Impact of company and country antecedents on B2B buyer perceived supplier performance

Uddin, Jashim; Elliott, Gregory; Parvin, Salma

doi:10.1108/jbim-04-2021-0217

Cited by 4 publications

(3 citation statements)

References 94 publications

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“…Considering the direct impact of the COO effect on suppliers, Uddin et al (2022) examined the influence of product country images on a company’s image and identifies a strong relationship between product country image and supplier’s performance. This study focused on intermediate goods and business-to-business purchasing behavior in an international context (Uddin et al , 2022). Schätzle and Jacob (2019) studied the influence of country images on supplier selection in the automotive industry.…”

Section: Country Of Origin Theory: Possible Impact On Location Factormentioning

confidence: 99%

Profound changes in global sourcing? The country of origin theory and its effects on sourcing decisions

Koerber,

Schiele

2024

JBIM

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Purpose This study aims to examine decision factors for global sourcing, differentiated into transcontinental and continental sourcing to obtain insight into locational aspects of sourcing decisions and global trends. This study analyzed various country perceptions to reveal their influence on sourcing decisions. The country of origin (COO) theory explains why certain country perceptions and images influence purchasing experts in their selection of suppliers. Design/methodology/approach This study used a two-study approach. In Study 1, the authors conducted discrete choice card experiments with 71 purchasing experts located in Europe and the USA to examine the importance of essential decision factors for global sourcing. Given the clear evidence that location is a factor in sourcing decisions, in Study 2 the authors investigated purchasers’ perceptions and images of countries, adding country ranking experiments on various perceived characteristics such as quality, price and technology. Findings Study 1 provides evidence that the purchasers’ personal relationship with the supplier plays a decisive role in the supplier selection process. While product quality and location impact sourcing decisions, the attraction of the buying company and cultural barriers are less significant. Interestingly, however, these factors seem as important as price to respondents. This implies that a strong relationship with suppliers and good quality products are essential aspects of a reliable and robust supply chain in the post-COVID-19 era. Examining the locational aspect in detail, Study 2 linked the choice card experiments with country ranking experiments. In this study, the authors found that purchasing experts consider that transcontinental countries such as Japan and China offer significant advantages in terms of price and technology. China has enhanced its quality, which is recognizable in the country ranking experiments. Therefore, decisions on global sourcing are not just based on such high-impact factors as price and availability; country perceptions are also influential. Additionally, the significance of the locational aspect could be linked to certain country images of transcontinental suppliers, as the COO theory describes. Originality/value The new approach divides global sourcing into transcontinental and European sourcing to evaluate special decision factors and link these factors to the locational aspect of sourcing decisions. To deepen the clear evidence for the locational aspect and investigate the possible influence of country perceptions, the authors applied the COO theory. This approach enabled authors to show the strong influence of country perception on purchasing departments, which is represented by the locational effect. Hence, the success of transcontinental countries relies not only on factors such as their availability but also on the purchasers’ positive perceptions of these countries in terms of technology and price.

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Section: Country Of Origin Theory: Possible Impact On Location Factormentioning

confidence: 99%

Profound changes in global sourcing? The country of origin theory and its effects on sourcing decisions

Koerber,

Schiele

2024

JBIM

View full text Add to dashboard Cite

show abstract

“…From the buyer's perspective, industrial buyers carefully evaluate suppliers based on technical aspects (Malaval, 2001;Solomon, 2020). Industrial buyers tend to engage with marketers and/or specific brands that are identifiable and differentiated according to the buyer's perceptions of the supplier's performance (Low and Johnston, 2006;Uddin et al, 2021). Therefore, the buyer's engagement acts as a behavioral manifestation of brand awareness (Verhoef et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Analyzing the customer brand engagement model from the perspective of sellers and buyers in the B2B context

