fabricante distribuidor como elementos básicos de un modelo competitivo en el caso del cluster cerámico español. Análisis empírico de los factores moderadores." Boletín de la Sociedad Española de Cerámica y Vidrio 47, no. 6 (December 30, 2008): 339–44. http://dx.doi.org/10.3989/cyv.2008.v47.i6.159.

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Sana, Shib Sankar, Jose Ferro-Correa, Andres Quintero, and Rene Amaya. "A system dynamics model of financial flow in supply chains: a case study." RAIRO - Operations Research 52, no. 1 (January 2018): 187–204. http://dx.doi.org/10.1051/ro/2017025.

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The article discusses the operational and financial relationships among the channel members of a supply chain comprising of a manufacturing company and a distributor. This research simulates the financial system that enables a more accurate diagnosis of disaggregated metrics “Cash to Cash”, considering different interactions between material flow and the financial flow of the two links, manufacturer and distributor. This model considers the feedback loops between material flow models and financial models without which some interactions are lost during simulation. The proposed diagnostic method which incorporates an eclectic process re-engineering practices and state of the art of dynamic simulation with the implementation of advanced techniques of sensitivity and dynamic optimization models those are applied on the concept of stocks and flows. This methodology is used in order to analyze and improve business strategies by generating policies which help to improve cash flow of the company. To validate our model, a case study illustrating the improvement of different metrics of the supply chain is considered here. The results show that the companies have to invest in technology in order to generated strategic decision to enhance their financial metrics.

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PAN, Xuan, and Shuwei ZANG. "Value congruence of manufacturer: Distributor guanxi orientation and manufacturers relationship specific investments." African Journal of Marketing Management 10, no. 2 (February 28, 2018): 8–16. http://dx.doi.org/10.5897/ajmm2017.0553.

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Frazier, Gary L., and Walfried M. Lassar. "Determinants of Distribution Intensity." Journal of Marketing 60, no. 4 (October 1996): 39–51. http://dx.doi.org/10.1177/002224299606000405.

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Within many categories of consumer products, manufacturers differ markedly in how intensively they distribute their brands among retailers. The authors enhance understanding of why such differences in distribution intensity occur. Literature in the marketing and economics disciplines on brand and channel management, agency theory, and credible commitments, combined with extensive field interviews, provides the foundation for a conceptual framework that centers on proposed moderator effects. Data collected from manufacturers in the consumer electronics industry are used to test the conceptual framework. Credible commitments by retailers in the form of contractual agreements and investments are shown to moderate the relationships of manufacturer brand strategy and channel practices with distribution intensity.

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Jiputra, Juan Alexander, Zeplin Jiwa Husada Tarigan, and Hotlan Siagian. "The Effect of Information Technology on Retailer Satisfaction Through Supply Chain Management Practices and Retailer-Distributor Relationship in Modern Retailer Surabaya." Petra International Journal of Business Studies 3, no. 2 (December 21, 2020): 126–34. http://dx.doi.org/10.9744/ijbs.3.2.126-134.

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Supply chain management is vital for manufacturing companies in connecting suppliers, manufacturers, distributors, and corporate customers. The company's products will enter the company's distribution system through distributors, retailers, and end customers. This study examines how to enhance retailer satisfaction by taking into account the application of information technology, supply chain management practices, and retailer-distributor relationships. This study surveyed 86 modern retailers using a five-point Likert scale questionnaire. Data processing used PLS. The results showed that the information technology significantly improves the retailer-distributor relationships with a coefficient of 0.303. Also, information technology affects supply chain management practices with a coefficient of 0.527. Information technology has an effect of 0.281 on retailer satisfaction. The company implementing supply chain management practice improves the retailer-distributor relationship by 0.518, and supply chain management practice affects retailer satisfaction by 0.291. The results also showed that the retailer-distributor relationship affects retailer satisfaction by 0.358. This research provides an insight for the practitioner on how to improve the retailer satisfaction. This paper also contributes to the ongoing research in the field of supply chain management.

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Hammond, Kevin L., Gene Brown, and Harry A. Harmon. "Interorganizational Climate within Marketing Channels: Analysis of a Measure." Psychological Reports 78, no. 2 (April 1996): 647–52. http://dx.doi.org/10.2466/pr0.1996.78.2.647.

