Export Channel Design: The Use of Foreign Distributors and Agents

Bello, Daniel C.; Lohtia, Ritu

doi:10.1177/0092070395232001

Cited by 76 publications

(51 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Foreign intermediaries manage crucial issues such as direct customer contact or the choice of products to be promoted (Bello & Lohtia, 1995;Coughlan, Anderson, Stern, & El-Ansary, 2006;de Mortanges & Vossen, 1999;Frazier, Maltz, Antia, & Rindfleisch, 2009). As Liang and Parkhe (1997, p. 520) stress, the notion of an importer as an entity that, "at best, is thought to be a silent partner, and at worst, passive recipient of exporters' offerings" is outdated.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Pricing to manage export channel relationships

Obadia¹,

Stöttinger²

2015

International Business Review

View full text Add to dashboard Cite

Section: Theory and Hypothesesmentioning

confidence: 99%

Pricing to manage export channel relationships

Obadia¹,

Stöttinger²

2015

International Business Review

View full text Add to dashboard Cite

“…It has been argued that using agents represents a quasi-integrated operation mode (Klein et al,1990;Bello and Lohtia, 1995). If this were the case in our study, it would make our market-tomarket and the market-to-hierarchy distinction less meaningful.…”

Section: Introductionmentioning

confidence: 74%

Antecedents and consequences of replacing international independent intermediaries

Nes

2014

European Business Review

View full text Add to dashboard Cite

Purpose – What characterizes the relationships with intermediaries that are soon to be replaced, and are the replacements successful? The paper aims to discuss these issues. Design/methodology/approach – The study applies a longitudinal design. The paper conducted a survey among a sample of exporters concerning their relationships with independent intermediaries in terms of trust, commitment, communication, control and two performance variables; financial performance and strategic goal achievement. Five years thereafter the author contacted the same companies again and questioned which independent intermediaries had been replaced in the period. The author then compared the replaced intermediaries with the extended intermediaries before they were replaced and analysed changes in the evaluations of the relationships and of the performance after the replacement. Findings – The relationships with terminated intermediaries that were replaced by sales subsidiary or home-based direct sales were characterized having higher trust, communication and control than extended relationships before replacement. While it may be surprising that these quite successful relationships were terminated, this is in line with internationalization process theories. The replacements, both intermediaries that were replaced by other intermediaries and by sales subsidiary/home-based direct sales, were highly successful in terms of improvement in performance and behavioural relationship variables. Research limitations/implications – The empirical findings are limited by the sample and by data collection from the principal only in the dyadic relations. Practical implications – International independent intermediaries should analyse the likelihood of being replaced by the principal because the relationship or the performance is unsatisfactory, but also because of satisfactory evaluations. Terminations of satisfactory relationships tend to be accompanied by change in operation mode to internal organization. The independent intermediary should in such cases build a defence structure against unwanted termination and/or prepare for buyout. The success of the replacements suggests that international marketers benefit from being proactive in replacing intermediaries with new intermediaries or with a hierarchal entry mode. Originality/value – This is the first study that applies most of these variables from interorganizational relations theory in the study of international independent intermediary replacements. It is also the first to give insight into the consequences of intermediary terminations.

show abstract

“…Segundo Hobbs (1996), trata-se de uma análise que emerge quando uma das partes fez investimentos para a transação que tem pouco ou nenhum valor para usos alternativos. Ou, segundo Bello & Lohtia (1995), investimentos que são dedicados a um relacionamento de troca e não podem ser reempregados a usos alternativos. Azevedo (1996) define como os ativos que não são reempregáveis a não ser com perda de valor.…”

Section: A Especificidade Dos Ativosunclassified

“…Quanto maiores forem as incertezas com relação a elas, maiores as motivações para as empresas procurarem por estruturas de governança das transações que minimizem custos de transação (Bello & Lohtia, 1995).…”

Section: -Análise Ambiental E Impactos Para O Canalunclassified

“…Para que uma visão geral possa ser estabelecida, as matrizes a seguir identificam fatores ligados a estes tipos de especificidade. Apóiam-se em listas elaboradas a partir de fatores buscados em Bello & Lohtia (1995), Klein et al (1990), Kozak & Cohen (1997) Bello & Lohtia (1995); Klein et al (1990); Kozak & Cohen (1997) Bello & Lohtia (1995); Klein et al (1990); Kozak & Cohen (1997) Bello & Lohtia (1995); Klein et al (1990); Kozak & Cohen (1997) e nas diversas entrevistas realizadas.…”

Export Channel Design: The Use of Foreign Distributors and Agents

Cited by 76 publications

References 30 publications

Pricing to manage export channel relationships

Pricing to manage export channel relationships

Antecedents and consequences of replacing international independent intermediaries

Um modelo para planejamento de canais de distribuição no setor de alimentos.

Contact Info

Product

Resources

About