Supply-chain pricing—A new perspective on pricing in industrial markets

Voeth, Markus; Herbst, Uta

doi:10.1016/j.indmarman.2005.08.010

Cited by 35 publications

(22 citation statements)

References 19 publications

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“…In these cases, trust acts as an alternative (and softer) mechanism for direct control (Williamson, 2008). Furthermore, there is strong evidence from the B2B supply chain literature that trust is an important factor for collaboration (Ellinger, 2000;Voeth & Herbst, 2006) and commitment (Christopher, 2000;Ndubisi, 2011), while it also ensures that partners are prepared for unanticipated disruptions in the supply chain (Ballou et al, 2000). In turn, these factors have a positive influence on firm GSCM performance (Vachon & Klassen, 2006bWalton et al, 1998).…”

Section: Trust Top Management Support and Contextual Setting: B2b Vsmentioning

confidence: 99%

“Green” supply chain management: The role of trust and top management in B2B and B2C markets

Hoejmose¹,

Brammer²,

Millington³

2012

Industrial Marketing Management

237

148

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Section: Trust Top Management Support and Contextual Setting: B2b Vsmentioning

confidence: 99%

“Green” supply chain management: The role of trust and top management in B2B and B2C markets

Hoejmose¹,

Brammer²,

Millington³

2012

Industrial Marketing Management

237

148

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“…Research on pricing in business-to-business markets is sparse, though some recent articles have shed light on various aspects of pricing, including supply chain pricing (Voeth and Herbst 2006), price planning (Lancioni 2005b), pricing in international markets (Forman and Hunt 2005), and pricing of integrated solutions (Sharma and Iyer 2011). In addition, recent research has also called attention to the study of value-based pricing (Hinterhuber 2004) as well as the need to understand the impacts and influences of key managers (Lancioni, Schau and Smith 2005), including the CEO (Liozu and Hinterhuber 2013), on price setting.…”

mentioning

confidence: 99%

Behavioral issues in price setting in business-to-business marketing: A framework for analysis

Iyer

Xiao

Sharma

et al. 2015

Industrial Marketing Management

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Highlights Managerial price setting processes are examined through insights obtained from behavioral decision making. Behavioral models of pricing provide realistic understanding of managerial price setting in business-to-business contexts. Issue understanding, cognitive biases and heuristics are offered as major managerial factors that impact price setting. An agenda for future research is offered along with managerial suggestions for price setting.3 Behavioral Issues in Price Setting in Business-to-Business Marketing: A Framework for Analysis AbstractBusiness-to-business pricing research has often focused on developing rational and normative frameworks and models for pricing issues, strategies and tactics. However, there has been less attention given to behavioral models that help us understand the realities of pricing and how managers actually set prices. Specifically, there has been less attention given to the various individual and group influences on the price setting process. We apply insights from a steadily increasing body of literature on behavioral decision making to identify some relevant behavioral issues that may affect managerial price setting processes in business-to-business contexts. We conclude with some implications for theory building and practice and an agenda for future research. Approaching the field of business-to-business pricing from the perspective of behavioral decision making, which contends that managerial cognitive biases are key sources for deviations 5 from optimal decisions, we attempt to understand the impacts of managerial factors on the price setting process. Our primary objective is to build a case for the study of managerial cognitions that could affect the use and application of normative frameworks of price setting. With this objective in mind, we attempt to make three distinct contributions to the current sparse research in the area of managerial influences on business-to-business pricing. First, we extend insights from behavioral research from various disciplines, including behavioral economics, management and behavioral finance, to understand how behavioral issues may contribute to the price setting process. While most existing research on business-to-business marketing focuses on the customer or the purchasing manager (e.g., Anderson et al. 2000), we place our attention on the manager in the selling or marketing firm. Second, we offer a preliminary framework that contends that managerial issue identification, cognitive biases and heuristics intervene in the Keywords

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“…The issue of determining SC-performance maximizing prices in a consumer market is addressed in the literature (see among others Cachon 1999, van der Veen and Venugopal 2000 as well as Voeth and Herbst 2006). It has been shown that retail prices determined from a SC's perspective lead to a significantly higher SC performance than retail prices set by component-based price optimization (Voeth and Herbst) or under a solitaire-scenario (van der Veen and Venugopal).…”

Section: A Supply Chain Perspective For Rbc and Gmentioning

confidence: 99%

Supply Chain Pricing in B-to-B Markets – A Case Study Application

Lanzenauer

Pohl

2007

J Bus Market Manage

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The purpose of this paper is to illustrate an effective coordination process in the B-to-B section of a supply chain. In particular the paper focuses on the interactions between a supplier of raw materials and a buyer processing them into end products in the food industry. These interactions are governed by a delivery contract. Under the terms of the current contract a season's entire crop is purchased at time of planting at an unit price per pound regardless of volume and quality delivered. This simplicity of the contract is an attractive feature of the interaction in the Bto-B section.It is shown that the supply chain's optimum cannot be realized with a single price. From several alternatives a pricing scheme is proposed in which prices are related to quality. The goal is to determine prices which facilitate the supply chain's maximum performance assuming rational behaviour of the supplier and the buyer. Conditions for realizing the supply chain's maximum are formulated and an approach is presented which generates a significant improvement in performance.

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Supply-chain pricing—A new perspective on pricing in industrial markets

Cited by 35 publications

References 19 publications

“Green” supply chain management: The role of trust and top management in B2B and B2C markets

“Green” supply chain management: The role of trust and top management in B2B and B2C markets

Behavioral issues in price setting in business-to-business marketing: A framework for analysis

Supply Chain Pricing in B-to-B Markets – A Case Study Application

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