M any business-to-business (B2B) suppliers actively

Transcription

1 hristian Hmburg, Halina Wilzek, & Alexander Hahn Lking Beynd the Hrizn: Hw t Apprah the ustmers ustmers in Business-t-Business Markets Suppliers in business-t-business (B2B) markets ften apprah their ustmers ustmers with marketing ativities. Hwever, marketing researh laks an integrative neptualizatin f this phenmenn. The authrs address this vid by neptualizing a B2B supplier s marketing apprahes t indiret ustmers. Drawing n a literature review and a qualitative empirial study, the authrs identify three indiret ustmer marketing apprahes: diret ustmer dwnstream supprt, perative indiret ustmer marketing, and independent indiret ustmer marketing. They als prpse external (value hain-related) and internal (B2B supplier-related) mderatrs that influene the relatinship between a B2B supplier s marketing apprahes t indiret ustmers and its finanial perfrmane. The authrs argue that althugh pwer nstellatins and prdut value ntributin in the value hain determine the speifi indiret ustmer marketing apprah that will lead t finanial suess, internal prfessinalizatin f a B2B supplier s rganizatinal struture and presses further strengthens the psitive finanial impat f eah apprah. Keywrds: ustmers ustmers, indiret ustmer marketing, derived demand, business-t-business marketing, qualitative researh M any business-t-business (B2B) suppliers atively manage relatinships with nt nly their diret ustmers but als thse ustmers ustmers (Dahlquist and Griffith 214). Suh a strategy prvides B2B suppliers with valuable infrmatin n dwnstream market harateristis, reates prdut preferenes amng indiret ustmers, and ultimately aims at stimulating derived demand (Webster 2). Netwrk equipment supplier is, fr example, delivers its systems t servie prviders but als apprahes the servie prviders ustmers t learn abut their requirements. Similarly, B2B mpanies arss a brad range f industries and market stages apprah their ustmers ustmers with varius marketing ativities. Figure 1 shws illustrative examples. Despite the high relevane f indiret ustmers fr B2B suppliers, researh insights int this dmain remain sare and mainly business-t-nsumer (B2) riented. Althugh islated studies n market rientatin, ingredient branding, and push-pull marketing have aknwledged the imprtane f nsidering subsequent market stages beynd the diret ustmers, n neptualizatin has mbined the different perspetives and enrihed that mbina- hristian Hmburg is Prfessr f Marketing, hair f the Marketing Department, and Diretr f the Institute fr Market-riented Management, University f Mannheim, as well as Prfessrial Fellw, Department f Management and Marketing, University f Melburne ( hmburg@ bwl.uni-mannheim.de). Halina Wilzek is a dtral student, Marketing Department, University f Mannheim ( halina.wilzek@bwl. uni-mannheim.de). Alexander Hahn is Prjet Manager, HYV AG ( alexander.hahn@hyve.net). Inge Geyskens served as area editr fr this artile. 214, Amerian Marketing Assiatin ISSN: (print), (eletrni) 58 tin with evidene frm B2B markets (see Table 1). Mst reently, researh has alled attentin t the need fr an integrated neptual framewrk fr this underresearhed tpi (Grewal and Lilien 212). We address this researh gap and prvide three ntributins t previus researh. First, this study prvides a synthesis f the varius indiret ustmer marketing ativities prpsed in the literature and mplements them with findings frm a qualitative field study with B2B suppliers t develp a parsimnius but mprehensive neptualizatin f indiret ustmer marketing in B2B markets. Speifially, we assign single ativities t three verarhing apprahes: diret ustmer dwnstream supprt, perative indiret ustmer marketing, and independent indiret ustmer marketing. Mrever, we demnstrate that these apprahes represent different levels f hw intensively B2B suppliers rely n their indiret ustmers versus their diret ustmers. Frm a managerial standpint, the framewrk is bradly appliable t a range f B2B situatins and prvides guidane t B2B suppliers n ptins fr inrprating the derivative nature f their demand int their marketing strategies. Send, this researh adds t the understanding f the external value hain nditins under whih the three apprahes enhane a B2B supplier s suess. Frm a B2B supplier s standpint, it is imprtant t knw these nditins beause misallatin f resures t the respetive apprahes may hurt perfrmane thrugh nnrealized dwnstream value apture as well as thrugh nflits with diret and indiret ustmers. xisting researh has emphasized that suessful marketing t indiret ustmers requires sme bservable prdut value fr indiret us- Jurnal f Marketing Vl. 78 (September 214), 58-77

2 u s j s a Z - -tj 5- f Q *.S r* / "W T s» «" 2 s x; S I <D T<D F e. u Si * ^ -S -2 ass FIGUR 1 Graphial Definitin f Study Spe and Illustrative xamples X! w T5-4- * -4-J fi a </5 fi U u a* I J " * <D * - -4-J <t e m a< t /5 <u Ḏ G *-» <D " a. -4-J aj T - <D G - Q a, * -a / w "d xj " u. t-i 'I G. a S u - <D a 6 « G T <l n * S.2 l «<D H ex U X -a s 2 - a. a. a -a s tz A 41 a w!z5 «a «? _ +- s Sr! «2 g 2 1 I < h u Lking Beynd the Hrizn / 59

3 a *-* w «"5 ' 2 Q S w ( ) <n t X HI H 5 f. «4-» </ +4 </) ( a a < ) ) T t» </ w </ 'F L p ^ 'S I I x D.Q D Z ) +-* ) S.! - I : a T a D D 4 4-*, k. Z» S a i_ 4-* S e i - i = (/ 4-* r~ h -.5 t r - S. l 9 - Q.-S 2 «_ «p f Q_ 9- t t Q, r N ttl = u m r t -h t : 5 9 ^ n l D) S-- -^z as S a ^ 8 g g a: 2. i_ I e sq t 4-4= Q - n " t ~ ^ -? S " - 2 Q --S 4- $ =6 5 ^ T < a s 4- F 'g.hz a 4- i -.i= rzt- -a? a - 2 D < ' I S 2 -a u *- ' t 8 f t % 1 ^ 8..h= D ~ l S 8. 2 Q_. " s J Q_.9 t * - - D \J D M m " M Q.. Ql i \J Q " D \J Q k ' Q D «Q D ^ JZ = ) ' r " < D TD ID 1- D 8 D. p "a 5 - g S * 1 J= a. ~ D 2 B «Q Q_ Q_h- ~ - Q \j Q F ) iz «-5 w ^ _ - - ^ 1 ^ Q -jd 1 r; M = 4- - p P. ^ - u _ 2 2 a- q. 2 Z Q - ^ D? Q " 45. T5 F p 8 Q t - 8 ^ i w " a ^ ^ i-»- P ffl «- 2 - ^ 2 < " S w Q. «1 s iu _ - T5 D ^ g 5 D _ ' 't l a.! 8 S I - ' I I 8 <, 1 ' M~ - 8 t 2 a. *- 2 M- M ^ Q "D Z - k_ - I f 8 a ^ - as "a 8 1 D -P S 5?.2 - S -a r; P i_ ~ _ N Q..2.t; ~ ra I - _ I 1 ^ ^ - x ^ 1 P D^ 1_ B -8 t g s - g ^. 5 p = ~ g * «) a -8 F " "D D i i_ L L JD L D 1 L 1q L 1 L D D ' - " g- TD TD sz "D a -Q a D D m 8 -. i i ). i F ) M.X,rn I -.Q 1 h- _Q T Q 7 ' ' 42 M v_ if ) 8 l l 8 S D 6 / J u r n a l f M a rk e tin g, S e p te m b e r ).2 P SJ2 I s s 8 = 5 S ; S L «X F»- - Q -j= ) Z ^ 5. 'P m B $2. D «8 ^ - I S - i_ 1- ra 8 I 8 I I P Q_ ^ ^ (f) ' p ^ 6 1 =8 5 - M- ^ S H = <n l 4 w D D.f; 1 ID ^ f i w Z - p S < <n D - U 8 #a «8 A.. 9 D - - = ^ TD ".Q l.2 S T m SJ D"D ) 8 ^ t.2 = h: TD ^ _ ^ "D T ^ 4 * P u.9 8 ^ Q_ " * ; h- m p ' e 8 r «M X P p <- JD.S ' P P t S 5 i_ Q M - Q _Q?. w 5= 8 : 2 g. ID t? ~ ^ = M ) = 5 Q-.iz. - = H_ 5 j z B x 4- i_, i D» - Q- 8 "a R U 2.? M b- L- Q- _Q D ^ J= h F 2 a ~ 5 in «TD 1 D r~ g» S S ~ * ^ 8 h = ^ - P TD,i= p s ^ D -Q. P "D ' u ^ w; \j M = m g j ~rri D- r s p 8 = D. m 2?ts s i i i f.) 8 p $ D. 2 2 l L_ t TD, I ^ D.v L_ P ^ ; ^ z j=.t; S..1 w in X.Q = 2 D -4= 4= TD ^ X S S ~ M m in p 9 l Q- P 2 «-D D M D = a, _ P M «F ; = - M- 2. I a i L s - Ql D 4=. = -F.. ^ h n Q - x M Q. i 1! ) ; D IZ M : : - I I T : A i g 1.9 x: 1-p - Q - ) ^ 2 w P -Z 5 «t ; P m I2 Q- D) Q- JZ P 8. 1 ^ 2 L =