Susanti

Samudro

2023

JBIM

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Purpose This paper aims to investigate the influential aspects of industrial branding in building customer brand engagement from the buyer’s and the seller’s points of view. Collecting buyer and seller information is essential to understand business-to-business interaction better. Buyer’s and seller’s perspective integration is significant for stakeholders to develop proper strategies to achieve customer brand engagement. Design/methodology/approach This study uses a structural equation model to examine the antecedents of customer brand engagement from the buyer’s perspective; then, the result is compared with the seller’s view by conducting an analytical hierarchy process. The authors exercise 140 valid data from the buyer’s industry and 9 experts from the seller’s industry. Findings This study finds that in developing customer brand engagement, rational brand quality is the most influential from the buyer’s view and top priority from the seller’s view. Surprisingly, both parties have different perspectives about the second and third priorities. The buyers put emotional brand associations as a second priority; perceived value is meaningless and insignificant. On the contrary, the sellers set the perceived value as the second priority and emotional brand associations as the last. Research limitations/implications The respondents from the buyer industry cover various industries, and the research is limited to the buyer and the seller in the chemical polymer emulsion market, a market where product quality and application quality on the buyers’ side are essential and where the buyer–seller interaction is intense. Replicating the study in other industries and cultural backgrounds is recommended for generalization. Originality/value The paper’s novelty is that there are different priorities and perspectives from the buyer’s and the seller’s views. This study contributes to industrial brand engagement research studies. Investigation of the buyer’s and the seller’s perspectives in industrial brand engagement research studies is still limited.

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“…Stereotypes of nations may affect consumer attitudes regarding the country’s products and services; this phenomenon is known as the country-of-origin effect (Pegan et al , 2022; Pharr, 2005) and significantly impacts the international business-to-business (B2B) market (Chen and Su, 2012; Uddin et al , 2021). Due to this effect, nations started to develop sectoral brands [1], which in the branding literature are defined as umbrella brands created to represent and promote a group of several companies that sell products from the same country’s productive sector to other enterprises in the foreign market (Aparecida Castro et al , 2018; Capellaro et al , 2019; Espinoza and Torre, 2019).…”

Section: Introductionmentioning

confidence: 99%

Sectoral brand management: a social constructionist approach in the business-to-business market

Lourenção

Giraldi

Dinnie

2023

JBIM

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Purpose Sectoral brands are umbrella brands created to represent all companies’ products belonging to a country’s economic industry abroad to enhance their export performance. This study aims to explore the development of a sectoral brand model through the optic of the social constructionist perspective. Besides, this study also proposes to apply the model to a sectoral brand case in the business-to-business market. Design/methodology/approach The authors have developed a systematic qualitative literature review to provide a theoretical basis for the attributes chosen to compose the social constructionist sectoral brand management (SCSBM) model. To apply the model, the authors have conducted a series of 17 in-depth semi-structured interviews with the association’s managers that constitute the sectoral brand development, the director of the branding consultancy firm and specialists on place branding. Findings The authors present the SCSBM model, highlighting that sectoral branding should be seen as a dynamic and continuous process with the integrated participation of all industry stakeholders. Moreover, the authors have applied the model to the Brazil Fashion System brand. Research limitations/implications The main contribution to theory is the link between sectoral brand management and the social constructionist approach, being the first study, to the best of the authors’ knowledge, to propose this connection. SCSBM model extends previous work on sectoral brands by adopting a social constructionist view. Practical implications The SCSBM model might contribute to marketing professionals willing to develop sectoral brands across multiple economic sectors and geographies. Originality/value The study’s originality lies in developing the first model, which adopts a social constructionist approach to sectoral brands.

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Impact of company and country antecedents on B2B buyer perceived supplier performance

Cited by 4 publications

References 94 publications

Profound changes in global sourcing? The country of origin theory and its effects on sourcing decisions

Profound changes in global sourcing? The country of origin theory and its effects on sourcing decisions

Analyzing the customer brand engagement model from the perspective of sellers and buyers in the B2B context

Sectoral brand management: a social constructionist approach in the business-to-business market

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