Imprinting, honeymooning, or maturing: Testing three theories of how interfirm social bonding impacts suppliers’ allocations of resources to business customers

In business markets, does strength of social bonds that a supplier perceives with a specific customer influence the supplier’s allocations of resources relative to other customers? If social bonding does uniquely impact supplier allocation of resources to customers, does the impact vary by relationship duration? Relationship marketing and Homans’ framework for social behavior are the theoretical bases for the study, which uses survey data to examine three alternative models that indicate how suppliers’ perceptions of social bonds with customers influence the suppliers’ allocations of resources over time. Analysis of data from sales and marketing managers confirms that two of these models, the imprinting theory and the maturity theory, are relevant. The findings indicate that relationship managers need to take into account the clear effect that creation of strong social bonds in buyer–seller relationships, as distinct from financial bonds, has on the way in which suppliers allocate resources to those relationships and how relationship duration affects the way in which they do so. The study strengthens the argument, on a strong theoretical base, to adopt a collaborative, as opposed to a transactional, approach to buyer–seller relationships

Stock Market Reaction to Unexpected Growth in Marketing Expenditure: Negative for Sales Force, Contingent on Spending Level for Advertising

Because firms do not publicly report marketing expenditures, most studies of the link between firm value and marketing consider advertising (which is publicly reported for many firms) a proxy for marketing. The authors extend those studies in two ways. First, they broaden the proxy for marketing by considering both advertising and sales force. Second, they offer an explanation for the fact that some studies linking advertising to firm value find a positive relationship, whereas others find a negative relationship. The accounting literature suggests that the link to firm value for both unexpected growth in sales force expenditures and unexpected growth in advertising expenditures should be negative. The authors confirm the hypothesized accounting relationship for sales force expenditures but find a contingent relationship for advertising expenditures. Firm value and unexpected growth in advertising expenditures are negatively related for firms that advertise below the advertising response threshold, but they are positively related for firms that advertise above that threshold. Perhaps because this contingent relationship is difficult for analysts to learn through observation of the stock market, analysts ignore value-relevant advertising expenditure information when they forecast firm valueclos