4 tmers as well as the absene f pwerful diret ustmers resistane t the strategy (Hillebrand and Biemans 211). We build n these findings and enrih them with insights frm a qualitative field study t neptualize prdut value fr diret and indiret ustmers as well as pwer nstellatins amng the B2B supplier, diret ustmers, and indiret ustmers as majr nditins fr suessful indiret ustmer marketing apprahes. In ntrast with prir researh, this fine-grained neptualizatin f prdut value and pwer allws fr mre nuaned prpsitins abut when t apply eah speifi apprah: diret ustmer dwnstream supprt, perative indiret ustmer marketing, r independent indiret ustmer marketing. Third, we extend previus knwledge by identifying managerially relevant measures that a B2B supplier an apply t strengthen the suess f its indiret ustmer marketing. An imprtant fus f prir literature is n measures that pertain t the B2B supplier-diret ustmer relatinship, suh as llabrative mmuniatin and speifi investments t enhane supplier perfrmane (Ghsh and Jhn 29; Jshi 29). We fus n anther imprtant but underresearhed dmain in whih a B2B supplier may take atin t leverage its dwnstream suess. Speifially, we prpse that a B2B supplier s struture- and press-related internal measures suh as allatin and rss-linking f vertial respnsibility, netwrk relatinship management, and netwrk perfrmane measurement prvide the B2B supplier with a mre prfund understanding f dwnstream markets. This understanding greatly fsters the finanial suess f marketing apprahes t indiret ustmers (Hillebrand and Biemans 211). M ethdlgy We draw n a mbinatin f literature analysis and a qualitative field study t develp a grunded mdel f B2B suppliers marketing apprahes t indiret ustmers (isenhardt 1989; Pratt 28; Strauss and rbin 1998). Figure 2 prvides an verview f the researh press. In the next setin, we fus n the desriptin f the qualitative field study. Data lletin In-depth interviews. In seleting interviewees, we relied n a theretial sampling predure t identify managers arss varius funtins and hierarhy levels frm different industries (see Table 2). verall, the sample nsisted f key deisin makers frm German B2B suppliers, a nfiguratin nsistent with the sample sizes remmended fr explratry researh (Mraken 1988). The interviewees were diretly invlved in the planning, design, and exeutin f the suppliers marketing prgrams and therefre had signifiant knwledge f indiret ustmer marketing. In develping the sample, we attempted t maximize diversity amng the partiipants s that we uld unver marketing apprahes ritial t indiret ustmer marketing and determine utmes and mderatrs appliable t multiple B2B situatins. Fr example, B2B suppliers bakgrunds varied in terms f experiene with marketing t indiret ustmers. Whereas sme suppliers had just begun t invlve indiret ustmers in their marketing strategy, thers had emplyed suh apprahes fr several deades. Furthermre, we inluded B2B suppliers frm different industries, market stages, and value hain strutures in the sample. Speifially, we inrprated imprtant B2B gds industries, suh as the hemial, metal-pressing, nstrutin material, eletrni devies, autmtive supply, mahines and equipment, and medial supply industries. Hwever, t ensure a minimum degree f firm mparability, we deided t fus exlusively n physial gds during the researh press. We strutured the interviews arund the fllwing questins: (1) Hw wuld yu desribe yur re business, market envirnment, and value hain harateristis? (2) What ativities d yu emply t address indiret ustmers? and () Hw d these ativities affet yur business? verall, we arefully phrased the questins t avid ative listening (Mraken 1988, p. 21). In additin, we gave managers the pprtunity t address ther aspets they nsidered imprtant. This step prvided additinal insights int the imprtane f indiret ustmer marketing fr B2B suppliers, whih ativities r effets they nsidered partiularly relevant, and what hallenges arse frm marketing t indiret ustmers. n average, interviews lasted 6 minutes. We auditaped and transribed the interviews exept in six ases, in whih the interviewees denied permissin fr rerding. Fr thse ases, we drew up written prtls during the interviewing press. In additin, all six interviewees prvided us with supplementary material, suh as drafts f the value hain struture and the marketing apprah t indiret ustmers. This infrmatin als helped us reprdue the relevant aspets f the interview. Arhival data. We inluded varius kinds f arhival data in the investigatin, whih were either prvided by study partiipants r fund independently in the firms urrent website r mpany reprts (see Table 2). Material prvided by the interviewees nsisted f detailed (internal) presentatins, brhures, and ther depitins that helped us understand their marketing apprahes t indiret ustmers. These handuts supplied highly valuable infrmatin suh as (1) value hain struture and harateristis f diret and indiret ustmers, inluding their pwer and influene relatinships; (2) heklists n prdut and brand value fr different market levels; () allatin f marketing and sales resures t diret versus indiret ustmers; (4) speifi ativities at the indiret ustmer level; and (5) hange presses frm diret t indiret ustmer marketing, and vie versa. Data Analysis and Interpretatin Data frm the different sures were ded arding t grunded thery (i.e., pen, axial, and seletive ding) by means f the qualitative data analysis sftware Atlas.ti, whih we used thrughut the ding press. As a first step, tw researhers independently undertk pen ding, whih is defined as the identifiatin f nepts and their prperties and dimensins in the data (Strauss and rbin 1998). Thrugh line-by-line analysis f the duments, the Lking Beynd the Hrizn / 61

5 Press Step Illustratin Main Results Rem aining Researh Questins ) s * f 5 X X Id 5 X x :: Q g <N Q ^! ^ L g ffi - ) Q (N Q.s T Q 5» ~ * & s- d D X d 1 Si Q *- d -a -*-* - * s: a *- " g t ^» d - X x * * L " QQ N 5 W QQ sx " 1- _ -< X 5 T n & X X S a * B X* H - B X #N B i s u * *-.2 5 B * *5 X! B X is X * e X Q a * S U L.S a ) X T.22 1 X X 5 X X 2 5 I J - X S d & ) S? ) *' a T d S d) in. 5 f Q "5 = B = <U. n «B d s v. s - = «I ^ 5-5 &J 1 g Ja -5 -g X»- d a) Uh 5 5 e x x B B Id Id.2 +- g b X J H S - S g X - Z S- (j X S * u d fi f * d x Q d Q 5 t «N* 62 / Jurnal f Marketing, September 214

6 TABL 2 Sample harateristis: Interviews and Wrkshps harateristi Number f Partiipants Interviews Wrkshps Industry hemial industry 9 1 nstrutin industry 6 Mahines and equipment 6 2 Autmtive 2 1 Medial supply 2 1 IT/eletrnis 1 ther 2 Value hain Psitin (Raw) material supplier 14 5 mpnent supplier 9 4 nd-prdut supplier 7 1 ther 2 Funtin Marketing and mmuniatin 12 Sales 8 5 Strategy 2 ther 8 4 Jb Title Xa 2 Diretr, vie president 11 1 Head f department 4 Manager 14 4 Prfessinalizatin f Indiret ustmer Marketing Apprah Advaned state 2 9 Implementatin state 5 2 xplratin state 2 1 Arhival Material Prvided Value hain (influene) depitins 12 Firm-internal strategy presentatins 1 1 Prdut brhures/desriptin 8 Firm web publiatins 5 2 ax inludes titles suh as hief exeutive ffier and hief marketing ffier. researhers identified relevant frms and ativities, utmes, and mderatrs f indiret ustmer marketing. n mpletin f the ding, the researhers mpared the results, disussed differenes in ding utmes (e.g., wrding, different interpretatins f the same fragments), and integrated the results f the ding and subsequent disussin int ne ding plan that displayed all relevant des with definitins and illustrative qutes (Ulaga and Reinartz 211). An independent researher rss-heked the translatin f qutes frm German t nglish. In the send step, we mved t axial ding, whih refers t the press f relating ategries t subategries alng their prperties and dimensins (Strauss and rbin 1998). Axial ding invlves reassembling the fragmented data frm pen ding t ntextualize the fal phenmenn and derive relatinal statements at a neptual rather than desriptive level (Strauss and rbin 1998). Speifially, we related the three marketing apprahes t indiret ustmers t nditins under whih they are suessful. Finally, we nduted seletive ding, defined as the integratin and refinement f the thery (Strauss and rbin 1998). This step invlved the integratin f the marketing apprahes t indiret ustmers, the majr utmes, and the mderatrs int an verall framewrk. The final framewrk enmpasses nstruts and prpsitins that hld arss the different firms, industries, and value hain psitins f B2B suppliers (see Appendies A, B, and ). As utlined, we applied the priniples f data and researher triangulatin t ensure the trustwrthiness f the results. In additin, we (1) rentated partiipants with reprts f the researh results and asked fr feedbak and (2) presented the researh results in tw independent manager wrkshps with five and seven partiipants frm different industries. Partiipants were asked t prvide written feedbak regarding the ideas, and verbal prtls f the subsequent grup disussins were prepared by an additinal researher during the sessin. verall, partiipants exhibited strng agreement with the framewrk. Their main ritiism invlved unlear definitins and missing illustratins, whih we subsequently redevelped and refined. The wrkshps prvided us with additinal illustrative material fr the framewrk. neptualizatin f Three Apprahes f B2B Supplier Marketing t Indiret ustmers and Their Finanial utmes We prpse three apprahes that a B2B supplier may fllw t invlve indiret ustmers in its marketing agenda: diret ustmer dwnstream supprt, perative indiret ustmer marketing, and independent indiret ustmer marketing (fr illustrative qutes, see Appendix A). These apprahes subsume different B2B supplier ativities and reflet a varying intensity f B2B suppliers reliane n diret and indiret ustmers. We disuss hw eah apprah is related t a B2B supplier s finanial perfrmane in terms f the supplier s prfitability (Palmatier, Dant, and Grewal 27). We hse this majr utme variable beause it invlves the nurrent nsideratin f hw the marketing apprahes t indiret ustmers affet a B2B supplier s inmes and sts. Speifially, frm a B2B supplier s standpint, it is imprtant t knw hw ptential additinal sts f nduting the apprahes an be justified thrugh the additinal value they reate. Diret ustmer Dwnstream Supprt Diret ustmer dwnstream supprt refers t a B2B supplier s marketing ativities aimed t its diret ustmers t supprt their perfrmane further dwnstream in the value hain. This apprah fllws the push marketing priniple prpsed in the hannel literature (e.g., Desai 2). A B2B supplier engaging in this apprah remains in the bakgrund rather than diretly apprahing its ustmers ustmers t prmte its prdut. This apprah ften implies a thrugh knwledge f indiret ustmer needs and requirements. Fr example, a supplier f industrial printers explained, Lking Beynd the Hrizn / 6