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The psychometric properties of the 1987 Anderson, Lodish, and Weitz Interorganizational Climate Scale were examined by applying the scale in a different setting. The construct was studied within the context of the relationships between manufacturers and distributors as perceived by the manufacturers. The scale which was described as unidimensional in the original study in presenting relationships of manufacturer and sales agent was observed through application of factor analysis to be multidimensional in this study. Suggestions for research were provided.

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Magnotta, Sarah, Brian Murtha, and Goutam Challagalla. "The Joint and Multilevel Effects of Training and Incentives from Upstream Manufacturers on Downstream Salespeople’s Efforts." Journal of Marketing Research 57, no. 4 (June 24, 2020): 695–716. http://dx.doi.org/10.1177/0022243720926176.

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Manufacturers frequently face the challenge of motivating distributor salespeople to focus efforts on their products rather than competitors’ products. The present research explores two mechanisms that manufacturers use to address this challenge: training and incentives (spiffs). The authors find that the impact of these mechanisms on distributor salespeople’s efforts (toward a manufacturer’s products) largely depends on the extent to which manufacturers also provide training and incentives to distributor sales managers. More specifically, providing greater incentives to distributor sales managers undermines the relationship between their salespeople’s training and effort but enhances the relationship between their salespeople’s incentives and effort. Furthermore, greater sales manager training enhances the impact of salespeople’s incentives on effort; however, greater salesperson training undermines the relationship between salesperson incentives and effort. Thus, this research shows that the combination of mechanisms (training and incentives) and the levels at which manufacturers provide them (distributor salespeople and sales managers) can have different implications for distributor salespeople’s efforts.

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Weiss, Allen M., and Erin Anderson. "Converting from Independent to Employee Salesforces: The Role of Perceived Switching Costs." Journal of Marketing Research 29, no. 1 (February 1992): 101–15. http://dx.doi.org/10.1177/002224379202900109.

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A study was conducted to understand when and why manufacturers might convert from an independent salesforce to a direct salesforce. On the basis of hypotheses developed from channel distribution theory and ecological theory of organizational change, the authors estimate a model of a firm's intention to “go direct” with survey data from 243 manufacturers currently using manufacturers’ representatives. Results indicate considerable inertia in the manufacturer/agent relationship and suggest some reasons for the stability of those arrangements.

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Krichanchai, Sineenart, and Bart L. MacCarthy. "The adoption of vendor managed inventory for hospital pharmaceutical supply." International Journal of Logistics Management 28, no. 3 (August 14, 2017): 755–80. http://dx.doi.org/10.1108/ijlm-01-2015-0010.

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Purpose The purpose of this paper is to investigate vendor managed inventory (VMI) for the supply of medicines between distributors and hospitals to identify factors that may affect VMI adoption. Design/methodology/approach Two contrasting VMI initiatives involving five organizations (three hospitals, one distributor and one manufacturer/supplier) are studied. A case study method with semi-structured interviews is used with triangulation in data collection, site visits and document analysis to enhance reliability and validity. The cases are analyzed and compared with respect to hospital, supplier, product and supply chain integration characteristics. Findings A successful public sector VMI initiative and an unsuccessful private sector VMI initiative are identified. The public sector supplier focuses on improving service level while the private sector supplier seeks to strengthen relationships with a key customer. Hospital characteristics, including type of hospital, top management perspectives and the hospital’s willingness to share information, are critical in decisions on VMI initiation or termination. Relatively stable demand products are preferred for a VMI approach. Hospitals may perceive risks in VMI adoption for medicines as it involves relinquishing control of critical supplies and may result in “lock-in” with a particular supplier. Research limitations/implications The cases have been conducted in one country, which may affect generalization of the findings. Wider empirical evidence from other countries in both developed and less developed regions will be beneficial. Practical implications VMI is advocated as being beneficial in many supply contexts. However, it is challenging to implement. The study identifies factors that affect the adoption of VMI for hospital pharmaceuticals and provides guidance on initiating VMI in a hospital context. Social implications The potential for VMI in public health projects to enable greater access to critical medicines is highlighted. Originality/value The paper provides supply side and demand side perspectives on VMI adoption in an important sector. It highlights the need for greater understanding of the perceived and actual risks in VMI from the perspective of both the hospital and the supplier and for much clearer advice on which pharmaceutical products are appropriate for VMI control in a hospital context.

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Ishii, Ryuta. "Conflict management in dual distribution channel systems: the moderating role of learning capabilities." Journal of Asia Business Studies 14, no. 4 (February 12, 2020): 525–40. http://dx.doi.org/10.1108/jabs-02-2019-0052.

