Relationship marketing—establishing, developing, and maintaining successful relational exchanges—constitutes a major shift in marketing theory and practice. After conceptualizing relationship marke...

The Commitment-Trust Theory of Relationship Marketing

Marketing theory and practice have focused persistently on exchange between buyers and sellers. Unfortunately, most of the research and too many of the marketing strategies treat buyer-seller excha...

Developing Buyer-Seller Relationships:

A separate and distinct interaction with both the actual e-vendor and with its IT Web site interface is at the heart of online shopping Previous research has established, accordingly, that online purchase intentions are the product of both consumer assessments of the IT itself-specifically its perceived usefulness and ease-of-use (TAM)-and trust in the e-vendor But these perspectives have been examined independently by IS researchers Integrating these two perspectives and examining the factors that build online trust in an environment that lacks the typical human interaction that often leads to trust in other circumstances advances our understanding of these constructs and their linkages to behavior

Our research on experienced repeat online shoppers shows that consumer trust is as important to online commerce as the widely accepted TAM use-antecedents, perceived usefulness and perceived ease of use Together these variable sets explain a considerable proportion of variance in intended behavior The study also provides evidence that online trust is built through (1) a belief that the vendor has nothing to gain by cheating, (2) a belief that there are safety mechanisms built into the Web site, and (3) by having a typical interface, (4) one that is, moreover, easy to use

Trust and TAM in online shopping: an integrated model

The authors integrate theory developed in several disciplines to determine five cognitive processes through which industrial buyers can develop trust of a supplier firm and its salesperson. These p...

An Examination of the Nature of Trust in Buyer–Seller Relationships:

Marketing managers must know the time orientation of a customer to select and use marketing tools that correspond to the time horizons of the customer. Insufficient understanding of a customer's ti...

https://www.jstor.org/stable/pdfplus/1252265.pdf

Determinants of Long-Term Orientation in Buyer-Seller Relationships:

A model of distributor firm and manufacturer firm working partnerships is presented and is assessed empirically on a sample of distributor firms and a sample of manufacturer firms. A multiple-infor...

A Model of Distributor Firm and Manufacturer Firm Working Partnerships

Building upon work from social exchange theory and channels of distribution, a model of distributor-manufacturer working relationships from the distributor's perspective is presented. An initial em...

A Model of the Distributor's Perspective of Distributor-Manufacturer Working Relationships:

Capturing the value of supplementary services

How do you define the value of your market offering? Can you measure it? Few suppliers in business markets are able to answer those questions, and yet the ability to pinpoint the value of a product or service for one's customers has never been more important. By creating and using what the authors call customer value models, suppliers are able to figure out exactly what their offerings are worth to customers. Field value assessments--the most commonly used method for building customer value models--call for suppliers to gather data about their customers firsthand whenever possible. Through these assessments, a supplier can build a value model for an individual customer or for a market segment, drawing on data gathered form several customers in that segment. Suppliers can use customer value models to create competitive advantage in several ways. First, they can capitalize on the inevitable variation in customers' requirements by providing flexible market offerings. Second, they can use value models to demonstrate how a new product or service they are offering will provide greater value. Third, they can use their knowledge of how their market offerings specifically deliver value to craft persuasive value propositions. And fourth, they can use value models to provide evidence to customers of their accomplishments. Doing business based on value delivered gives companies the means to get an equitable return for their efforts. Once suppliers truly understand value, they will be able to realize the benefits of measuring and monitoring it for their customers.

Business marketing: understand what customers value.

I. INTRODUCTION AND OVERVIEW. 1. Business Market Management: Guiding Principles. II. UNDERSTANDING VALUE. 2. Market Sensing: Generating and Using Knowledge about the Marketplace. 3. Understanding Firms as Customers. 4. Crafting Market Strategy. III. CREATING VALUE. 5. Managing Market Offerings. 6. New Offering Realization. 7. Business Channel Management. IV. DELIVERING VALUE. 8. Gaining Customers. 9. Sustaining Reseller Partnerships. 10. Sustaining Customer Relationships. Index.

James A. Narus

Papers

A Model of Distributor Firm and Manufacturer Firm Working Partnerships

A Model of the Distributor's Perspective of Distributor-Manufacturer Working Relationships:

Capturing the value of supplementary services

Business marketing: understand what customers value.

Business Market Management: Understanding, Creating and Delivering Value