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Journal of Retailing 91 (4, 2015) 586–609

Review

The Role of Marketing Channels in Supply Chain Management

Irina V. Kozlenkova a,∗, G. Tomas M. Hult b,1, Donald J. Lund c,2, Jeannette A. Mena d,3, Pinar Kekec a,4

a Broad College of Business, Michigan State University, 632 Bogue Street, N370, East Lansing, MI 48824, USA b Broad College of Business, Michigan State University, 632 Bogue Street, 7 Eppley Center, East Lansing, MI 48824 USA

c Collat School of Business, University of Alabama at Birmingham, 1150 10th Avenue South, Birmingham, AL 35294, USA d University of South Florida, 4202 E. Fowler Avenue, BSN 3226, Tampa, FL 33620, USA

Available online 12 May 2015

bstract

This paper synthesizes five decades of supply chain-related research from premier managerially oriented marketing journals and provides a tate-of-the-art integration and forecasting of where the field is heading. Such a review identifies where the field of supply chain management SCM) has been, where it is, and where it is likely to go within the domain of marketing. Importantly, our paper involves a strategic discovery of he anchoring of SCM thought in marketing. A prominent feature of this paper is a set of takeaways, delineated from the cross-section of SCM iterature bases (marketing channels, logistics, purchasing, and operations management) that will facilitate the development of the topic of SCM n marketing. These takeaways serve as agenda setters for future research and potential applications of SCM in marketing. Overall, we contribute o the marketing and SCM literatures by (1) reviewing the breadth of the most impactful literature on SCM that is directly connected to the field of

arketing, (2) summarizing the state-of-the-art of the SCM in marketing literature, and (3) forecasting via a series of integrated takeaways what

esearch is needed and where the SCM in marketing is likely to progress.

2015 New York University. Published by Elsevier Inc. All rights reserved.

eywords: Supply chain management; Marketing channels; Logistics; Purchasing; Operations management

D a m 2 r p I

Introduction

According to Forbes, Wal-Mart is the top company in the orld in terms of sales, has the 18th most valuable brand, and

s 26th in annual profits (Forbes 2014). Wal-Mart’s success is ften attributed to its excellent supply chain management (SCM) trategies and operations. Its past-primary competitor Kmart, on

he other hand, has struggled financially over the last few decades ith a notably less effective supply chain (Bogenrief 2012). umerous companies (e.g., Amazon, Apple, Cisco, Coca-Cola,

∗ Corresponding author. Tel.: +1 517 432 6461. E-mail addresses: [email protected] (I.V. Kozlenkova),

[email protected] (G.T.M. Hult), [email protected] (D.J. Lund), [email protected] (J.A. Mena), [email protected] (P. Kekec). 1 Tel.: +1 517 353 4336. 2 Tel.: +1 205 934 8837. 3 Tel.: +1 813 974 6232. 4 Tel.: +1 517 353 6381.

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ttp://dx.doi.org/10.1016/j.jretai.2015.03.003 022-4359/© 2015 New York University. Published by Elsevier Inc. All rights reserv

ell, H&M, Intel, Nike, Proctor & Gamble, and Starbucks) ttribute at least part of their success to supply chain manage- ent. At the same time, the results of a survey conducted in

013 show that fewer than half of company executives actually ecognize SCM as a strategic asset. Those that do will achieve 70 ercent higher financial performance on average (PwC 2013). n certain industries the results are even more impressive. For xample, SCM leaders in the telecom industry achieve 350 per- ent higher earnings before interest and tax than their lagging eers. SCM leaders in retail and consumer goods companies njoy inventory turnovers that are over 450 percent higher than hose less effective at managing the supply chain (PwC 2013). cademics also agree that firms without a well-managed supply

hain will have trouble surviving as global competition increas- ngly puts the financial squeeze on all sectors of the economy e.g., Hult, Ketchen, and Arrfelt 2007).

