Complaint resolution management expectations in an asymmetric business-to-business context

Purpose – The purpose of this paper is to gain a deeper understanding of the attributes of effective complaint management in business-to-business relationships, and to reveal the underlying benefits that buying organizations are looking for when complaining. Design/methodology/approach – A semi-standardized qualitative technique called laddering was applied successfully to an online environment with 22 representatives of companies in the manufacturing industry participating. Findings – The resulting hierarchical value map displays 13 attributes which exemplify the complaint resolution management expectations. A total of 14 constructs represent consequences of such resolution activities, while four constructs can be interpreted as values. Take “Quick action” is the most important of the expected attributes and behaviours of complaint resolution management. Four consequences seem to dominate the assessment: Financial benefits, Prevention of future problems, Solution, and Effective resolution handling. “Maintain supplier relationships” appears as a dominant value in the perceptions of respondents, with half of them mentioning this as an end. Research limitations/implications – Owing to the exploratory nature of the study in general and the scope and size of its sample in particular, the findings are tentative in nature. The study involved a group of representatives of large UK manufacturing companies with complaint handling responsibilities and so the results cannot be generalised. Originality/value – The findings enrich the existing limited stock of knowledge on complaint management in business relationships by developing a deeper understanding of the attributes that complaining customer companies desire from suppliers, as well as the underlying business logic (i.e. values) for these expectations. The quality of the results also suggests that the laddering questionnaire technique can be transferred effectively to an online environment

Complaint management expectations: an online laddering analysis of small versus large firms

This study explores complaint management expectations in business relationships, particularly the qualities and behaviours that affect buying companies as part of the complaint handling encounter with a supplier. An exploratory empirical study uses a hard laddering approach which also allows us to compare the expectations of large and small companies to understand size-effects. The research indicates that complaining companies perceive disruptions of their supplier relationships in the context of the business network within which they are embedded, especially vis-à-vis the benefits associated with long-term supplier ties. However, these network concerns are more pronounced for large companies. Issues of effective complaint management in business-to-business settings therefore need to be addressed not just as isolated managerial activities with limited benefits for the parties involved, but should be seen as being part of a wider activity set of strategic networking activities with an impact on whole business systems. Thus, the findings enrich the existing limited stock of knowledge on the context of complaint management in business relationships and networks

Dyadic Operationalization in Business Relationships: The Empirical Example of Marketing-Purchasing Collaboration

Purpose: The purpose of this paper is to explore whether dyadic operationalization within business relationships is feasible and sensible in a rigorous way. It aims to introduce quantitative operationalizations of business relationship characteristics from both monadic and dyadic datasets, and to introduce aggregation techniques for utilizing the richness of dyadic data. It compares and contrasts the effectiveness of different techniques in terms of explaining business relationship phenomena, using an empirical exemplification. Methodology/Approach: The paper reviews the relevant literature and summarizes various dyadic operationalization and aggregation approaches. It furthermore illustrates such operationalization and aggregation by utilizing an empirical example. A nomological model of marketing-purchasing collaboration is developed and tested based upon internal dyadic data. Using alternative model comparisons, we contrast several different ways of operationalizing dyadic data (combined, dyadic, and dyadic with asymmetry), and compare the outcomes utilizing structural equation modeling. Findings: The study of business relationships typically makes use of a variety of data types, ranging from simple monadic to perceived dyadic, through to rigorous dyadic data. The various aggregation methods include value, asymmetry, and directional asymmetry approaches. Pertinent sub-constructs are developed based on these aggregation methods and relevant hypotheses incorporating and reflecting on the role of the sub-constructs are suggested to develop a more meaningful and rich quantitative analysis of business relationship phenomena. Research Implications: This paper explores the different ways in which data assessing the relationship between two interacting parties can be operationalized. Dyadic operationalization within the context of business relationships is sensible and recommended. Researchers can adopt approaches to conduct dyadic data operationalization including data collection methods such as perceived dyadic and rigorous dyadic. They should benefit from rich dyadic aggregation approaches such as value, asymmetry, and directional asymmetry, noting the strengths and weaknesses of each approach discussed in this paper. Practical Implications: Businesses are recommended to increase customer orientation and marketing-purchasing interaction to improve collaboration between marketing and purchasing departments and thus their overall performance. Businesses should also develop an alignment between the collaboration perceptions of the involved departments, and note that perceptual symmetry improves collaboration. Perception matching in a dyadic relationship plays a role in enhancing the overall firm performance. Managers should note that all involved parties’ perspectives are to be included to ensure a positive and collaborative liaison. An all-encompassing attitude and perspective (as opposed to an asymmetric, unbalanced one) ensures an effective relationship. Originality/Value/Contribution of the paper: The contribution of the research lies in outlining different ways to accomplish more insightful analytics regarding data operationalization, and their different strengths and weaknesses in terms of explaining relationship characteristics, and therefore enriches research on business relationships by making better sense of quantitative dyadic data