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Purpose In dual distribution channel systems, integrated channels (manufacturer-owned) and independent channels (distributor-owned) are likely to adopt destructive behaviours. To suppress such behaviours, manufacturers need to implement conflict management systems. The purpose of this study is to examine the moderating role of conflict-learning capability (CLC) in the relationship between conflict management system and destructive behaviour. This study also investigates whether interactions between conflict management systems and CLC improve the overall channel performance. Design/methodology/approach Using survey data from 157 Japanese industrial manufacturers, this study conducted regression analyses and mediation analyses. Findings The results show that boundary and compensation systems have different effects on destructive behaviours. On the one hand, compensation systems with strong CLC have a larger impact, although those with weak CLC can also suppress destructive behaviours to some degree. On the other hand, boundary systems with strong CLC suppress destructive behaviours, but those with weak CLC do not. In addition, this study reveals that manufacturers with strong CLC can indirectly improve overall channel performance by implementing conflict management systems and suppressing destructive behaviours. Originality/value Previous studies reveal that boundary and compensation systems suppress destructive behaviours. However, these studies neglect the importance of organisational capability in the successful implementation of conflict management systems. By focusing on CLC, this study advances our understanding of dual distribution and channel conflict.

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Perminov, S. M. "Relationship of distribution networks with manufacturers." Remedium. Journal about the Russian market of medicines and medical equipment, no. 4 (2014): 40–43. http://dx.doi.org/10.21518/1561-5936-2014-4-40-43.

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Jian, Jie, Yuyao Zhang, Lin Jiang, and Jiafu Su. "Coordination of Supply Chains with Competing Manufacturers considering Fairness Concerns." Complexity 2020 (February 1, 2020): 1–15. http://dx.doi.org/10.1155/2020/4372603.

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In this study, we examined the contract coordination between manufacturers with peer-induced and distributional fairness concerns. A revenue sharing contract was introduced to coordinate a competitive supply chain, in which the manufacturers have different fairness concerns based on centralized decision-making in terms of fairness neutrality. Then, we constructed two game models—the manufacturer’s peer-induced fairness concern model and the manufacturer’s distributional fairness concern model and analyzed the influence of a revenue sharing contract on the pricing decisions and profit distribution of a competitive supply chain considering fairness concerns. The results show that there is a revenue-sharing contract parameter in both the peer-induced and distributional fairness concerns of manufacturers, which can effectively realize Pareto improvements in a supply chain. Meanwhile, the retail and wholesale prices both decreased with the increase in the revenue-sharing ratio between retailers and manufacturers, and the profits of retailers decreased accordingly, but the overall utility of manufacturers and supply chains improved markedly. Moreover, the coordination condition is closely related to the level of fairness concerns of the manufacturers and the competition intensity between two manufacturers. The sharing contract designed in this study can not only effectively improve the utility of retailers and manufacturers but also enhance the total utility of the channel to ensure that node enterprises have long-term, stable, and cooperative relationships and to strengthen the overall competitiveness of the supply chain.

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Ono, Akinori, and Tomokazu Kubo. "Manufacturers' intention to extend the relationships with distributors." Journal of Business & Industrial Marketing 24, no. 5/6 (June 12, 2009): 439–48. http://dx.doi.org/10.1108/08858620910966318.

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Goodman, Lester E., and Paul A. Dion. "The Determinants of Commitment in the Distributor–Manufacturer Relationship." Industrial Marketing Management 30, no. 3 (April 2001): 287–300. http://dx.doi.org/10.1016/s0019-8501(99)00092-9.

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Benoliel, Uri. "Rethinking the Distributor– Manufacturer Fiduciary Relationship: A Marketing Channels Perspective." American Business Law Journal 45, no. 1 (March 2008): 187–246. http://dx.doi.org/10.1111/j.1744-1714.2008.00053.x.

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Johnson, Jean L., Tomoaki Sakano, Joseph A. Cote, and Naoto Onzo. "The Exercise of Interfirm Power and Its Repercussions in U.S.-Japanese Channel Relationships." Journal of Marketing 57, no. 2 (April 1993): 1–10. http://dx.doi.org/10.1177/002224299305700201.