7 The buyers f ur mahines print pakaging fr the smetis, fd, and pharmaeutial industry. The regulatins fr pakaging are rather restritive in thse industries. We need t nsider these regulatins when develping ur printers. A B2B supplier may als atively train diret ustmers in the understanding and usage f its prdut. A manager frm a B2B supplier in the nstrutin industry stated, We train the brik prduers in understanding the qualities f the speifi ating tehnlgy. That is, they shuld be able t utline vis-a-vis gvernmental infrastruture planners hw the ating absrbs arbn dixide frm the air and thus redues pllutin. With diret ustmer dwnstream supprt, a B2B supplier may be able t imprve its finanial perfrmane by gaining greater larity n the diret ustmers market envirnment and develping a better understanding f hw it an supprt diret ustmers businesses with apprpriate slutins and training (Jshi 29; Narver and Slater 199; Ulaga and ggert 26). Mrever, n the st side, timely knwledge f dwnstream needs and regulatins aelerates peratinal readiness and prevents majr ex pst adjustments f the B2B supplier s prdut. Hwever, the dwnside is that if indiret ustmers annt identify this speifi indiret supplier in the diret ustmers fferings, the supplier still remains replaeable with ther (pssibly heaper) suppliers. A supplier frm the eletrni mpnent industry explained, ur mpetitrs prduts st abut [x] eurs per piee. They have high energy nsumptin at end-user stage [the indiret ustmers]. ur tehnlgy redues energy nsumptin signifiantly but is many times mre expensive. We had a hard time nvining ur [diret] ustmers that they shuld apply ur tehnlgy as this wuld lead t signifiantly lwer peratin sts fr their ustmers. ur [diret] ustmers were skeptial that their ustmers wuld be willing t pay a prie premium fr this mpnent. ften, we lst the deals t the heaper mpetitin. Thus, even if B2B suppliers develp tehnlgies that are highly valuable fr their ustmers ustmers, diret ustmers ften hesitate t pay prie premiums fr suh prduts. T verme these barriers, sme B2B suppliers ast ff their annymity in the value hain and atively apprah indiret ustmers t prmte their prduts. perative Indiret ustmer Marketing perative indiret ustmer marketing refers t jint marketing ativities f a B2B supplier and its diret ustmers aimed at indiret ustmers, thus mbining elements f push and pull marketing. A supplier engaging in this strategy steps ut f the bakgrund and, tgether with the diret ustmers, intrdues itself and its prdut r brand t indiret ustmers. A prminent instrument in this ntext is ingredient branding, whih refers t the prmtin f a mpnent brand t end users (Simnin and Ruth 1998). In additin, B2B suppliers and diret ustmers may engage in mre interative ativities with indiret ustmers (fr further illustratin, see Appendix A). Fr example, a supplier f eletrni mpnents said, We partiipate in ustmers radshws t prmte ur tehnlgy within ur ustmers prdut. This prvides us with the pprtunity t persnally meet end ustmers and explain ur tehnlgy. perative indiret ustmer marketing enables a B2B supplier t leverage its finanial perfrmane by emerging frm annymity and reating indiret ustmer preferenes. Tgether with the diret ustmers, the B2B supplier may realize brand spillver effets, a differentiated and ustmized dwnstream ffering, and a prie premium fr bth itself and its diret ustmers (Ghsh and Jhn 29). n the st side, this apprah allws fr sharing f marketing sts with the diret ustmers. It als ensures tehnlgial mpatibility between the B2B supplier s and the diret ustmers dwnstream fferings, reduing the need fr ex pst adaptatins. A B2B supplier frm the hemial industry explained, If yu are nt endwed with a large marketing budget, peratin with diret ustmers is ften a viable way t prmte yur prdut t indiret ustmers. Fr example, we jintly prdue end-prdut prttypes t demnstrate hw the mbinatin f the tehnlgies reates speifi utmes. n the dwnside, suh a perative apprah requires rdinatin amng the partners. In the wrds f a supplier f hemial materials, We have emplyed bth apprahes [perative vs. independent indiret ustmer marketing] at the same time and bserved that wing t rdinatin issues, it tk 6 t 12 mnths lnger t push an innvatin int the market when we perated with diret ustmers. The innvatin rate in ur business is s high that we have t ahieve market penetratin as fast as pssible. Thus, we had t give up engaging with diret ustmers when wrking with ptential dwnstream adpters f ur prdut. Furthermre, the diret ustmers willingness t perate ften ends when they antiipate signifiant swithing sts related t a B2B supplier s tehnlgy. As the supplier f hemial materials further detailed, Fr the ar manufaturers [the indiret ustmers], ur material had imprtant funtins. Nevertheless, diret ustmers are relutant t adpt the material as they have t adapt mahines and gain knwledge f the material. Therefre, nvining the diret ustmers f the advantages f peratin is diffiult in suh a ase. Sme B2B suppliers reahing similar limits give up perative indiret ustmer marketing and independently apprah indiret ustmers t prmte their prduts. Independent Indiret ustmer Marketing Independent indiret ustmer marketing refers t the B2B supplier s independent marketing ativities aimed t indiret ustmers withut peratin and rdinatin with diret ustmers. This apprah fllws the pull marketing priniple prpsed in the hannel literature stream (e.g., Desai 2). A B2B supplier engaging in this apprah 64 / Jurnal f Marketing, September 214

8 steps ut f the shadw f the diret ustmers and intrdues its prduts independently and diretly t indiret ustmers. Fr example, t eduate indiret ustmers abut their prdut, many B2B suppliers in ur study prmte their brand in trade jurnal advertisements, in prdut brhures, r thrugh prdut samples. We als bserved sphistiated ativities aimed at indiret ustmers. A supplier f metals prvides the fllwing example: We have intrdued a key aunt management fr large manufaturers f ars and eletrni devies. Thse manufaturers use mahines that are prdued f steel. We prmte the durability f ur steel in sales fre visits, wrkshps, and rundtable meetings with thse manufaturers. ur aim is that the manufaturers remmend that their mahine suppliers use ur material. Independent indiret ustmer marketing has the ptential t enhane the B2B supplier s finanial perfrmane. Speifially, indiret ustmers may begin t expliitly demand the supplier s prdut, manifesting a pull effet. Furthermre, innvative prduts fr whih diret ustmers sense a market pull frm dwnstream will be aepted mre easily, partiularly if thse diret ustmers have swithing sts t the new prduts r the new prduts are assiated with a prie premium. A supplier f ar systems explained, If we were nt able t prvide the ar manufaturers with results frm lead user develpment that shw that ur systems exhibit end user aeptane, the ar manufaturers wuld stp demanding the systems. n the st side, the independent apprah avids the st f rdinatin with diret ustmers and allws fr the aquisitin f large indiret ustmers that influene the suring deisins f multiple B2B suppliers diret ustmers. The dwnside f suh an independent apprah is the risk f diret ustmer nflit. Speifially, diret ustmers that are pwerful market leaders may delist the B2B supplier if they pereive its independent ativities aimed at indiret ustmers t be llusive. A prduer f nstrutin materials in the explratin phase fr independent indiret ustmer marketing stated, We plan t prmte ur prdut diretly t building wners. At the mment, we d nt knw if we shuld d this tgether with the installers [the diret ustmers] r alne. n the ne hand, we think that installers will be pleased abut this supprt. n the ther hand, we d nt knw hw they will reat if we ignre them. Independent ativities with indiret ustmers may als be ineffetive if the indiret ustmers dubt that the prdut ntributes suffiiently t their business. Fr example, Hillebrand and Biemans (211) shw that indiret ustmers need t be able t assess prdut value fr their business. therwise, an upstream supplier will be less likely t engage with these market stages. In the wrds f a supplier f vehile mpnents, The deisin n ur mpnent remains with the vehile manufaturers. The end ustmers are nt interested in this mpnent. In summary, althugh eah marketing apprah t indiret ustmers has the ptential t stimulate finanial perfrmane, eah als mes with pssible dwnsides that may dampen the psitive finanial utmes. Therefre, we examine the value hain-related nditins under whih the apprahes lead t psitive finanial perfrmane. Mderating Rle f xternal Value hain harateristis: neptualizatin and Researh Prpsitins We fus n tw majr mderatrs f the relatinship between the B2B supplier s indiret ustmer marketing apprahes and its finanial perfrmane: the B2B supplier s prdut value ntributin fr diret and indiret ustmers and the pwer nstellatins in the value hain (see Figure ). The B2B suppliers arss different industries and value hain stages repeatedly emphasized bth nstruts in the interviews. Similarly, arhival duments that prvided infrmatin n the firm envirnment befre apprah implementatin ften ntained rientatin maps and harts displaying speifi prdut value ntributins and influene relatinships alng different value hain stages. Prir researh has supprted the finding that prdut value and pwer nstellatins represent majr nditins fr suessfully apprahing indiret ustmers (e.g., Dahlquist and Griffith 214; Ghsh and Jhn 29; Venkatesh, Mahajan, and Muller 2). With a fine-grained neptualizatin f the nstruts, we are able t derive prpsitins n when t apply eah speifi indiret ustmer marketing apprah t enhane finanial perfrmane. Appendix B prvides illustrative qutes fr the nstruts. Prdut Value ntributin fr Diret and Indiret ustmers neptualizatin. Prdut value refers t the benefitst rati f a prdut in the eyes f the ustmer. This value-based perspetive translates the differentiating prdut harateristis int the ntributin that thse harateristis prvide fr ustmer value. Value has multiple dimensins and may me either frm benefits suh as prdut quality, delivery perfrmane, servie supprt, r time t market r frm imprvements in diret, aquisitin, r peratin sts (Ulaga and ggert 26). In this study, we distinguish high and lw prdut value ntributin fr diret versus indiret ustmers and argue that the benefit-st pereptin f the same prdut may vary signifiantly in the different steps f the value hain. Fr example, a supplier f tehnial mpnents fr mahines explained, We mbine tw apprahes t market ur prdut: We highlight the durability and lw expsure t errrs t users f final prduts [indiret ustmers]. Fr thse users, dwntimes in the final prduts are highly prblemati and ur prdut signifiantly ntributes t the redutin f suh dwntimes. The prduers f the final prduts [the diret ustmers], n the ther hand, are interested in easy handling f ur mpnent and speifi lgistis advantages. Lking Beynd the Hrizn / 65