A Cross-Cultural Comparison of Business Complaint Management Expectations

This paper is in closed access until 9th Dec 2016.Copyright © Taylor and Francis Group, LLC. This study explores the complaint management expectations of 72 British and 74 German organizational buyers using automated online means-end laddering and a Hierarchical Value Map presentation. It conceptualizes the links between expected complaint resolution attributes by the buyer (i.e., means) and the buyer's value perceptions (i.e., ends). Unlike previous research, we highlight similarities and differences in the drivers behind and attributes of complaint management expectations across two countries (Germany and the United Kingdom). Even in countries appearing to be similar economically and culturally, we find differences in the desired attributes. British buyers, for example, emphasize softer complaint resolution attributes compared to Germans. Our study is the first to present a model of complaint management expectations incorporating the role of culture, and it provides managerial directions on standardization and adaption of complaint resolution attributes. Furthermore, it evaluates justice dimensions (especially interactional justice) and their impact on perceptions of complaint management

An analysis of B2B relationship quality among Iranian managers

The phase relationship marketing has recently received a great deal of attention from both academics and practitioners. Interaction theory has emphasized the importance of relationships in business-to-business markets. For many firms it is important to develop relationships. To create a successful relationship is the goal of relationship development. Obstacles make businesses unwilling to change business suppliers or customers. Because of benefits of stability businesses look for successful long-term relationships. Therefore, factors that seem to lead to a successful relationship should be found. The purpose of this study was to gain a deeper understanding of what counts as a “good” or “poor” quality relationship, what are the characteristic attributes of a good relationship, how they might vary in importance and whether they vary between countries. Based on literature the constructs of relationship quality were selected. These attributes are: • The extent to which there is trust between the two parties • The extent to which the two parties understand each other’s needs • The extent to which the business systems of the two parties are well integrated • The extent to which power is equally shared between the two parties • The extent to which relationships yield a profitable outcome for companies Conjoint analysis was used to derive how Iranian managers trade off different attributes of relationship quality. Considering the overall results, the most important attribute was profit followed by trust and power. But the overall results were not indicative of a general consensus. There were some situations observed that the perception of relationship quality varied significantly from the majority. This clearly showed that each relationship needs to be studied based on its own nature. There can be some other factors that influence the constructs of relationship quality. This research involved collecting data on the importance of a set of attributes from Iranian managers. This is then compared with data from a previous study of UK managers. Profitability of a relationship was considered by many of the Iranian and English managers. The majority of Iranian managers were concerned about their relationship profitability more than English managers. In our studied sample almost all Iranian valued profit as an important attribute more or less. Trust was also important in both samples of Iranian and English managers, which was in track with literature of relationships. In our sample power was among influential attributes that construct relationship success, whereas in UK, power was reported as the least important attribute. Integration in both English and Iranian managers’ perceptions appeared to gain little importance. Overally, understanding of needs was among important attributes of English managers, whereas it did not seem to be very important for Iranian managers. Still there were few Iranian managers who considered this construct as the most important construct of relationship quality.Validerat; 20101217 (root