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The study investigates how Japanese distributors of U.S. manufactured consumer products perceive the exercise of power sources by both themselves and their U.S. suppliers in the across-culture distribution channel. The mediated and nonmediated bases of power found in domestic relationships were not replicated in Japanese distributors’ perceptions. Results indicate a factor structure based on nurturing and authoritative bases of power. The Japanese also react to the exercise of power sources in a slightly different manner than Western channel participants.

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Wei, Wei, Shue Mei, Jiameng Yang, and Zhiyong John Liu. "The impact of firms’ social ties with customers on dual-channel supply chains." Marketing Intelligence & Planning 38, no. 6 (November 13, 2019): 777–96. http://dx.doi.org/10.1108/mip-04-2019-0196.

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Purpose More and more firms are utilizing social media as a distribution channel to sell products. By establishing business accounts on social media firms provide information service to strengthen their relationship with customers and boost sales. The purpose of this paper is to investigate the pricing, information service provision and channel strategies of firms who sell products through social media. Design/methodology/approach The authors use a game theoretical model to study a dual-channel supply chain consisting of one manufacturer and one retailer. Two scenarios are considered – under one scenario the manufacturer and under the other the retailer, respectively, solely provides information service. Both firms’ pricing decisions and profits are compared. Findings The authors find that in the dual-channel model with either the manufacturer or the retailer providing information service to enhance the demand: a firm that has stronger social ties with customers is willing to provide more information services; when the manufacturer provides information service, it charges a direct price higher than the wholesale price, and whether the direct-channel price exceeds the retail price depends on the strength of the manufacturer’s social ties with customers; when the retailer provides information service, the direct price is equal to the wholesale price, both lower than the retail price; and a firm always prefers itself rather than the other firm to provide information service. However, the whole supply chain is better off if the manufacturer rather than the retailer provides information service. Research limitations/implications Besides the relationship between firms and customers, the peer relationship among customers also impacts the supply chain performance, which might be studied in the future. Originality/value The study is novel in theoretically exploring the influence of firms’ social relationship with customers on firms’ pricing and channel strategies.

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Guo, Chiquan, Yong Wang, and Ying Zhu. "Distributor orientation and channel profitability for manufacturing-centered SMEs." Journal of Research in Marketing and Entrepreneurship 18, no. 2 (October 17, 2016): 197–210. http://dx.doi.org/10.1108/jrme-11-2014-0029.

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Purpose This study aims to explore how the distributor orientation of manufacturing-centered small and medium-sized enterprises (MCSMEs) influences relationship building outcomes, distributor satisfaction, and channel profitability. Design/methodology/approach This study examines the moderating role of competitive intensity and coordinative culture in the association between distributor orientation and relationship building outcomes. Findings Empirical results from 115 MCSMEs reveal a strong positive relationship between distributor orientation and distributor satisfaction. The findings also show a positive relationship between distributor orientation and channel profitability. Furthermore, although competitive intensity strengthens the positive relationship between distributor orientation and the two relationship building outcomes, coordinative intensity weakens the positive relationship between distributor orientation and the two relationship outcomes. Practical implications Managerial implications and future research opportunities were discussed. Originality/value The research contributes to the literature on the management of small and medium-sized enterprises and offers practical implications for manufacturers and distribution channel managers.

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Redaelli, Emir José, Ely Laureano Paiva, and Rafael Teixeira. "The Relationship between Manufacturer and Distributors: Knowledge Transfer and Performance." BAR - Brazilian Administration Review 12, no. 4 (December 2015): 421–41. http://dx.doi.org/10.1590/1807-7692bar2015150049.

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Kita, J., K. Máziková, M. Grossmanová, and P. Kita. "Trade practices of retail chains as far as the transaction cost analysis in relationships manufacturer – retailer are concerned in the milk industry." Agricultural Economics (Zemědělská ekonomika) 58, No. 6 (June 14, 2012): 264–74. http://dx.doi.org/10.17221/61/2011-agricecon.

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The primary purpose of this article is to discuss the trade practices used by retail chains from the point of view of the possible solutions of conflicts between the members of the distribution channel, which have an influence on selling prices for the end users. It is based on the knowledge of the theory of the transaction cost analysis, which makes it possible for the members of the distribution channel to make decisions on the number of forms of the organization in order to realize their activities successfully. In this framework and using the example of milk, the article shows the trade practices of retail chains to improve the relationships manufacturer – retailer in the Slovak consumer market.

