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• W319784503 abstract "Since the importance of managing relationships has been recognised there has been considerable conceptual development in relationship portfolio management. However, very little research has been performed on how practitioners apply this concept. Leek, Turnbull and Naude’s (2002) model found suppliers and buyers differed in their emphasis of the methods and information used for relationship management. This paper builds on the aforementioned model by investigating the similarities and differences of how auto/electrical manufacturing and financial services suppliers and buyers manage their relationships. Whilst the majority of financial services suppliers and buyers and auto/electrical manufacturing buyers combined three methods of relationship management, formal, documented system, personal judgement, meetings, auto/electrical manufacturing suppliers used only two. All of the sample thought commitment was an important variable for managing relationships. Suppliers from both sectors thought sales volume, profitability and relationship strength were important. Buyers from both sectors thought “willingness to adapt” and “investment in us” were important. However whilst financial services suppliers use cost to serve, auto/electrical manufacturing buyers suppliers use strategic importance and growth rate. Also, whilst financial services buyers use technological competence, innovativeness and capability were important, auto/electrical manufacturing buyers use purchasing volume and profitability. INTRODUCTION Since the early work of the IMP group (Turnbull and Cunningham 1981, Hakansson 1982) there has been widespread recognition of the importance of inter-company relationships to competitive success in B2B markets. This has been more recently recognised in consumer markets with the resulting emphasis on customer relationship marketing. The original IMP research was based on dyadic relationships, but theory has recognised that suppliers and customers exist in a network i.e. they have an array of diverse relationships they have to manage (Turnbull 1989, Easton 1992). Relationship portfolio analysis emerged as a tool for analysing and managing a company’s network of" @default.
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• W319784503 title "Managing Relationships and the Differences between Manufacturing and Service Industries" @default.
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