Buyer-Supplier Relationships and the Resource- Advantage Perspective: An Illustrative Example of Relational and Transactional Drivers of Competitiveness

The purpose of this paper is to illustrate how the so called resource-advantage perspective can be used to determine the importance of specific relational and transactional dimensions of buyer-supplier relationships in driving relationship competitiveness within a transnational company (TNC). The main objective of our research was to analyze which and how much specific relational and/or transactional dimensions of buyer-supplier relationships affect TNC buyer-supplier relationship competitiveness. Based on an illustrative empirical example, we tested a simple variance-based reflective Structural Equation Model (SEM) with main effects based on a sampleof 130 TNC buyer-supplier relationships. Our results show that buyer-supplier relationship competitiveness is mostly driven by interpersonal trust and joint problem solving (both relationaldeterminants), as well as by two kinds of transaction-specific investments (TSIs), namely investments into people and physical assets. In terms of theoretical implications, our results show thatthe resource-advantage theory of competition can link both the relationship marketing and the transaction cost economics perspective of buyer-supplier relationship management. We further provide some managerial recommendations for more effective management of TNC buyer-supplier relationships in terms of leveraging competitiveness

Designing the marketing-sales interface in B2B firms

Purpose - This paper explores the marketing-sales interface in Dutch and Slovenian B2B firms. Design/methodology/approach - The study included 11 Dutch firms and ten Slovenian firms, with both samples as closely matched as possible. The firms were all manufacturers of physical products that operate internationally, but varied in terms of size and industry. Personal interviews with respondents from both marketing and sales were conducted, followed by interviews of a semi-structured format. Findings - In some firms it was difficult to identify the marketing-sales interface. For instance, in small firms marketing and sales would frequently be combined in one individual. Research limitations/implications - Since the paper is based on an exploratory investigation of 11 Dutch firms and ten Slovenian firms, the findings are only indicative. Follow-up research might investigate a larger sample, different industries or different economic contexts. In addition, future research might study the relationship between marketing as an organisational capability and marketing as an organisational function or the development of scales to measure various aspects of the marketing-sales interface. Practical implications - The findings emphasize the role of developing an effective marketing-sales interface in becoming a truly market-oriented Organisation. Thus, they can help managers to evaluate their own marketing-sales interface and look for improvements as part of becoming more market oriented. Originality/value - The findings describe how the marketing-sales interface is organised and managed in B2B firms operating in different contexts. It positions the marketing-sales interface as just part of a market-oriented Organisation. The findings help academics to understand the functioning of a marketing-sales interface and assist managers in evaluating their own marketing-sales interface and develop ways to improve it