The trickle-down effect of trust in business-to-business relationships: How can a supplier ensure cooperation from multiple customers?

IF 0.7 Journal of Marketing Channels Pub Date : 2020-07-02 DOI:10.1080/1046669X.2020.1782800

Sho Yuki, Katsuyoshi Takashima

引用次数: 1

Abstract

Abstract Although several interfirm cooperation studies have expanded the unit of analysis from dyads to triads (networks), there is scant literature focusing on whether and how a supplier’s relationship with a customer influences its relationships with other customers. Individual relationship dyads are not isolated but interact with one another. Particularly, mutual trust in a supplier–customer relationship dyad may influence other customers’ cooperative behavior. This cross-dyadic influence is called the “trickle-down effect of trust.” A hypothesis for the mechanism by which this effect occurs was generated, focusing on the customers’ demand information offerings as a cooperative behavior. The results of an empirical analysis indicate that (1) a supplier’s mutual trust with its primary customer encourages nonprimary customers to offer their demand information to the supplier and (2) the quality of information from customers helps the supplier to make their new product more meaningful.

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信任在企业对企业关系中的涓滴效应:供应商如何确保来自多个客户的合作?

虽然一些企业间合作研究已经将分析单位从二元扩展到三元(网络)，但很少有文献关注供应商与客户的关系是否以及如何影响其与其他客户的关系。个体关系的二元不是孤立的，而是相互影响的。特别是，供应商与客户关系中的相互信任可能会影响其他客户的合作行为。这种交叉影响被称为“信任的涓滴效应”。对这种效应产生的机制提出了一个假设，将客户的需求信息提供作为一种合作行为。实证分析结果表明:(1)供应商与主要顾客的相互信任鼓励非主要顾客向供应商提供其需求信息;(2)顾客信息的质量有助于供应商使其新产品更有意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Marketing Channels BUSINESS-

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期刊介绍： The Journal of Marketing Channels is the first and only professional marketing journal to focus exclusively on distribution systems, strategy, and management. The journal recognizes the growing importance of distribution as a key strategic variable in marketing management. Indeed, if one looks realistically at the major strategy variables of the marketing mix—product, price, promotion, and distribution—the greatest potential for achieving a competitive advantage now lies in distribution. The reason? Rapid technology transfer has made product advantages increasingly difficult to maintain. International operations seeking lower costs have made price advantages much harder to sustain because everybody seems to be “playing the same game.” Even promotion, which relies so heavily on mass media advertising, has become a battle of who can spend the most money. But distribution still offers a new frontier for competing successfully especially if the emphasis is placed on the design and management of superior marketing channel systems to provide excellent customer service. A competitive advantage gained through better distribution is not easily copied by the competition and hence becomes a long-term sustainable competitive advantage. Yet designing optimal marketing channel systems, formulating innovative distribution strategies, and managing marketing channel systems effectively is no simple task. In fact, professional marketing expertise of a very high order is required to meet these challenges, especially given the growing competitive role and rapid pace of web-based marketing. The Journal of Marketing Channels helps provide the knowledge and tools needed to develop superior distribution systems, strategies, and management. Leading authorities from around the world present the most up-to-date and in-depth thought, analysis, and research on these topics in this refereed international quarterly journal.