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LaBahn, Douglas W., and Katrin R. Harich. "Sensitivity to National Business Culture: Effects on U.S.-Mexican Channel Relationship Performance." Journal of International Marketing 5, no. 4 (December 1997): 29–51. http://dx.doi.org/10.1177/1069031x9700500404.

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The need to be sensitive to foreign cultures is often stated axiomatically in the international marketing management literature despite little empirical research on its nature and consequences. To partially fill this void, this field investigation addresses empirically the question of the effects of sensitivity to national business culture on communication, conflict, and performance in cross-national channel relationships. Data collected from 142 U.S. manufacturers, 104 Mexican manufacturers, and 96 Mexican distributors reveal that the sensitivity axiom can be supported empirically. Specifically, partner sensitivity to national business culture is shown to increase communication and decrease conflict, both of which in turn influence relationship performance. Implications for cross-national channel relationships are discussed.

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VARALDO, RICCARDO and DALLI, DANIELE. "Strategic relationships between manufacturers Back to the future and distributors." Sinergie Italian Journal of Management, no. 96 (2018): 177–211. http://dx.doi.org/10.7433/s96.2015.10.

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Bello, Daniel C., and David I. Gilliland. "The Effect of Output Controls, Process Controls, and Flexibility on Export Channel Performance." Journal of Marketing 61, no. 1 (January 1997): 22–38. http://dx.doi.org/10.1177/002224299706100103.

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The authors examine international distribution channels in terms of the coordination processes that govern the relationship between export manufacturers and their foreign-based distributors. Although this relationship is mediated by market prices, manufacturers can enhance performance by relying on certain nonmarket forms of governance—control and flexibility—to manage their overseas channel better. The authors develop a model that examines both the contextual antecedents and the performance consequences of these nonmarket governance forms. One form of controls—output control—along with flexibility, is shown to enhance export channel performance, but another control form—process control—has no performance effect.

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Efanny, Wita, Jony Haryanto, Muhammad Kashif, and Hanif Adinugroho Widyanto. "The relationship between marketing mix and retailer-perceived brand equity." IMP Journal 12, no. 1 (March 12, 2018): 192–208. http://dx.doi.org/10.1108/imp-12-2016-0019.

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Purpose A huge investment launching the marketing program is made by the manufacturers to establish brand loyalty with retailers and other supply chain partners; however, what is the impact of these efforts on retailer-perceived brand equity (RPBE) is scarcely investigated in a business-to-business (B2B) context. The purpose of this paper is to investigate the impact of Nu Green – a brand of tea as a manufacturer’s marketing efforts on RPBE. Design/methodology/approach Based on the positivist paradigm, the authors followed a survey-based approach to collect data from 125 retailers of Nu Green Tea brand from Indonesia. The collected data were rigorously analyzed by means of structural equation modeling. Findings The results reveal that elements of marketing efforts such as supplier image, distribution strategy, and push and pull promotions have a significant impact on the RPBE of Nu Green. Originality/value This research extends the understanding of retail marketing in a B2B context by investigating the impact of marketing efforts on RPBE.

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Nguyen, Tho D., and Trang T. M. Nguyen. "Enhancing relationship value between manufacturers and distributors through personal interaction." Journal of Management Development 30, no. 4 (April 12, 2011): 316–28. http://dx.doi.org/10.1108/02621711111126800.

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Leuthesser, Lance, Douglas W. LaBahn, and Katrin R. Harich. "Assessing cross-national business relationships: How Mexican distributors rate U.S. manufacturers." Industrial Marketing Management 24, no. 1 (January 1995): 61–68. http://dx.doi.org/10.1016/0019-8501(94)00032-r.

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Abd-El-Salam, Eman Mohamed. "Relationship Marketing as a Mediating Role Between Brand Image and Customer Loyalty in B2B Markets." International Journal of Customer Relationship Marketing and Management 8, no. 2 (April 2017): 21–44. http://dx.doi.org/10.4018/ijcrmm.2017040102.

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The purpose of this paper is to examine how brand image, value equity (conceptualized as relationship value), and relationship equity (conceptualized as relationship quality) and customer loyalty play a vital role in the Egyptian business to business market-and to test it empirically in agricultural business customers of chemical manufacturer with respect to their main supplier. A structured questionnaire was developed. The hypotheses were simultaneously tested on a sample of 328 customer-supplier relationships out of 603 distributed, giving a response rate of 54.4 per cent. The structural equation modelling technique was used to empirically test the proposed hypotheses. The findings of this study show significant positive relationships and impacts among the factors under investigation. Also, relationship equity and value equity act as mediators in the link between brand image and customer loyalty.