9 FIGUR neptual Framewrk 66 / Jurnal f Marketing, September 214

10 Researh prpsitins. We argue that a B2B supplier s prdut may prvide value differently at the diret and indiret ustmer levels, whih influenes the suess f its marketing apprahes. First, a prdut may develp its value ptential mainly at the level f the diret ustmers. This is the ase if the prdut displays speifi benefits r st advantages fr diret ustmers but laks suh harateristis fr indiret ustmers. In the field study, a prduer f ingredients fr atings nted, Fr the end ustmer, it desn t matter what ingredients a ating ntains. nd ustmers d nt buy atings beause f speifi ingredients. The harateristis f ur ingredient tgether with the prie are at the mment slely relevant fr the ating prduers. In suh a ase, the prdut value ntributin is highest fr the diret ustmers, whereas the prdut is nly minr fr subsequent market stages. We bserve that in suh a ase, a B2B supplier tends t adhere t diret ustmer dwnstream supprt t imprve its finanial perfrmane and t pereive marketing t indiret ustmers as ineffetive and ineffiient. Speifially, diret ustmers fr whih a B2B supplier s prdut prvides majr value (e.g., wing t redued usage st r enhaned features) may signifiantly benefit frm additinal supprtive ativities, suh as prdut ustmizatin t dwnstream requirements, training, r prttype tests nduted by the B2B supplier. This assistane benefits a B2B supplier s finanial perfrmane thrugh the enhanement f its verall fferings and the establishment f lng-term relatinships with diret ustmers with a ptential key supplier status (Ulaga and ggert 26). Thus, Pia: Under nditins f high prdut value ntributin fr diret ustmers and lw prdut value ntributin fr indiret ustmers, diret ustmer dwnstream supprt inreases a B2B supplier s finanial perfrmane. Send, if a B2B supplier s prdut prvides value nt nly fr diret ustmers but als fr indiret ustmers, the B2B supplier may strive fr perative indiret ustmer marketing t enhane its finanial perfrmane. In this ase, extending the target grups f marketing ativities t indiret ustmers expands the B2B supplier s basis fr preferene reatin and demand stimulatin t all relevant value hain stages while sharing the st f the ativities with diret ustmers (Ghsh and Jhn 29). Thus, P]b: Under nditins f high prdut value ntributin fr bth diret and indiret ustmers, perative indiret ustmer marketing inreases a B2B supplier s finanial perfrmane. Althugh in the latter ase, the B2B supplier s prdut nstitutes an imprtant value driver fr diret and indiret ustmers, we bserve that in sme instanes, B2B supplier prduts make their main value ntributin t indiret ustmers while being rather interhangeable fr diret ustmers. These nstellatins are ften prblemati if the diret ustmers at as gatekeepers fr the prdut. In suh a ase, a strng pull frm dwnstream is neessary t verme these market barriers. This situatin is similar t nditins in the B2 ntext, in whih retailers (whih ften fae high failure rates fr new nsumer prduts) expet their suppliers t advertise new prduts heavily t ensure a pull (Desai 2; Van verdingen et al. 211). Fr example, a supplier f engineering plastis explained, ur prdut is highly relevant fr ar manufaturers as the use f plastis helps t redue the weight f ars and, thus, fuel nsumptin. Fr the intermediate market stage, hwever, the adptin f the new materials implies nversin f mahines frm metal t plastis pressing and the learning f new handling skills. While diret ustmers have thse disadvantages n the st side, the material des nt prvide them with speifi advantages. Thus, verall, we bserve that fr prduts that manifest their value ptential mainly t indiret ustmers, B2B suppliers may emply independent indiret ustmer marketing t enhane their finanial perfrmane. Speifially, in this ase ativities aimed at diret ustmers require majr effrts and resures t nvine the diret ustmers f the benefits f prdut use. Therefre, indiret ustmers represent the mre reeptive target grup. Thus, diret interatin with them tends t aelerate prdut aeptane in the value hain, inreasing the supplier s sales inme while reduing the st f marketing. Thus, Pl: Under nditins f lw prdut value ntributin fr diret ustmers and high prdut value ntributin fr indiret ustmers, independent indiret ustmer marketing inreases a B2B supplier s finanial perfrmane. P w e r n s te llati n s in the Value hain neptualizatin. Pwer refers t the ability f ne value hain member t ntrl r influene the deisin variables f an assiated value hain member that is, ne firm s ptential t influene anther firm s beliefs, attitudes, and behavir (l-ansary and Stem 1972; Frazier 198). In this ase, we mpare the relative pwer in the value hain by examining whih partner is able t exert a majr influene n the hie f the B2B supplier s prdut n anther (adjaent) atr in the dyadi relatinship. Speifially, we investigate the relative pwer f the B2B supplier and the diret ustmers and the relative pwer f diret and indiret ustmers. We fus n fur speifi nstellatins that the field study results shwed t be partiularly imprtant: (1) the B2B supplier and the indiret ustmers are inferir t the diret ustmers (midstream lus f pwer); (2) the B2B supplier and the diret ustmers are partners f equal rank mpared with mre pwerful indiret ustmers (dwnstream lus f pwer); () the diret ustmers are inferir t the B2B supplier and the indiret ustmers (upand dwnstream lus f pwer); and (4) the B2B supplier faes pwerful diret ustmers, whih in turn fae pwerful indiret ustmers (mid- and dwnstream lus f pwer). Researh prpsitins. Depending n the pwer nstellatin in the value hain, a B2B supplier may enhane finanial perfrmane by hsing frm amng the three marketing apprahes t indiret ustmers. First, we argue that when diret ustmers are mre pwerful than the B2B supplier and indiret ustmers (midstream lus f pwer), diret ustmer dwnstream supprt enhanes the Lking Beynd the Hrizn / 67

11 supplier s finanial perfrmane. Under this nditin, the supplier an effetively address diret ustmers t prmte its prdut beause they exert signifiant influene n the hie f the prdut in the value hain. In additin, fr a B2B supplier, pwer inferirity t diret ustmers reates a prblemati market envirnment fr establishing relatinships with indiret ustmers. Pwerful diret ustmers ften represent market leaders r large-sale prdut buyers in nentrated markets, n whih the B2B supplier s business perfrmane strngly depends (e.g., wing t image transfer r purhase quantities). Thus, B2B suppliers tend t refrain frm irritating thse ustmers with ativities aimed t indiret ustmers. Fr example, a mpnent supplier frm the autmtive industry nted, Sme f ur [diret] ustmers are large and pwerful ar manufaturers. They d nt allw us t brand ur prdut within the ar. The main deider n this mpnent remains the ar manufaturer. This B2B supplier instead engages in a sphistiated prdut training prgram fr the ar manufaturers and thus fuses n diret ustmer dwnstream supprt t strengthen its relatinship with thse imprtant diret ustmers and imprve its wn finanial perfrmane. Thus, P2a: Under nditins f high pwer f diret ustmers relative t the B2B supplier and the indiret ustmers (midstream lus f pwer), diret ustmer dwnstream supprt inreases a B2B supplier s finanial perfrmane. Send, we argue that fr nstellatins in whih the B2B supplier and the diret ustmers are partners with equal pwer faing pwerful indiret ustmers (dwnstream lus f pwer), a perative frm f indiret ustmer marketing is reasnable. Researh n interfirm peratin has shwn that the balane f pwer between firms is an imprtant suess fatr f peratin (Buklin and Sengupta 199; Venkatesh, Mahajan, and Muller 2). In suh a balaned arrangement, gains are mre likely t be mutual, and firms d nt need t fear explitatin by a mre pwerful party (Palmatier, Dant, and Grewal 27). Mrever, in the ase in whih the B2B supplier and the diret ustmers are bth inferir t the indiret ustmer, they may bundle their fres t imprve their jint ffering and thus enhane their psitin with respet t large and pwerful indiret ustmers, suh as end users r riginal equipment manufaturers (Ms). Thus, P2b: Under nditins f high pwer f indiret ustmers relative t equally pwerful B2B supplier and diret ustmers (dwnstream lus f pwer), perative indiret ustmer marketing inreases a B2B supplier s finanial perfrmane. Third, we argue that if the indiret ustmers are mre pwerful than the diret ustmers, independent marketing t the indiret ustmers is desirable. n the ne hand, in a nstellatin with diret ustmers in an verall inferir market psitin (up- and dwnstream lus f pwer), B2B suppliers may diretly interat with eye-level indiret ustmers t enfre their prdut use in the value hain. Fr example, a large B2B supplier f hemial materials fr ars stated, We ndut innvatin wrkshps with large ar manufaturers [indiret ustmers] and bypass the intermediate market stage f small mpnent suppliers until prdutin starts. n the ther hand, an example frm the mahines and equipment industry illustrates hw a small supplier f eletrni mpnents is fred t use independent indiret ustmer marketing in a nstellatin with pwerful diret and indiret ustmers (mid- and dwnstream lus f pwer): We address the mahine users as they speify what harateristis the eletrni mpnents have t display in the end. They prvide their diret suppliers with speifiatin sheets where they demand mpnents like urs... In the next step, the mahine prduers deide n whih apprved supplier they selet frm the speifiatin sheets. Thus, fr markets with mid- and dwnstream pwer nstellatins, indiret ustmers tend t presribe t their immediate suppliers (i.e., the B2B supplier s diret ustmers) the use f speifi materials, mpnents, and final prduts frm upstream. In thse arrangements, it is effetive and effiient (and ften essential) fr the B2B supplier t address thse indiret ustmers t ensure that its diret ustmers will sure its prdut. Thus, P2: Under nditins f high pwer f indiret ustmers relative t diret ustmers (up- and dwnstream r midand dwnstream lus f pwer), independent indiret ustmer marketing inreases a B2B supplier s finanial perfrmane. In summary, we prpse that the finanial suess f the three marketing apprahes t indiret ustmers depends n whm a B2B supplier s prdut prvides value t and n whih value hain members pssess majr pwer. In the next setin, we illustrate hw a B2B supplier an further leverage a psitive finanial ntributin f its indiret ustmer marketing apprahes by adapting its internal struture and presses. Mderating Rle f Internal B2B Supplier harateristis: neptualizatin and Researh Prpsitins In this setin, we disuss internal fatrs f B2B suppliers that mderate the effet f all three marketing apprahes t indiret ustmers n finanial perfrmane. We prpse that all mderatrs strengthen the finanial impat f the B2B supplier s marketing apprahes t indiret ustmers, regardless f whether the supplier emplys diret ustmer dwnstream supprt, perative indiret ustmer marketing, r independent indiret ustmer marketing. Speifially, all three marketing apprahes require sme understanding f indiret ustmer markets. Ardingly, the mderatrs reflet a B2B supplier s internal adaptatins t inlude the indiret ustmers in the marketing strategy, 68 / Jurnal f Marketing, September 214

