Exploring the role of relationship pricing in industrial export settings: Empirical evidence from the UK

Argouslidis, Paraskevas C.; Indounas, Kostis

doi:10.1016/j.indmarman.2009.09.001

Cited by 16 publications

(21 citation statements)

References 75 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Factors that mediate the customer orientation -margin relationship remain to be revealed, and pricing strategy could be one potential mediator. Customer-oriented firms are highly competent when it comes to pricing methods (Argouslidis & Indounas, 2010;Tzokas et al, 2000), and pricing strategy influences economic results (Argouslidis & Indounas, 2010;Myers, 1997;Tan & Sousa, 2011).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Enhancing export performance: Betting on customer orientation, behavioral commitment, and communication

Alteren

Tudoran

2016

International Business Review

View full text Add to dashboard Cite

show abstract

Section: Limitations and Future Researchmentioning

confidence: 99%

Enhancing export performance: Betting on customer orientation, behavioral commitment, and communication

Alteren

Tudoran

2016

International Business Review

View full text Add to dashboard Cite

show abstract

“…volume-based quantity discounts, functional allowances and promotional allowances) represents an example of incentive alignment. However, RP is a relatively new concept which has conceptually and empirically neglected (Argouslidis and Indounas, 2010).…”

Section: Ijopm 367mentioning

confidence: 99%

“…selecting shared pricing objectives that fit with customers and determining demand) in the pricing process. Differently from traditional cost-based approaches, this stream does not focus specifically on costs, despite the need for cost transparency has been underlined (Argouslidis and Indounas, 2010). The level at which value-based prices are set reflects the exchange of value rather than the costs of production (Ryals, 2006).…”

Section: Ijopm 367mentioning

confidence: 99%

Towards supply chain collaboration in B2B pricing

Formentini

Romano

2016

International Journal of Operations &Amp; Production Management

View full text Add to dashboard Cite

Purpose -Research on business-to-business (B2B) pricing has been mainly focussed on the supplier's pricing process, thus adopting traditionally an internal perspective and perceiving pricing as a profit distribution parameter rather than an opportunity for collaboration with customers. Recently, the opportunity to develop win-win, collaborative relationships in the B2B pricing process by embracing a supply chain perspective has started to attract the attention of scholars across several research streams, who have highlighted the emergence of this topic using different definitions, perspectives and methodologies. The purpose of this paper is to address the need for integrating the fragmented body of knowledge on B2B pricing toward supply chain collaboration. Design/methodology/approach -This critical literature review adopts an interdisciplinary approach, focussing on industrial marketing and operations and supply chain management areas. Findings -The authors provide a critical synthesis and discussion structured in four streams clustered around two dimensions, i.e. the "extension" of the collaboration in the pricing process along the supply chain and the "direction" of collaboration.Research limitations/implications -Drawing on the literature gaps, the paper concludes by proposing an agenda for future research for a relevant topic both for academics and practitioners. Originality/value -This paper offers a novel comprehensive view of the supply chain collaboration in the B2B pricing process and provides opportunities for intensifying dialogue across different research areas.

show abstract

“…Recent value appropriation research most frequently studies selected and traditional bureaucratic organizational dimensions. For instance, some researchers have examined specialized pricing functions (Baker, Marn & Zawada, 2010b;Carricano, Trinquecoste & Mondejar, 2010;Nagle, Hogan & Zale, 2011), as well as issues around formalization (Argouslidis & Indounas, 2010;Ingenbleek, 2007), and centralization (Cavusgil, Kwong Chan & Chun Zhang, 2003;Frenzen et al, 2010;Homburg, Jensen & Hahn, 2012). They found that pricing organization may vary considerably among firms (Smith, 1995).…”

Section: Introductionmentioning

confidence: 99%

Organizing for value appropriation: Configurations and performance outcomes of price management

Burkert

Ivens

Henneberg

et al. 2017

Industrial Marketing Management

View full text Add to dashboard Cite

Value creation and value appropriation are fundamental strategic processes. Both can be analyzed at the level of the individual manager, an organization or at the systemic level. On the organizational level, empirical research so far has put strong emphasis on aspects of value creation, while value appropriation has received less attention. We analyze value appropriation through the organizational implementation of pricing processes in the context of formalization, specialization, centralization, dispersion of influence, and top-management involvement in firms' pricing organization. Through a large-scale exploratory study of 419 European companies in the B2B area, we identify five empirical organizational configurations of pricing organization for value appropriation. Testing the effects of pricing configurations relating to pricing performance as well as overall firm performance reveals that more systematic approaches to pricing organization significantly improve value appropriation outcomes. Opposed Reviewers: Response to Reviewers: Reviewer #1: A very well written and interesting paper based on an extensive review of the literature to synthesize into a comprehensive conceptual framework tested in a large scale survey to generate clusters to then test for performance of different organizational approaches to pricing. The only comment I have is that in reporting the results the authors describe the performance levels of the different clusters but do not give the data on performance outcomes. The results section in general should in my view select data to support the interpretation.-> Response to reviewer comment 1: Dear reviewer, thank you very much for your positive feedback on our manuscript. We fully acknowledge that including actual data in the results section facilitates reading and comparing these results and, thus, improves the manuscript. Hence, we have inserted the numbers of our results as an addition to the verbal formulations, both for the description of clusters and in the discussion of performance outcomes.

show abstract

Exploring the role of relationship pricing in industrial export settings: Empirical evidence from the UK

Cited by 16 publications

References 75 publications

Enhancing export performance: Betting on customer orientation, behavioral commitment, and communication

Enhancing export performance: Betting on customer orientation, behavioral commitment, and communication

Towards supply chain collaboration in B2B pricing

Organizing for value appropriation: Configurations and performance outcomes of price management

Contact Info

Product

Resources

About