Relationships between businesses and marketing research firms: impact of partnering on performance
Article Abstract:
Many firms are turning from discrete, arms-length, adversarial exchanges with a multitude of marketing research suppliers toward long-term, collaborative relationships with a smaller number of "partners." Advocates of partnering believe that it is a way to reduce total costs and improve quality, while dissenting firms believe partnering can breed complacency. This article presents the results of a study that examines performance outcomes (product quality, service quality, cost efficiency, timeliness, and overall customer satisfaction) and the degree to which a client partners with its marketing research firms. Results indicate a relationship between partnering and increased performance in all five areas. Implications for managers include the possibility of better performance from research firms if the relationship is more collaborative in nature. (Reprinted by permission of the publisher.)
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1997
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Selling alliances: issues and insights
Article Abstract:
Selling alliances are one of the new organizational responses to the increased complexity faced by firms in high technology and other dynamic industries. This article draws on a series of in-depth interviews to uncover selling alliance management issues. The article then reports the results of an empirical investigation of one key issue: What differentiates effective from ineffective relationships between partner sales representatives? Result suggest that open communication, trust, and perceived interdependence are critical factors that differentiate high, medium, and low performing selling partner relationships; organization compatibility factors do not. The management implications of these findings are discussed. (Reprinted by permission of the publisher.)
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1997
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Reengineering using the theory of constraints: a case analysis of Moore business forms
Article Abstract:
Reengineering is being undertaken by numerous firms to better satisfy their customers. In fact, in many situations customers now define the role of the sales force. This article discusses the theory of constraints as a method of analyzing process flows and reducing bottlenecks. Moore business forms serves as a case analysis for better understanding the role of the reengineered sales force. One of Moore's customers is also investigated to demonstrate reengineering from a dyadic perspective. (Reprinted by permission of the publisher.)
Publication Name: Industrial Marketing Management
Subject: Business, international
ISSN: 0019-8501
Year: 1996
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