12 whih benefits all three apprahes by generating the required knwledge. As Hillebrand and Biemans (211) shw, a thrugh understanding f dwnstream markets is a majr driver f suessful marketing t indiret ustmers. In partiular, we fus n a herent set f mderatrs that aunt fr the degree t whih the B2B supplier prfessinalizes its marketing apprahes t indiret ustmers. In detail, we intrdue B2B suppliers struturerelated harateristis (allatin f vertial respnsibility and rss-linking f vertial respnsibility) and pressrelated harateristis (netwrk relatinship management and netwrk perfrmane measurement) that supprt the allatin f marketing resures in line with derived demand. Appendix prvides an verview f definitins and illustratins frm the field study. Allatin and rss-linking f Vertial Respnsibility neptualizatin. The allatin f vertial respnsibility reflets the extent t whih a B2B supplier implements resures suh as departments, teams, r emplyees that are respnsible fr diret and indiret ustmers marketing ativities. Althugh thse entities need nt fus exlusively n diret r indiret ustmers, bth target grups must be suffiiently vered within the rganizatinal respnsibility. Beause indiret ustmer marketing ften des nt generate immediate sales, emplyees may be relutant t devte effrt t indiret ustmers, espeially if they are unfamiliar with thse target grups. Furthermre, althugh emplyees may have reative ideas fr stimulating demand thrugh indiret ustmer marketing, their area f respnsibility may restrit their ability t fllw up suh ideas. Fr bth ases, an expliit definitin f indiret ustmers as a target grup and an allatin f respnsible entities ensure the inrpratin f the derivative nature f demand fr B2B suppliers int the rganizatinal setup. A B2B supplier an pe with this hallenge in varius ways (see Appendix ). Sme suppliers assign marketing and sales emplyees respnsibility fr bth diret and indiret ustmers at the same time, with sme rganizing their marketing arund different target industries. Fr example, in the hemial industry, prduts may flw int different dwnstream industries, suh as autmtive, nstrutin, r fd. A B2B supplier frm the hemial industry emplys a useful apprah in this ntext: We hire branh speialists with jb experiene frm dwnstream that have prfund knwledge abut the requirements f the distant value hain stages and the appliatin areas f ur prduts. In additin t ensuring the allatin f resures, the B2B supplier must ensure that different entities rdinate their ativities aimed t diret and indiret ustmers. Thus, we intrdue the rss-linking f vertial respnsibility as a mderatr, defined as the extent f rdinatin and mmuniatin between different entities (funtinal departments, teams, r emplyees) that are respnsible fr diret and indiret ustmers. Fr example, a respndent frm a B2B supplier f printing additives shwed us its rganizatin hart, whih displayed links between the marketing and tehnial department. Althugh the marketing department mmuniated with brand wners (i.e., indiret ustmers) and explained hw the additive ntributed t the attrativeness f the final prdut pakaging, the tehnial department ensured the tehnial feasibility with the printers (i.e., the diret ustmers). As previusly nted, the value prpsitin fr different stages f the value hain may vary, and as the example shws, this variatin may invlve different entities being respnsible fr different value hain stages. rsslinking f thse entities ensures a hlisti apprah t the value hain. In ntrast with the rss-funtinal integratin nstrut mmn in the literature, whih invlves failitating mmuniatin amng different funtins in the firm (e.g., Gatignn and Xuereb 1997), the nstrut as prpsed in this study refers t a brader ntext. Speifially, it may als invlve rss-linking f emplyees and teams that reside within ne funtin but have different respnsibilities (diret vs. indiret ustmers). Fr example, a supplier frm the rp prtetin industry explained, The rdinatin f ativities arried ut by sales reps and farmer advisers [at diret and indiret ustmers] is neessary. They all have ne supervisr fr ne regin. Researh prpsitin. We prpse that expliit allatin and rss-linking f vertial respnsibility strengthen the psitive relatinship between the B2B supplier s indiret ustmer marketing apprah and its finanial perfrmane. Speifially, fr diret ustmer supprt, rss-linking ensures that respnsible emplyees ntinuusly san the dwnstream markets fr relevant develpments and exhange their knwledge internally, enabling them t imprve their supprt fr the diret ustmers business. Fr perative indiret ustmer marketing, suh an apprah prmtes identifiatin f indiret target grups, evaluatin f the urrent value strength at the indiret ustmer level, and identifiatin f apprpriate diret ustmers with whih t perate. Fr an independent indiret ustmer marketing apprah, the assignment f dwnstream market respnsibility t emplyees prvides a thrugh understanding f hw diret and indiret ustmers are related t ne anther, whih pwer and influene relatinships exist, and when a B2B supplier may apprah indiret ustmers independently. Thus, P: (a) Allatin f vertial respnsibility and (b) rss-linking f vertial respnsibility strengthen a psitive relatinship between the B2B supplier s indiret ustmer marketing apprah (diret ustmer dwnstream supprt, perative indiret ustmer marketing, r independent indiret ustmer marketing) and its finanial perfrmane. Netwrk Relatinship Management and Netwrk Perfrmane Measurement neptualizatin. We prpse that t manage the mplexity f interrelatinships between diret and indiret ustmers, B2B suppliers must shift frm a ustmer relatinship management system t a netwrk relatinship management system. As we have disussed, understanding this mplexity is highly imprtant t apprpriate allatin Lking Beynd the Hrizn / 69

13 f resures t the three apprahes. We define netwrk relatinship management as the extent t whih B2B suppliers use an advaned ustmer relatinship management system that aunts fr netwrks; depits influene, deisin, and pwer relatinships amng market players (e.g., diret and indiret ustmers); and enables segmentatin alng the value hain, if neessary, t the end ustmers. As we have nted, existing pwer relatinships amng the players f a value hain as well as the value prpsitin f the prdut fr diret and indiret ustmers are imprtant mderatrs f a B2B supplier s marketing apprah t indiret ustmers. Thus, a netwrk relatinship management system shuld inlude these aspets in the lassi single (diret) ustmer infrmatin. Fr example, a supplier frm the mahines and equipment industry explained, The inlusin f all relevant ustmer, end-user, and planner infrmatin enables a targeted marketing tward the market players. In additin, shifting frm nventinal diret ustmer marketing t a mre sphistiated marketing strategy that inrprates indiret ustmers impses ertain hallenges n a B2B supplier s perfrmane measurement system. Speifially, marketing researh and pratie have alled fr the justifiatin f investments thrugh rrespnding returns (henhall 25; Hall 28). Ideally, a supplier investing in diret and indiret ustmer marketing shuld be able t evaluate whih utmes were ahieved by eah marketing apprah. A netwrk perfrmane measurement system refers t the extent f a marketing ntrl f returns frm marketing ativities aimed at diret and indiret ustmers and interrelated effets f the ativities (Hmburg, Artz, and Wieseke 212). As the field study results imply (see Appendix ), sme B2B suppliers may evaluate indiret ustmer key aunts fr the sales inreases they diretly indued. ther suppliers are supprted by their diret ustmers prvisin f feedbak when indiret ustmers have plaed rders after speifi marketing atins. Fr market situatins in whih disentangling the effets f different marketing apprahes is diffiult, firms may regularly ndut surveys f indiret ustmers t evaluate their status and reveal ptential prblems at the indiret ustmer level. A supplier frm the nstrutin industry gave this example: Tgether with a majr market researh institute, we mnitr ur brand status n a regular basis. This mnitring inludes respnses frm ur immediate ustmers as well as end ustmers. Researh prpsitin. Netwrk ustmer relatinship management and netwrk perfrmane measurement represent imprtant advanes in deisin supprt systems in that they leverage the relatinship between the B2B supplier s indiret ustmer marketing apprah and its finanial perfrmane. First, fr diret ustmer dwnstream supprt, thse systems display relevant infrmatin n the diret ustmer s business, suh as the prdut requirements f indiret ustmers and ptential perfrmane effets f previus marketing initiatives aimed t diret ustmers. The higher the knwledge quality f suh systems, the mre favrably diret ustmers may view the B2B supplier s expliit knw-hw, whih subsequently redues B2B supplier interhangeability (Ulaga and ggert 26). Fr perative indiret ustmer marketing, a B2B supplier may use a netwrk perfrmane measurement system t mnitr the speifi benefits and sts f peratin t reveal the ptential fr imprvements and detet disadvantageus peratin relatinships. Fr independent indiret ustmer marketing, suh systems an, fr example, prvide the supplier with infrmatin n the risk and feasibility f independent atins aimed t indiret ustmers. Suh infrmatin systems may als infrm the supplier abut new and unexpeted areas f appliatin fr its prdut further dwnstream. Thus, P4: (a) Netwrk relatinship management and (b) netwrk perfrmane measurement strengthen a psitive relatinship between the B2B supplier s indiret ustmer marketing apprah (diret ustmer dwnstream supprt, perative indiret ustmer marketing, r independent indiret ustmer marketing) and its finanial perfrmane. Theretial Impliatins Disussin This researh results in three majr advanements f thery. First, it prvides a mprehensive neptualizatin f three B2B supplier marketing apprahes t indiret ustmers: diret ustmer dwnstream supprt, perative indiret ustmer marketing, and independent indiret ustmer marketing. This neptualizatin enrihes previus researh findings by mving frm an islated, ativityfused investigatin f indiret ustmer marketing (e.g., advertising, ingredient branding) t a mre mprehensive, strategi nsideratin f B2B suppliers apprahes t indiret ustmers. It als enmpasses relevant ativities well beynd thse frm extant researh and reflets suppliers mtives behind the ativities. The results prvide marketing researhers with a mprehensive framewrk and vabulary fr referring t B2B suppliers ativities aimed t indiret ustmers, as reently requested (Grewal and Lilien 212). Send, this investigatin builds n and extends existing literature n value hain-related nditins f marketing apprahes t indiret ustmers by prpsing tw majr fatrs that affet the finanial ntributin f these apprahes: (1) the prdut value ntributin fr diret ustmers and indiret ustmers and (2) existing pwer relatinships amng the B2B supplier, the diret ustmers, and the indiret ustmers. Speifially, we illustrate that a B2B supplier faing pwerful indiret ustmers that extrat majr value frm its prdut must allate nsiderable marketing resures t these market players t beme a (sub)supplier in the value hain. Nevertheless, even if the supplier s prdut prvides nly minr value t indiret ustmers, diret ustmer dwnstream supprt (e.g., thrugh dwnstream market researh) is a viable way t imprve bth the relatinship with diret ustmers and the B2B supplier s perfrmane. This finding qualifies prir researh insights that the nsideratin f indiret ustmers 7 / Jurnal f Marketing, September 214

