Effects of Supplier Reliability and Benevolence in Business Marketing
Section snippets
Supplier Behavior
Ravald and Grönroos (1996) propose that customers value not only the focal product, but also the firm supplying the product or service, and that the two entities represent different processes in creating value. We will focus on the supplier's ability to create value through being reliable and showing benevolence. Clearly, a supplier should be reliable and fulfill what is promised to the customer. However, a supplier could be benevolent in situations in which there are no explicit or implicit
Methods
The data used to test the hypotheses were collected in a telephone survey of business customers of a telecommunication company. A professional research firm conducted the interviews. Because companies differ in their use of telecommunication products and services depending on the nature of the business and the information technology employed, they represent a large variety of needs. We wanted the sample of relationships to reflect complexity in interactions between supplier and customer. In
Results
We estimated the hypothesized model by using the maximum-likelihood procedure in LISREL VIII. Supplier behavior performance, RELIAB and BENEVOL were included as exogenous variables and the others as endogenous variables. The hypothesized model has an acceptable fit with a chi-square of 134.23 (d.f. = 69), an RMSEA of 0.08, an AGFI of 0.84 and a NFI of 0.91. Five of the seven structural paths in the hypothesized model are statistically significant and in the expected direction (see Table 3).
Discussion
The reported findings support our argument that: (1) affective responses are present in buyer–seller relationships; (2) affective responses differ according to whether they are related to reliability or benevolence; and (3) affect and satisfaction responses to supplier reliability and supplier benevolence have strong effects on behavioral intention to be loyal to a supplier. Supplier reliability has a strong effect on satisfaction and subsequently the buyer's desire to continue the relationship
Acknowledgements
The authors are grateful for the financial support from Telenor and valuable assistance by Kjetil Aasdal and Tore Haraldstad Sandmoen. The authors thank two anonymous reviewers for their thoughtful comments on earlier versions of this article.
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