Preview

The importance of being a preferred customer in order achieve competitive advantages from the supply base

Powerful Essays
Open Document
Open Document
5963 Words
Grammar
Grammar
Plagiarism
Plagiarism
Writing
Writing
Score
Score
The importance of being a preferred customer in order achieve competitive advantages from the supply base
University of Twente
School of Management and Governance
Chair of Technology Management
Prof. Dr. Holger Schiele

Term paper for the IBA Supply Management seminar
Quartile 3rd and 4th, 2010

Topic 3:

The importance of being a preferred customer in order achieve competitive advantages from the supply base Number of pages/words: 15/ 6790
Bibliography program used: Endnote

Enschede, 24th of April, 2013

Table of Contents

1. The importance of being a preferred customer
In the past decade, a shift occurred from closed innovation to open innovation. With traditional closed innovation, organisations heavily invested in R&D to create innovation internally. The change started when small companies were challenging multinationals with new innovations developed through open innovation. It became clear that involving external parties had a positive effect on the innovation capabilities of firms, and open innovation became increasingly important.1 In an environment characterised by open innovation, the focus of innovation is moving out of the laboratory of a single, self-contained firm and into a network of collaborating partners. Suppliers play an increasing role in such a network.2
Developments in recent decades have emphasized supplier consolidation and supply base rationalisation.3 This has led to supply markets with a limited number of suppliers, shifting the power balance toward the suppliers. This makes traditional price-oriented purchasing strategies unsuccessful, especially when critical or scarce components are involved.4 Coupled with the movement towards open innovation and supplier involvement to strengthen a firm’s innovation capacity, a new frontier of rivalry is opened. Resulting from the open innovation paradigm, competitors who have access to the best suppliers will be the best performers, and this makes the impact of preferential treatment strategic in nature.
“Preferred customer status” can be described as a



Bibliography: 1. Baxter, R. (2012). How can business buyers attract sellers ' resources? Empirical evidence for preferred customer treatment from suppliers. Industrial Marketing Management, 41(8), 1249-1258. 2 3. Blau, P. M. (1986). Exchange and power in social life. New Jersey: Transaction, Inc. 4 5. Chesbrough, H. W. (2003). The era of open innovation. MIT Sloan Management Review, 44(3), 35-41 6 9. Cordon, C., & Vollmann, T. (2008). The power of two: how smart companies create win–win customer–supplier partnerships that outperform the competition. Palgrave: Macmillan. 10 11. Day, A. (2011). How to be a customer of choice. CPO Agenda, autumn 2011, 41-45. 12 13. Dwyer, F.R., Schurr, P.H., & Oh, S. (1987). Developing buyer–seller relationships. Journal of Marketing, 51(2), 11–27. 14 17. Ganesan, S. (1994). Determinants of long-term orientation in buyer–supplier relationships. Journal of Marketing, 58(2), 1–19. 18 19. Hald, K. S., Cordon, C., & Vollman, T. E. (2008). Towards an understanding of attraction in buyer–supplier relationships. Industrial Marketing Management, 38, 960-970. 20 21. Harris, L. C., O 'Malley, L., & Patterson, M. (2003). Professional interaction: Exploring the concept of attraction. Marketing Theory, 3(1), 9–36. 22 23. Kanter, R. M. (1994). Collaborative Advantage: The Art of Alliances. Harvard Business Review 72(4), 96 – 108. 24. Lapierre, J. (2000). Customer-perceived value in industrial contexts, Journal of Business & Industrial Marketing, 15 (2), 122-140. 25. Lambert, D.M., Emmelhainz, M.A. and Gardner, J.T. (1996). “Developing and implementing supply chain partnerships”, The International Journal of Logistics Management, 7(2), 1-17. 26 27. Mentzer, J. T., Min, S., & Zacharia, Z. G. (2000). The nature of interfirm partnering in supply chain management. Journal of Retailing, 76, 549–568. 28 29. Nollet, J., Rebolledo, C., & Popel, V. (2012). Becoming a preferred customer one step at a time. Industrial Marketing Management, 41(8), 1186-1193. 30 31. Ohno, T. (1998). The Toyota Production System; Beyond Large Scale Production. Portland, OR: Productivity Press. 32 33. Ramsay, J., & Wagner, B. A. (2009). Organisational supplying behaviour: Understanding supplier needs, wants and preferences. Journal of Purchasing and Supply Management, 15(2), 127–138. 34 35. Schiele, H. (2012). Accessing supplier innovation by being their preferred customer. Research-Technology Management, 55(1), 44–50. 36 39. Steinle, C., & Schiele, H. (2008). Limits to global sourcing? Strategic consequences of dependency on international suppliers: cluster theory, resource-based view and case studies. Journal of Purchasing and Supply Management, 14(1), 3–14. 40 41. Walter, A., Muller, T. A., Helfert, G., & Ritter, T. (2003). Functions of industrial supplier relationships and their impact on relationship quality. Industrial Marketing Management, 32(2), 159-169. (Part 3,4) 42

You May Also Find These Documents Helpful