Determinants of Customer Benefits in Business-to-Business Markets: A Cross-Cultural Comparison

Abstract

The authors examine the concept of customer benefits in business-to-business markets in an international context. They distinguish between core and add-on benefits, and they discuss product quality, service quality, flexibility, trust, joint action, and commitment of the supplier as determinants of these customer benefits. They base their analysis on 981 respondents in two countries. The results suggest the importance of understanding the determinants in providing customer benefits. Furthermore, the authors observe significant cultural differences with respect to the impact of different determinants on perceived customer benefits. Following a discussion of the results, the authors present managerial implications, research limitations, and directions for further research.

Product and relationship quality influence on customer commitment and loyalty in B2B manufacturing relationships

“…This result supports the findings of several researchers that product quality is an indispensable element of customer value Homburg et al, 2005;Ulaga, 2003;Ulaga & Eggert, 2005) and that customers perceive those relationships where the supplier is benevolent and trustworthy as more valuable (Sharma et al, 2006). Similarly, the positive influence of product quality on negative calculative commitment indicates that a customer which cannot receive a product of comparable quality elsewhere becomes locked in the relationship with its current supplier.…”

“…On the other hand, Eggert, Ulaga, and Schultz (2006) and Ulaga (2003) argue that only three key aspects of product quality exist, namely performance, reliability and consistency over time. In line with Homburg, Kuester, Beutin, and Menon (2005) and Ulaga (2003), this study defines product quality as the customer's perception of the relative superiority of a supplier's product along three dimensions of the product -performance, reliability and consistency.…”

“…Hence, to find logical support for this link the article predominantly builds on the relationship value literature where authors agree that product quality is an indispensable element of customer value Homburg et al, 2005;Ulaga, 2003;Ulaga & Eggert, 2005). Therefore, if customers perceive they receive value due to superior product quality, one can reasonably assume this perception should lead to a higher degree of positive calculative (value-based) commitment.…”

Linking Leadership Behaviors and Information Exchange to Improve Supply Chain Performance: A Conceptual Model

“…Therefore, the commitment to the relationship from both parties may not be high. It is reasoned that some firm may perceive that continuing committed relationship is not mandatory for all kind of situations, and they may believe that commitment is an additional responsibility (Homburg et al 2005). Therefore, we believe that since the primary focus of transactional leadership is not on commitment, the commitment may not be high in the buyer-supplier relationship.…”

Investigating the implications of business and culture on the behaviour of customers of international firms

“…Marketing across boundaries necessitates an approach that requires international firms to understand the local business and cultural aspects of target markets for positive, negative or both types of impact on the behaviour of its customers (Homburg, Kuester, Beutin, & Menon, 2005;Mattila, 1999). Cornelius, Todres, Janjuha-Jivraj, Woods, & Wallace (2008) used consumer behaviour theory with capability theory to review the pressures on local and international firms to mutually develop a diversity-supportive environment and promote a culture that allows equal opportunities for both.…”