14 is desirable nly if a majr prdut advantage fr indiret ustmers is apparent (Hillebrand and Biemans 211). Third, this researh prvides an array f struture- and press-related mehanisms fr internal prfessinalizatin f B2B suppliers indiret ustmer marketing apprahes. Speifially, we argue that a B2B supplier needs t allate and rss-link resures that are respnsible fr distant market players as well as immediate buyers f the prdut. Thus, this researh adds t the understanding f hw a B2B supplier needs t adapt its strutural rganizatin in the fae f derived demand. Whereas previus B2 researh has aknwledged the need t allate resures t different value hain players suh as marketing resures t indiret ustmers and sales resures t diret ustmers (Webster 2) this study is the first t neptualize this phenmenn mre bradly and supplement it with the need t rss-link the single entities that are respnsible fr the different value hain stages. Furthermre, we shw that the nventinal setup f deisin supprt systems, suh as ustmer relatinship management and perfrmane measurement, fails t aunt fr the mplexity f dwnstream ustmer requirements and interrelatinships. The neptualizatin f netwrk relatinship management and netwrk perfrmane measurement, as prvided in this researh, represents a majr refinement f these nepts that reflets hw the B2B supplier must nsider the dwnstream market within these systems. Limitatins and Future Researh pprtunities As with all empirial studies, this researh has limitatins that prvide diretins fr further researh. Speifially, we fus n the derivatin f researh prpsitins frm a literature analysis and field data. We d nt test the prpsitins but instead ffer a researh pprtunity fr quantitative studies in the field (e.g., survey researh). In partiular, the results prvide future investigatins with a fundatin fr develping measurement sales t test the (mderated) effets f the varius indiret ustmer marketing apprahes n the B2B supplier s finanial perfrmane. We believe that quantitative empirial investigatin f the apprahes is imprtant t evaluate their finanial impat bjetively and, thus, t assess their relevane relative t marketing apprahes t diret ustmers. Suh empirial evidene fr return n investment f diret and indiret ustmer marketing may guide B2B suppliers in allating marketing resures alng the value hain. In additin, further lngitudinal qualitative apprahes uld shed light n the prfessinalizatin f indiret ustmer marketing ver time and reveal rganizatinal and external barriers t implementatin (e.g., Gebhardt, arpenter, and Sherry 26). Furthermre, we nduted the field study in the physial gds area. Hwever, servies display ertain harateristis suh as perishability, intangibility, and variability f quality that alter the reatin f preferenes at indiret ustmer levels. Thus, further researh uld investigate whether and hw B2B suppliers an apply indiret ustmer marketing apprahes t servies. Finally, we nduted the study with German B2B suppliers. T aunt fr differenes arss untries, further researh uld investigate the phenmenn f indiret ustmer marketing in untries that display strng ultural differenes. Beynd the researh diretins derived frm the limitatins, this study reates several ther researh pprtunities. We prpse five areas f ptential investigatin with rrespnding researh questins, as Table illustrates. First, further researh uld investigate additinal aspets that enhane r hinder the appliatin and perfrmane utmes f indiret ustmer marketing. Fr example, B2B supplier harateristis, suh as ulture and leadership, may prmte penness t indiret ustmer marketing apprahes. ther questins pertain t relevant harateristis f diret and indiret ustmers. Fr example, knwhw and innvativeness f diret and indiret ustmers may affet allatin f marketing ativities in the value hain. Send, whereas this study takes the perspetive f the B2B supplier, further researh uld investigate the tpi frm the perspetive f diret r indiret ustmers. We partiularly enurage researh that explres (1) hw B2B suppliers marketing apprahes t indiret ustmers affet diret ustmers and (2) hw peratin with indiret suppliers affets utmes at this market stage. Suh results wuld prvide valuable, unbiased insights int hw a B2B supplier s dwnstream marketing effrts have relatinal and finanial effets n ther market players. mpirial studies uld apply dyadi r triadi apprahes t math survey results frm the relevant value hain stages and validate B2B suppliers pereptins f their strategy ntributin further dwnstream. Third, we suggest expanding this researh t mre mplex value hain strutures. Speifially, we remmend the additin f multiple indiret ustmer levels and assume that the B2B supplier s prdut value tends t diminish further dwnstream. In additin, as we bserved that market players utside the value hain, suh as industry assiatins, affet buying deisins f diret and indiret ustmers, the questin arises as t hw the existene f suh entities influenes marketing resure allatin. Finally, researh shuld investigate hw diret selling t ustmers ustmers affets the B2B supplier s neptin f marketing strategy t thse target grups. Furth, further researh uld build n this study t hallenge lassi theries relevant fr marketing (Yadav 21). Fr example, transatin st enmis prpses market gvernane, vertial integratin, and hybrid frms (e.g., peratin) as gvernane strutures fr transatins. We enurage neptual researh that examines hw the indiret ustmer marketing phenmenn relates t thse gvernane frms. We als prpse applying netwrk thery t the fal tpi. Speifially, a B2B supplier s establishment f relatinships with indiret ustmers is mparable t the lsure f strutural hles within triads. In turn, this establishment affets previusly bridging atrs wh are the diret ustmers in this ntext (Burt 1992). Finally, we believe that applying strutural balane thery t the researh phenmenn wuld ffer insights int the ntributin f indiret ustmer marketing t balaned and unbalaned states in the triadi relatinship Lking Beynd the Hrizn / 71

15 TABL xamples f Researh Questins Dmain xplre additinal fatrs affeting indiret ustmer marketing mply the jint perspetive f diret and indiret ustmers Allw fr further mplexity f the value hain struture mpare with lassi theries applied in marketing nnet t disiplines utside marketing Ptential Researh Questins Hw d ther B2B supplier harateristis affet the hie f an indiret ustmer marketing apprah (e.g., prativeness, lng- vs. shrt-term rientatin, risk tlerane, reativity)? What diret and indiret ustmer harateristis affet a B2B supplier s indiret ustmer marketing (e.g., marketing strength, prdut and market knw-hw, prie sensitivity, innvativeness)? Hw d market nditins influene indiret ustmer marketing (e.g., tehnlgial turbulene, demand unertainty, mpetitive intensity, threat f vertial integratin)? Hw d preestablished relatinal ties in dwnstream markets affet the B2B supplier s marketing apprah t indiret ustmers? Hw des a B2B supplier s indiret ustmer marketing affet diret ustmers business (e.g., sales vlume, prfits)? Hw des it affet the relatinship with diret ustmers (e.g., trust, mmitment, satisfatin)? Hw des it affet the diret ustmers relatinships with their ustmers? Hw des a B2B supplier s indiret ustmer marketing ntribute t indiret ustmers business (e.g., sales vlume, prfits)? Hw des it affet the relatinship with indiret ustmers (e.g., trust, mmitment, satisfatin)? Hw des it affet the indiret B2B ustmers relatinships with dwnstream ustmers? Hw d the findings behave in value hains with several steps t the end ustmer? Wh are the relevant deisin influeners in the value hain (e.g., industry assiatins, servie prviders)? Hw d hybrid relatinships with indiret ustmers (i.e., diret and indiret supply relatinships) affet the B2B supplier s marketing apprahes? Hw are the researh results related t gvernane frms as prpsed by transatin st thery (market, hybrids, and vertial integratin)? Hw des netwrk thery relate t this researh (e.g., strutural hles)? With regard t strutural balane thery, hw des indiret ustmer marketing add t balaned and unbalaned states in the B2B supplier-ndiret ustmer-indiret ustmer triad? What types f systems applied in supply hain management aunt fr ustmers ustmers (e.g., demand freasting)? Hw an suh infrmatin be applied t marketing? Hw an indiret ustmer marketing ntribute t the slutin f supply hain prblems (e.g., bullwhip effet)? T whih nepts in management researh is this researh related (e.g., business mdel innvatin, blue versus red ean strategies)? between the B2B supplier and the diret ustmers, and indiret ustmers (Heider 1958). Fifth, future studies uld nnet the findings with insights frm ther disiplines. Fr example, researh n supply hain management indiates that suppliers further upstream ften fae diffiulty in freasting demand, as unertainty f primary end ustmers demand inreases further upstream (Lee, Padmanabhan, and Whang 1997). A B2B supplier may use infrmatin frm indiret ustmer marketing apprahes t redue suh unertainty. Finally, the results f this researh rrespnd with nepts in management researh. Speifially, further researh uld investigate hw indiret ustmer apprahes ntribute t the design and innvatin f business mdels (Ztt, Amit, and Massa 211) and the develpment f blue ean strategies that pen new market pprtunities fr B2B suppliers (Kim and Maubrgne 24). Managerial Impliatins Despite its neptual nature, this study has impliatins fr a B2B supplier s marketing t indiret ustmers. Speifially, we prvide a shrt step-by-step rad map fr a B2B supplier s entry int indiret ustmer marketing. First, a B2B supplier unfamiliar with indiret ustmers uld apply speifi measures t redue unertainty. As an example, t learn abut indiret ustmers, the supplier uld invest in internal resures, suh as small teams f experts respnsible fr the bservatin f dwnstream markets. Suh teams might assist tp management, marketing, and sales in deisins n whether an expansin f the market strategy t indiret ustmers is desirable. In additin, a B2B supplier may learn frm diret ustmers abut dwnstream markets in the urse f regular infrmatin exhange. Mre imprtantly, diret ustmers uld als be nsidered ptential dr peners t persnal interatin with dwnstream ustmers. Fr example, they uld invlve the B2B supplier in internal trade fairs r rundtable meetings with indiret ustmers. Finally, regular netwrking with players frm relevant industries uld prvide the B2B supplier with additinal insights int dwnstream nditins. Fr example, the B2B supplier might beme a member f different industry assiatins vering players frm multiple value hain stages. Send, we illustrate that the ntinuus and systemati lletin f ustmer data alng the value hain is a mplex (and, thus, stly) task fr a B2B supplier. Sme B2B suppliers dediate entire departments t diret and indiret 72 / Jurnal f Marketing, September 214

16 ustmer data lletin and management. T deal with the mplexity f dwnstream infrmatin with a limited set f resures, a areful stepwise mpletin f a netwrk relatinship management system fr submarkets wuld be viable. Suh a system shuld mprise infrmatin n the identity and the segment f relevant diret and indiret ustmers, their pwer and influene relatinships, and speifi prdut requirements with regard t the B2B supplier s ffering. Ideally, the tehnial system presenting these piees f infrmatin shuld be able t prdue graphs and maps refleting hw diret and indiret ustmers are related t ne anther. A B2B supplier frm the qualitative study prvided us with suh a map depiting the rle f players (e.g., deisin maker, key user, expert), the diretin f influene (uni- vs. bidiretinal), and the valene f relatinships (e.g., supprting, neutral, ppsing). Third, a B2B supplier shuld hse an apprpriate design fr its indiret ustmer marketing apprahes. T be suessful with diret ustmer dwnstream supprt, a supplier shuld be ne step ahead f its diret ustmers when it mes t speifi dwnstream knwledge. T identify areas f expertise that it may exlusively upy, the supplier might reate a market and prdut knw-hw prfile f diret ustmers as well as mpetitrs. Drawing n these insights, the supplier uld then generate relevant expertise and subsequently ffer training, nsulting, r prdut adjustments t diret ustmers. perative indiret ustmer marketing is a viable way t share the sts f sphistiated dwnstream marketing ativities with diret ustmers. Fr example, the B2B supplier, the diret ustmers, and the indiret ustmers might engage in jint innvatin wrkshps in whih the B2B supplier an take advantage f the immediate ntat t indiret ustmers t visualize the rle f its prdut in the diret ustmer ffering. Similarly, jint develpment f prttypes r test versins f new fferings uld diretly demnstrate the benefits and st redutin ptential f the B2B supplier s and diret ustmers jint ffering t indiret ustmers. A majr prblem fr a B2B supplier pting fr the independent indiret ustmer marketing apprah is the pssibility f irritating and ultimately lsing diret ustmers. Nevertheless, in sme ases the benefit frm pening new markets thrugh independent indiret ustmer marketing may finanially utweigh the lss f sme diret ustmers, as we learned frm the field study. We remmend that B2B suppliers arefully alulate arding senaris, supprted by a netwrk perfrmane measurement system that displays the atual and ptential finanial ntributin f diret and indiret ustmers. Lking Beynd the Hrizn / 7

