What do we know about buyer–seller negotiations in marketing research? A status quo analysis

Herbst, Uta; Voeth, Markus; Meister, Christoph

doi:10.1016/j.indmarman.2011.07.004

Cited by 58 publications

(44 citation statements)

References 92 publications

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“…This decision is embedded in ongoing negotiations with one or multiple potential suppliers (Herbst, Voeth et al 2011, Thomas, Thomas et al 2013 in which information continues to be gathered and analyzed to inform decisions. Negotiations also pose a potential source of mutual insight into differences in needs and opportunities to capture additional value (Reid, Pullins et al 2002, Olekalns andSmith 2013).…”

Section: Negotiation and Agreementmentioning

confidence: 99%

“…(E) Adoption of VBPS implicates the existence of mediationoriented activities aimed at turning mutual understanding of needs and capabilities into mutually valuable agreements. Specific procurement situation (Johnston and Lewin 1996), Specification (Cavinato 1992), Communication (Carr and Smeltzer 1999, Prahinski and Benton 2004, Paulraj, Lado et al 2008), Negotiation (Herbst, Voeth et al 2011, Thomas, Thomas et al 2013, Contracts (Talluri and Lee 2010, Caldwell and Howard 2014, Li, Ryan et al 2015, Chen, Dada et al 2017, Evaluation (Humphreys, Mak et al 1998), Logistics Halldorsson 2004, Rodrigue 2012), Ordering (Cardozo 1983),…”

Section: Internal Representation Of the Procurement Functionmentioning

confidence: 99%

“…None of the activities stated within SAAB's procurement process are new from a theoretical point of view; SAAB engages in activities such as specification (Cavinato 1992), communication (Carr and Smeltzer 1999, Prahinski and Benton 2004, Paulraj, Lado et al 2008, negotiation (Herbst, Voeth et al 2011, Thomas, Thomas et al 2013, contract drafting (Talluri and Lee 2010, Caldwell and Howard 2014, Li, Ryan et al 2015, Chen, Dada et al 2017, evaluation (Humphreys, Mak et al 1998), logistics Halldorsson 2004, Rodrigue 2012), and ordering (Cardozo 1983 First, the procurement process in the context of partner suppliers starts from the platform that the partnerships constitute. In other words, Value-Based Procurement lays the foundation on which the procurement process can stand and depart from.…”

mentioning

confidence: 99%

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The role of context, activities, and organization, in Value-Based Procurement

Larsson¹

2018

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This thesis explores the adoption of a Value-Based Procurement Strategy. A procurement strategy is value-based when it facilitates procurement to develop attractive value propositions for both suppliers and internal stakeholders. The procurement function, including its activities and organization, and the collaboration with suppliers, are shaped to achieve this goal. SAAB, a Swedish military fighter airplane manufacturer, has been driven to adopt such a strategy by its surrounding context and market position, which demand that SAAB find new ways to attract key suppliers. SAAB responded to this demand by offering suppliers alternative benefits in terms of, for example, knowledge, intelligence, standardization, co-marketing, and prioritization. SAAB offers the empirical opportunity taken by this thesis to explore Value-Based Procurement.A theoretical framework built on literature on procurement in terms of procurement context, procurement activities, and procurement organization informs this study. The framework also encompasses literature on value and value propositions. A value perspective describes well both how SAAB's procurement function has been shaped, and the work that the procurement Värdeerbjudanden är verktyg för att utveckla inköpsstrategi och för att exekvera på sådan strategi i inköps arbete. Denna avhandling fördjupar också förståelsen för värde genom att förespråka en parallell syn på samutvecklat värde för kund och leverantör. Slutligen bidrar den till inköpsliteraturen genom att visa att den köpande sidan också kan erbjuda värde. Denna avhandling bidrar till företagsledare genom att illustrera hur en Värdebaserad inköpsstrategi kan införas och möjliga anledningar till varför den borde införas. Den föreslår också "value actions" som möjliga satsningar på att förbättra Värdebaserad inköpsstrategi.-viii --ix -

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Section: Negotiation and Agreementmentioning

confidence: 99%

Section: Internal Representation Of the Procurement Functionmentioning

confidence: 99%

mentioning

confidence: 99%

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The role of context, activities, and organization, in Value-Based Procurement

Larsson¹

2018

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“…This "mental and behavioral software" of individuals has been studied in biology, brain science, and psychology (Goleman, 2006a(Goleman, , 2006bGrawe, 2004;Peters & Ghadiri, 2011), but these findings have been more or less neglected in international business research. And yet, dyadic human interaction, such as buyer-seller negotiations and opportunity development, are crucial IB encounters (e.g., Bush & Ingram, 1996, 2001Herbig & Kramer, 1992;Herbst, Voeth, & Meister, 2011;Johnson, Lenartowicz, & Apud, 2006;Muzychenko, 2008). An encounter refers here to an episode of intercultural interaction in which two persons face each other in a businessrelated situation that constitutes part of a relationship-building process.…”

Section: Motivation For the Studymentioning

confidence: 99%

“…Intercultural encounters have been extensively studied, particularly from the viewpoint of antecedents, influencing variables, and the interrelationships between influencing variables (cf. Bloemer, Pluymaekers, & Odekerken, 2013;Herbst et al, 2011). Intercultural competences, 1 that is, abilities to interact effectively and appropriately in intercultural encounters (Deardorff, 2006), are considered one of the keys for enabling the development of dyadic business relations (cf.…”

Section: Motivation For the Studymentioning

confidence: 99%