The Role of Retail Equity, Value and Relational Benefits in Building B2B Relationships in Retailing

Saura, Irene Gil; Ruiz‐Molina, María‐Eugenia; Berenguer‐Contrí, Gloria; Šerić, Maja

doi:10.1080/15332667.2019.1688599

Cited by 16 publications

(13 citation statements)

References 136 publications

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“…It introduces and views brand equity of the retail buying group in terms of recognition, image, quality, personality and loyalty, as relational outcomes generated by member retailers’ joint activities. This is in line with insights from brand equity literature (Aaker, 1991; Gil-Saura et al , 2020; Oh et al , 2020) and member retailers’ brand equity accessed by the joined retail buying group (Hernández-Espallardo and Navarro-Bailón, 2009), We defined the buying group’s brand equity as the extent to which a member retailer perceives a set of brand assets and liabilities that add value to the brand of a retail buying group. Specifically, by applying the insights of Hernández-Espallardo and Navarro-Bailón (2009), this study assessed the buying group’s brand equity.…”

Section: Methodsmentioning

confidence: 65%

“…This is because when member retailers perceive that a joined retail buying group possesses high brand equity, they are more likely to strategically integrate into the joined group. This viewpoint is appropriate and corresponds with that of some previous studies (Gil-Saura et al , 2020; Samu et al , 2012) that have analyzed the consequential effects of established brand equity on building B2B relationships. However, our conceptual framework differs from those studies.…”

Section: Theory and Conceptual Frameworkmentioning

confidence: 60%

“…Brand equity is the value added to a specific brand or a set of brand assets or liabilities (Aaker, 1991; Keller, 2020; Oh et al , 2020). The locus of brand equity has recently evolved from an individual or a firm brand in business-to-consumer (B2C) relationships (Keller, 2020) to a firm brand or trading equity in business-to-business (B2B) relationships in varying contexts, such as a retail franchise network or a buyer-seller relationship between a manufacturer and retailer (Davis and Mentzer, 2008; Dwivedi et al , 2020; Gil-Saura et al , 2020).…”

Section: Theory and Conceptual Frameworkmentioning

confidence: 99%

“…In cases where a retail buying group becomes highly competitive as member retailers are strategically integrated (Kennedy, 2016), more potential member retailers will take notice of the buying group’s quality and image (Calderwood and Freathy, 2014). In addition, as the retail buying group strengthens store personality, member retailers will increase commitment and loyalty toward the affiliated organization (Gil-Saura et al , 2020). In this way, the retail buying group can enhance brand equity in their organizations.…”

Section: Development Of Hypothesesmentioning

confidence: 99%

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Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Kim

2021

JBIM

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Purpose Drawing on the resource-based view, this study aims to investigate the conditions under which small- and medium-sized retailers can improve competitive benefits through the lens of brand equity and strategies for competitive advantage in retail buying groups. Design/methodology/approach This study collected 241 samples from small- and medium-sized supermarket retailers who joined retail buying groups in Japan. Findings This study offers two key findings. First, the results indicate that a buying group’s brand equity partially mediates the relationship between member retailers’ strategic integration and their buying group benefits. Second, member retailers with a stronger differentiation orientation strengthen the positive impact of strategic integration on the buying group’s brand equity and buying group benefits. The moderating effects of low-cost orientation were not found to be significant. Practical implications To highlight the sustainable growth of small- and medium-sized retailers in retail buying groups, which are often ignored in the extant literature, this study offers practical guidance on the importance of a buying group’s brand equity. In addition, based on the findings, this paper postulates that member retailers pursuing differentiation orientation, rather than low-cost orientation, are more beneficial to retail buying groups in terms of relational outcomes and performance consequences. Originality/value By conceptualizing brand equity in retail buying groups, this study suggests a novel approach for retail management that investigates how a buying group’s brand equity is linked to strategic integration, strategies for competitive advantage and buying group benefits from the viewpoint of member retailers.

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Section: Methodsmentioning

confidence: 65%

Section: Theory and Conceptual Frameworkmentioning

confidence: 60%

Section: Theory and Conceptual Frameworkmentioning

confidence: 99%

Section: Development Of Hypothesesmentioning

confidence: 99%

See 2 more Smart Citations

Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Kim

2021

JBIM

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“…Sharing information in this way increases the engagement of member retailers in the buying group and, consequently, the effectiveness of the group as a whole. This is because when relational benefits are attractive, member retailers will find more value in the relationship, which will increase their commitment (Gil-Saura et al , 2020).…”

Section: Discussionmentioning

confidence: 99%

Relations between merchandising information orientation, strategic integration and retail performance

Kim

Miao

2021

IJRDM

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PurposeThe purpose of this study is to investigate the conditions under which small independent retailers can improve their business performance by adopting a merchandising information orientation and strategically integrating into retailer buying groups.Design/methodology/approachThis study tests hypotheses using a hierarchical multiple regression model and data obtained from 241 supermarket retailers that are existing members of buying groups in Japan.FindingsThe results indicate that merchandising information orientation alone may not be a beneficial strategy for small independent retailers to improve their business performance; however, by combining a merchandising information strategy with strong strategic integration with a buying group, optimal benefits can be achieved.Practical implicationsThe findings highlight the potential benefits small independent retailers can gain from buying groups when pursuing a merchandising information orientation, which may prompt such retailers to actively integrate the policies and activities of the buying group into their business strategy.Originality/valueThe authors conceptualise retailers’ merchandising information in a model that demonstrates the link between a firm’s information strategy and its performance from the perspective of resource-based theory. Thus, this study advances the knowledge of the strategic behaviours of small independent retailers and provides valuable information for buying groups in the retail sector.

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Managing sustainable practices and logistics value to improve customer loyalty: importers vs. freight forwarders

Justavino-Castillo

Saura

Blasco

et al. 2023

WMU J Marit Affairs

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In B2B context, this study focuses on analysing the loyalty formation process from a set of antecedent multidimensional variables—sustainable practices and logistics value—and the moderating effect of type of customer in maritime transport from the user’s perspective. Based on a sample of 105 importing companies and freight forwarders in Panama, a structural equation model was estimated to test the research hypotheses. The results show the significant influences of sustainable practices on value and value on loyalty. The significant mediating effect of value in the relationship between sustainable practices and loyalty is also verified. It indicates the benefits of the presence of perceived logistics value in B2B relationships since it reinforces the intensity of the links between sustainable practices and loyalty. The moderating role of the type of business was confirmed. Amongst importers, sustainable practices show a significantly greater impact on logistics value than in the freight forwarders group.

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The Role of Retail Equity, Value and Relational Benefits in Building B2B Relationships in Retailing

Cited by 16 publications

References 136 publications

Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Role of brand equity and competitive strategies in the relation between horizontal alliances and its benefits

Relations between merchandising information orientation, strategic integration and retail performance

Managing sustainable practices and logistics value to improve customer loyalty: importers vs. freight forwarders

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