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Iyer, Ganesh, and J. Miguel Villas-Boas. "A Bargaining Theory of Distribution Channels." Journal of Marketing Research 40, no. 1 (February 2003): 80–100. http://dx.doi.org/10.1509/jmkr.40.1.80.19134.

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A critical factor in channel relationships between manufacturers and retailers is the relative bargaining power of both parties. In this article, the authors develop a framework to examine bargaining between channel members and demonstrate that the bargaining process actually affects the degree of coordination and that two-part tariffs will not be part of the market contract even in a simple one manufacturer-one retailer channel. To establish the institutional and theoretical bases for these results, the authors relax the conventional assumption that the product being exchanged is completely specifiable in a contract. They show that the institution of bargaining has force, and it affects channel coordination when the complexity of nonspecifiability of the product exchange is present. The authors find that greater retailer power promotes channel coordination. Thus, there are conditions in which the presence of a powerful retailer might actually be beneficial to all channel members. The authors recover the standard double-marginalization take-it-or-leave-it offer outcome as a particular case of the bargaining process. They also examine the implications of relative bargaining powers for whether the product is delivered “early” (i.e., before demand is realized) or “late” (i.e., delivered to the retailer only if there is demand). The authors present the implications for returns policies as well as of renegotiation costs and retail competition.

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Lin, Ku-Ho, Kuo-Feng Huang, and Yao-Ping Peng. "Impact of export market orientation on export performance." Baltic Journal of Management 9, no. 4 (September 30, 2014): 403–25. http://dx.doi.org/10.1108/bjm-03-2012-0012.

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Purpose – The purpose of this paper is to explore the mediating role of export market orientation (EMO) in the relationship between inter-organizational relationships and export performance, and the moderating role of degree of internationalization in the relationship between EMO and export performance. Design/methodology/approach – The authors sent questionnaires to the 1,000 largest manufacturers listed in CommonWealth magazine (2009), and a random sample of 500 machinery manufacturers listed in the Taiwan Association of Machinery Industry Directory. The authors received 244 completed questionnaires through which to examine the hypotheses. Findings – The findings show that trust and social interaction positively influence EMO, which then enhances export performance. However, the moderating effect of degree of internationalization has no significant impact on the EMO and export performance relationship. Research limitations/implications – Future studies should conduct two-way research on focal firms (manufacturers) and overseas partners (agents or distributors) through common variables including trust, commitment, satisfaction, etc. The results indicate that the content validity of the present study is somewhat inadequate, possibly due to the cultural differences involved. Practical implications – Overseas information exchange between exporters and partners fosters firms’ export performance. Thus, closer relationships with channel partners or customers via trust and social interactions may help firms to conduct appropriate EMO activities to access overseas market information and improve export performance. Originality/value – By investigating Taiwanese exporters, who tend to emphasize relational capital, the authors determine that EMO is important in understanding how inter-organizational relationships influence export performance. The authors also contribute a more comprehensive view to the literature.

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Anderson, Erin, and Barton Weitz. "The Use of Pledges to Build and Sustain Commitment in Distribution Channels." Journal of Marketing Research 29, no. 1 (February 1992): 18–34. http://dx.doi.org/10.1177/002224379202900103.

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Commitment in channel relationships is modeled as a function of (1) each party's perception of the other party's commitment, (2) self-reported and perceived pledges (idiosyncratic investments and contractual terms) made by each party, and (3) other factors such as communication level, reputation, and relationship history. A dyadic model represented by a simultaneous equation system is estimated with data from 378 pairs of manufacturers and industrial distributors. The results indicate that one type of pledge, idiosyncratic investments, has a strong effect on the commitment of both parties to the relationship. In addition, each party's commitment is affected by the perceived commitment of the other party. Finally, idiosyncratic investments signal commitment, affecting each party's perceptions of the other party's commitment.

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Khoat, Tran Van, Vo Thi Quy, and Ho Thanh Phong. "The Quality of Manufacturer: Distributor Relationship- A Case of Plastic Industry in Vietnam." International Review of Business Research Papers 15, no. 1 (March 31, 2019): 87–102. http://dx.doi.org/10.21102/irbrp.2019.03.151.05.

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