17 w ) < i- a < ) ' p a <** ( Im < r x S2 Q.2 z Ill a. a) < a M m re re w re re re Q (A a. ( - < re ( ~ (/) 11 (A Z- re -2 is S t k. 2 t 5 t re q. re re ' 4- ID ^ (f) -Q =5 * _Q- 2 i e!. t p D - ±z -g n *- D) Hi I I ^ x!!. re «s - S. tj _ -S -a g 8 r - D = 6 ^ v_ m -S re S re re re s a.5 m Q t 8 l ^ ^ t. re t _* D is t re -. t re p ^ W W $ J._ "S _ ^ ) ^ - T - D P - "D. u 2 7 ;? re Ja; t t tt fretre I I P S i s.. a1 re5 5-2 a, t ST re 2 re re -< = q.re re re = t t re (n re 5 h s- = _g f S ^.9 2-re S re -*= ^ F g ( <J < T _ 2 8 re N re _ = g-<= T T j.j. «d i re. re t aj re *t: 5 D D. l a g -j= D.2 t re "5 2 re -re 2 8 re re *- re -4 ' re re s t = r =5 B. re re -2. 8, r e *,»- il P q_p P p re S i l gsgj 2*5$ l ^ t r e g r e ^ S - l UJ - s ^ g i: t j x: s i * g 5.2 tg tf "2 (j id re t S a j-s ^ re I S r e.= J -Q h- III!! ~ t Q) t * T t t ^ re <5 qj.2?,h= ^5 W -h :! ' «- D- «re g 5 2 re re -f re re ^ re 2 -re t re g-5 re re I - re r N Z S rr re re & 8 s 2 ~ " - - =, D ) - rei 's re re re. t re 8 re '7. ),. v ) - b is s ^ " w re ir t re t -re D ' r» & P -* 8 ) = P ^ ^ S a s i i l l ^ * -8 Q- _ g. re -2 " 2. R. Q_ ^5 ' S g - s.5 <: i? :. y -4= ) ^.2 g- Q- r - i_ ^ r e r e re D U re 8 g re re 8 U) w 8 P r ^ 'v-re 2 re t 8 w x:.f ^ 5 g re re ^ tj re re re re t -re t S p a) re f ^t ill «m ^ 2 re.t 5. re re k w.2 J= S re Z t t t t ~.h= T U. ^ ~ T " m re re - si B J= g 5 1 i S M 8 re r 1 D " 5 s ) 2 6) 2 "S ^5 i- P b S? t 8 b S 2 8 -^ - t - re a re m' 5 br \J Q.re. 1 Q" 2 g?. re - g re * I re 8 ^ -S - re! i 5 l m 2 si r~ 2 i_ t i= U.re t ) - I s $ =5 F l^ ~ ~ ^ III = _ g t ) B 2.S.2-p -. re ) ;g t t 5 re ^ -»- r- ^ 8, 1 re -I 9- re re -ref ^ F re t - g-re a S re -a r Q- ( a).re 't ^ 8 g _... a. - ) 5 ait «1 S I p ) D T ^ * " d) D " ^ a.. t re - S 8 i_ re a g r - re. t - t, re t" N re w 5 re b S 8 1 S) D Z= "8 t5 2 t re s = 5 ig - m- t. re ^ re a).-tt S -- ^ 2 t ^ re t rn = - ^ m T F- t a) re. «"re ^ d +* ai qj e r r.2 I - I s l l re5 g-^ re re re ^ re -a 2 t -5 re.2 re ) t t ^ re 8 ^ ' ^ v -5 t _ = re t s ~ Q. f l l S t! P r e 1 8 re 5 8 re)re 2 t = m : g=, re re «2 re t "R t l g. 5 l < " 8 -rere t re ; re -g re re 2 a T «2 re. f 8 1 x: L _ 8 8 D " 8 re re ^ 1 *- m D) i-»? ^ 2 -b b= L _ ~ ^ t=.f re re «2 re - 2 = re 't 5 re p re -= "t; i. t eg re ^ -.. P -8 l. - I1I! re 8 re re 1= 2 I _ - =^ ~ -Q S ' m f re a, re re t t.2.<1 2 =8, = re 8 8 re7 8 8 s L ^ - Q g 8 ^ U l i. re re t - re.2 5 t ~ t a.28 S re 8 Q eg J - Q. re 5 _ s j v- Q- Q -» s n d H "D g I r e re y- t t 2. re J r e f.2f re - 8 t re r e f 8 t is re.. 8 t g t s i k 2 ^ ^ re ~ re Q.1 t )8.2 re - U '"P ^ e D S i s r ^ +- i_ S re re 2 2 re re re -.2 : t 2 : '5 re -re 8 t=; 2 re re re 8! re re t re - 4 * t i re 2 e i I ^ a re 5 S S t re ;1 t e =( -. - ^, re t) Q- re t re D.re t t -f= -a re ^? t T P ).2 t t - t. re re re. 2 Q- g.«re n, «JZ S D is, - re ^ t r e p re.n t 8 re re. ~ _ re ^ 2 t *= S re < 'g ~ S S Q) P 1 * i ^ r i id ii g5 re r z ij b r Q_ P ) I 2 I 8 S re 8 ^ 8 ^ re,h= s a -1- re re re a 'P 2 re _ d Q- 'P a re 9 -Q? Q 2 t.re & l'p S - ^ s «- a /: 8 re U 2 t i l5 I - t «8 8 1 re re «.2 2 t re re 8 8 l 8 re <2 «.9 D * t re re t 8-8 S re -a ~ s re 8 L S 5 s S-.- Q r 8 g re-2 8 re r: 2 t g t. g g I t re "P 8 u re 8 re I ) ill ) S t ~ t P i- L L < = - re t 2-55»- 52.'a " 8 k - D!!il g l I 74 / Jurnal f Marketing, September 214

18 APPNDIX B Definitins and Illustrative Qutes f xternal Mderatrs (Value hain harateristis) V) L SZ (/) _ ID i s D). F s «) Q_ w J ": g D D D v- ~ D v: r-^ ) 5 - a e 2,. 1 ID ' D s Q. 5a Q- D) - Dt T " L I» I?«! 2 T. ^ TD t s 1 w f Q_ - -^ ^ D g ^ * tf 111. s. D) t U D T ^ r - ^ * J= f%-q. td =6 is - 2 _ :' - t D D t " *- g X ^ -Q ^ S r x a - S 1 ' X' f _ s r:.5 ^ D) D : jx; : = F D) I. D w "D j t D S 2 <D * -H zz p u t: 1 b.^ i2 ^ 1. i s - «^ J= 1 S - D - s 5. S D.a S! ^ a D, S D D r n. - W, ^ x - Q- - q r-d! Q - L.- L D 2? - s- i= -D t5 i- JD 1. ^.. " 1 s 5 S 8 s- W 5 ^ \J,2 (D n D - " 2 ^ TJ _ -a - V- T m w. = * < S «-2 «S DD<- I H I I & = s i g SI S = S t! m )x: x 8 i r e D ~ 5-*- r= «- r- : = ss TD.h: "g *- m i = -!_ *-' D) ID 2. Q. S ^ $ Sl ^ ~ e ~ ~ B.I w «Se i I s S LU 2 5* ZJ»- J= ^ D - - TD 2 2 Q-t D 2 2S b -2 5 ^ 2-2 ^ n <s - D) 2 ~ JD ) ) ^ r ^ g i! s ~ ^ Q D ' l. x: t ^ D *=L 5 = TD N * ' TD 2 p~.. g. t e l D) l 1 <5 uj, i- fi s II 1 2 i 2 ^ '5= a- D). D) i=? ' ^ S TD TD SZ 1 D H '8 r - TD «5 "5 H_ 2 TD -Q e : 2 ^ r r ^. 5 5 g r_ g - *- D. 1 Q_ «= "g ) r! - \r ^. 2 b-q < W D Q & I.- TD g 1- i_ g i= e - -p.b * SZ.«8 d - _D w ^ *_r D) g L_ i 1_-H= - ^ I- n " X) M- ^ D _g _ D = -JZ D^ M D ". td : f ^. - b lt III. ' e SZ L j= ^ Q-y= -Q 1 g ' I l ««2 ", 5 2 «s 5 L *- r-. =»_ ^ TD 1 SZ - - p Q. UJ nnetins between the players, (1) I I -Q 5 ~ (/) ' - s Lking Beynd the Hrizn / 75

19 in L_ i- a w D M Q in u. ra L. -g Q 2 Z Ui t s < in a <t ) D J ( a D ( s: w 8 - = -f / " j*: - a) ' ~ 5 u fl) 1- b -Q u - <= 8. ' -Q jz *-.Q S b '5 S s» T B Q rn!? $ ^ JZ L - J _ 9 ^ X «i r! _ S f t b = ^ i Q_ -j 8 - b p P F g S' s=e (/) iq 1 42 ^.!=. JT b i g-g ' - Q_ «Z Jr.2 m ZZ ' 1 -a i= ID! i Z «(De ^ -* ) - _ l U S l S _ 5 m : ~ re g S -Q * _ ) 2 «n S2 j» 2 ".9-. a sz ~ W T T -2 8 ««a 2 =5 5 ^ 4. D ^ +^i? i- -r-: r- t/) T ^ ^ 5 5 D?.Q-jz ^ r \ L I * (1) u g -2.2 ««i l l «JZ D D TD ~ -X -Q l_ JD L jb* K ^ ^. ^ =5 g- S-s. ISlip L"i- ^ -i.i= 8 «. g? 8 - : db 2.-D - _ ID JZ g- -a ^ _ a ) S. ^ f2 2 l 6 d <. 2 * ) Uj- 7, T : ^ I 8 2 ^ s Q Vp f 4= 1^1! «2 D _ g «8 t iz 2 - _ - m - g - g 'ja 2 Q % g L g-t.!_ S 1 S 2 - ir P D -D " k_ = r L D 1_ 1 1 '-5 D. I 5 * 2 ^ *- <D 1 v. ) ^ - J S 9-, TD lu v_ -D D 'i_ ') "D s z 1 L!q "D *D..8 ; ^ fl) s 5 «-n " i i e JD v- 1-8 & Q_ " ~ «- «D - L _ F = * H ^ 8 8 «e?! s D ^ T J D a D - _ - «2 ^. "B 9.5 -e 9- )S ^ D (S "D -Q D :.a r :. 8 - ^ i- M- 5 w «J 2 5 «1 t 1. 2 T b= B.2 r - r. R. 8 S S H- -Q D S I?*. p s "F g w _ JD l <n.1 ~ a 2 if) :. «^ x- 4= - ^ ^ sip.r ^! D ^ JD Q- ^ 2 UJ Is 11 itss II t l1.b " " JZ 1»- - t, 2 S- J b- p i ) -J= _.i= t= 2, t/i Z ^.tb -i= =." - ^ r JZ p J= P - : ^ r» p ^ w ID ^ -. -< ) 2 r «.2 -. Q. g 1 «8 ;! *= ^ -g 2 n 5. 8.b: 2 2 ^,p X 2 SZb r ^ ^ &2 - ;2 ' "F. - i l ) ^ S ~ if) S P.b: -^ -a - 'S - -= Slf tsq e _ -e k. x: D *- b: s ^ ^ d..s 8 Q_ p _.9- r 8 «8 2 j l *-»- g ^ ^ - i_ Q_ -?-2 g " S 2 S b- 2 - ra g «-. «S2 f - m - f? X u 5. -Q ^ i_ -* - $2 Q-? 2 D D *-T *- s L «8.S ^ S ^ JH Ị 1 V D.X _ \l D k " ^ Q 8 D 8 t J= S Dr g P _ m 2 e JZ I8.111 II e f = -. * _ i_ 1,. T g 8 9-S TT /1\ j ' P 9 sz t - D '. - T'J «s j m p- r - 9.ur 8 lu 2 «" Jd ".2 p M s =. ' 1 e!. I 2 B 8 ^ 1 s 8 '5 if.. - ^ j-e. B 8-^ ^ 'i q- ^. - li ; i 1_? g! - 8 Uj, g r ^ - ' ^ " li.is K. ^ _ D -=.9 z " j f i ^ L ' ^ = 2'z -),- L F.2 - JD JD *-? ra i» e -2 r q III. ^ g ^. "6 ^ P B Uj De.9 it= JZ & I ^ D JZ r- 8 8 «I ii m.ib tr L JZ -X ll r 1 5 t '. ; 88 t 1. Is L «8. ^ - - JZ.. ^ g ^ s II ^ " I D' 2-4= D - _ i2»_ s 2 JD i_ -X v_ T ) ^! : TD U UJ L-l UJ.: _ ^. ^.*tb 81.r ! 8.. = r 1.9 S " l l. t D 8 ~ Q--j d r.9 ^ 2 g -.. p i - *- Q) _ jz g.^ P. D 1 '^ * I-8. z. 1 T-1 l I 1 * ^ 8 L D JD ^ -. S V 5 SS - JD "8 9 JD ^. - r~ l fe -. _. S t? 8 l l ^.9 D" v_ t-jl 8 =5 1 ^ li I 8 ^ 9- ", b Uj - g b 8 fe-s ^ P S L- - Lu.e p.. TJ g «t.2 D ~ ^ 7 - g-. g g «8 ^ fz ^ S 76 / Jurnal f Marketing, September 214

20 RFRNS Buklin, Luis P. and Sanjit Sengupta (199), rganizing Suessful -Marketing Allianes, Jurnal f Marketing, 57 (April), Burt, Rnald S. (1992), Strutural Hles: The Sial Struture f mpetitin. ambridge, MA: Harvard University Press. henhall, Rbert H. (25), Integrative Strategi Perfrmane Measurement Systems, Strategi Alignment f Manufaturing, Learning and Strategi utmes: An xplratry Study, Aunting, rganizatins and Siety, (5), Dahlquist, Steven H. and David A. Griffith (214), Multidyadi Industrial hannels: Understanding mpnent Supplier Prfits and riginal quipment Manufaturer Behavir, Jurnal f Marketing, 78 (July), Desai, Kalpesh Kaushik and Kevin L. Keller (22), The ffets f Ingredient Branding Strategies n Hst Brand xtendibility, Jurnal f Marketing, 66 (January), 7-9. Desai, Preyas S. (2), Multiple Messages t Retain Retailers: Signaling New Prdut Demand, Marketing Siene, 19 (4), isenhardt, Kathleen M. (1989), Building Theries frm ase Study Researh, Aademy f Management Review, 14 (4), l-ansary, Adel and Luis Stem (1972), Pwer Measurement in the Distributin hannel, Jurnal f Marketing Researh, 9 (February), Frazier, Gary L. (198), n the Measurement f Interfirm Pwer in hannels f Distributin, Jurnal f Marketing Researh, 2 (May), Gatignn, Hubert and Jean-Mar Xuereb (1997), Strategi rientatin f the Firm and New Prdut Perfrmane, Jurnal f Marketing Researh, 4 (February), Gebhardt, Gary F., Gregry S. arpenter, and Jhn F. Sherry Jr. (26), reating a Market rientatin: A Lngitudinal, Multifirm, Grunded Analysis f ultural Transfrmatin, Jurnal f Marketing, 7 (tber), Ghsh, Mrinal and Gerge Jhn (29), When Shuld riginal quipment Manufaturers Use Branded mpnent ntrats with Suppliers? Jurnal f Marketing Researh, 46 (tber), Grewal, Rajdeep and Gary L. Lilien (212), Business-t-Business Marketing: Lking Bak, Lking Frward, in Handbk f Business-t-Business Marketing, Gary L. Lilien and Rajdeep Grewal, eds. Nrthamptn, MA: dward lgar Publishing, -12. Hall, Matthew (28), The ffet f mprehensive Perfrmane Measurement Systems n Rle larity, Psyhlgial mpwerment and Managerial Perfrmane, Aunting, rganizatins and Siety, (2/), Heider, Fritz (1958), The Psyhlgy f Interpersnal Relatins. New Yrk: Jhn Wiley & Sns. Hillebrand, Bas and Wim G. Biemans (211), Dealing with Dwnstream ustmers: An xplratry Study, Jurnal f Business & Industrial Marketing, 26 (2), Hmburg, hristian, Martin Artz, and Jan Wieseke (212), Marketing Perfrmane Measurement Systems: Des mprehensiveness Really Imprve Perfrmane? Jurnal f Marketing, 76 (May), Jshi, Ashwin W. (29), ntinuus Supplier Perfrmane Imprvement: ffets f llabrative mmuniatin and ntrl, Jurnal f Marketing, 7 (January), 1-5. Kim, W. han and Renee Maubrgne (24), Blue ean Strategy, Harvard Business Review, (tber), Lee, Hau L., Venkata Padmanabhan, and Seungjin Whang (1997), Infrmatin Distrtin in a Supply hain: The Bullwhip ffet, Management Siene, 4 (4), Mraken, Grant (1988), The Lng Interview (Qualitative Researh Methds Series 1). Newbury Park, A: Sage Publiatins. Narver, Jhn. and Stanley F. Slater (199), The ffet f a Market rientatin n Business Prfitability, Jurnal f Marketing, 54 (tber), 2-5. Palmatier, Rbert W., Rajiv P. Dant, and Dhruv Grewal (27), A mparative Lngitudinal Analysis f Theretial Perspetives f Interrganizatinal Relatinship Perfrmane, Jurnal f Marketing, 71 (tber), Park,. Whan, Sung Yul Jun, and Allan D. Shker (1996), mpsite Branding Allianes: An Investigatin f xtensin and Feedbak ffets, Jurnal f Marketing Researh, (Nvember), Pratt, Mihael G. (28), Fitting val Pegs int Rund Hles Tensins in valuating and Publishing Qualitative Researh in Tp-Tier Nrth Amerian Jurnals, rganizatinal Researh Methds, 11 (), Siguaw, Judy A., Penny M. Simpsn, and Thmas L. Baker (1998), ffets f Supplier Market rientatin n Distributr Market rientatin and the hannel Relatinship: The Distributr Perspetive, Jurnal f Marketing, 62 (July), Simnin, Bernard L. and Julie A. Ruth (1998), Is a mpany Knwn by the mpany It Keeps? Assessing the Spillver ffets f Brand Allianes n nsumer Brand Attitudes, Jurnal f Marketing Researh, 5 (February), -42. Slater, Stanley F. and Jhn. Narver (2), Intelligene Generatin and Superir ustmer Value, Jurnal f the Aademy f Marketing Siene, 28 (1), Smith, Daniel. and Jan P. wens (1995), Knwledge f ustmers ustmers as a Basis f Sales Fre Differentiatin, Jurnal f Persnal Selling & Sales Management, 15 (), Strauss, Anselm L. and Juliet rbin (1998), Basis f Qualitative Researh: Tehniques and Predures fr Develping Grunded Thery, 2nd ed. Newbury Park, A: Sage Publiatins. Ulaga, Wlfgang and Andreas ggert (26), Value-Based Differentiatin in Business Relatinships: Gaining and Sustaining Key Supplier Status, Jurnal f Marketing, 7 (January), and Werner J. Reinartz (211), Hybrid fferings: Hw Manufaturing Firms mbine Gds and Servies Suessfully, Jurnal f Marketing, 75 (Nvember), 5-2. Van verdingen, Yvnne M., Laurens M. Slt, rjen van Nierp, and Peter. Verhef (211), Twards a Further Understanding f the Anteedents f Retailer New Prdut Adptin, Jurnal f Retailing, 87 (4), Venkatesh, R., Vijay Mahajan, and iten Muller (2), Dynami -Marketing Allianes: When and Why D They Sueed r Fail? Internatinal Jurnal f Researh in Marketing, 17 (1), -1. Webster, Frederik., Jr. (2), Understanding the Relatinships Amng Brands, nsumers, and Resellers, Jurnal f the Aademy f Marketing Siene, 28 (1), Yadav, Manjit S. (21), The Deline f neptual Artiles and Impliatins fr Knwledge Develpment, Jurnal f Marketing, 74 (January), Ztt, hristph, Raphael Amit, and Lrenz Massa (211), The Business Mdel: Reent Develpments and Future Researh, Jurnal f Management, 7 (4), Lking Beynd the Hrizn / 77