SCM spans several core business (and some non-business) elds, such as accounting (e.g., activity-based costing), finance e.g., total cost analysis), human resources (e.g., “actors” in the

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CM system), information systems (e.g., connecting resource ies and activity links), and strategy (e.g., leveraging SCM as

strategic weapon) (Hult, Closs, and Frayer 2014). However, ince one of marketing’s main concerns is delivering value to he end user, efficient supply chains are perhaps the most imper- tive for the marketing function: “When firms make mistakes nywhere within a supply chain, the effects can ripple through he chain in both directions. These effects include disruption to roduction, forecasting errors, inventory imbalances, stock-outs r damaged goods, all of which usually result in increased costs hat may have to be passed on to end users, thus reducing their atisfaction and loyalty” (Ellis 2011, p. 109). On the other hand, n effective and efficient supply chain allows firms to pass along ncreased value to the end-customers and improve performance utcomes for the firm (e.g., Wal-Mart). Issues such as achieving nd-customer value and satisfaction fall squarely in the domain f marketing, and this places marketing at the center of SCM trategy and operations.

Marketing channels is where the customer value-creating rocesses are the most pronounced in the supply chain. Specif- cally, marketing channels is where the ultimate value-creating spects of the chain are tested in the chain’s relationship with end ustomers. Naturally, value is developed, integrated, and coor- inated along the entities (“actors”), activity links, and resource ies in the overall supply chain. As a performance bottom line, the eal value is assessed when customers decide whether to buy a roduct. Marketing channels is the last part of the supply chain ut is the driver of the input needed to provide this customer alue. Logistics, purchasing, and operations serve as the coordi- ated and integrated input (embedded in the selection of strategic hain partners, critical activity links, and strategic resource ties) nto the customer value-creating function of marketing channels n SCM.

Moreover, not only is SCM important to marketing, but mar- eting is also important to SCM. Since successful SCM relies n both intra- and inter-organizational relationships, marketing esearch can provide critical theoretical and empirical guid- nce on how to best govern and operate these relationships. For xample, relationship marketing enables trusting and committed elationships between supply chain members and encourages ooperation and communication (Palmatier et al. 2006). The CM literature is besieged by theoretical, empirical, and prac-

ical examples where functional specialists operating in SCM e.g., logistics and purchasing) seldom coordinate within their wn companies. In fact, more examples exist where external uppliers have a better relationship with corporate buyers than he corporate buyers have with their own “internal customers” i.e., users of the products for whom the corporate buyers facil- tate purchasing). Relationship marketing is an important tool n marketing that can be used to create better synergies in oth- rwise disconnected SCM functions. Additionally, emphasizing nd implementing a market orientation – a staple in marketing trategy – can improve the implementation of SCM by enabling

he strategic collection of valuable information on customers, ompetitors, suppliers, and the environment that spans corporate unctions (Min and Mentzer 2000). After all, market orientation s a strategic company asset, not something that resides solely

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ithin the marketing function (Kohli and Jaworski 1990; Narver nd Slater 1990). Other marketing concepts that help create n efficient and effective supply chain include demand fore- asting, sales management, communications, and understanding onsumer behavior (e.g., Subrahmanyan and Shoemaker 1996; ebster 1970). With SCM becoming more in vogue as a strategic tool for

ompanies and as SCM is increasingly intertwined with market- ng concepts and processes (Ketchen and Giunipero 2004; PwC 013), the objective of this paper is to sythesize five decades of he most impactful SCM-related research from strategic market- ng journals (Journal of Retailing, Journal of Marketing, Journal f Marketing Research, and Journal of the Academy of Mar- eting Science). A prominent feature of our review of SCM in arketing is a set of takeaways that serve as agenda setters both

or needed avenues of research and for the future direction of CM in marketing. This paper contributes to the literature in

he following three ways: (1) by reviewing the breadth of the ost impactful literature on SCM that is directly connected to

he field of marketing, (2) by summarizing the state-of-the-art of CM in marketing literature, and (3) by forecasting via a series f integrated takeaways what research is needed and the likely uture of SCM in marketing.

In conducting the review, summary, and forecasting, we rovide a strategic and all-encompassing theoretical and empir- cal depiction of the potential for SCM in marketing. To capture he SCM concept appropriately, we start with an overview of he notion of SCM being based on cross-functional thought in usiness. The remainder of the state-of-the-art review is then rganized based on the four core domains of SCM: market- ng channels, logistics, purchasing, and operations (e.g., Frankel t al. 2008). We conclude each section with future research direc- ions (takeaways) based on the synthesis of the marketing-based CM literature.

SCM in Marketing Channels

While the SCM concept first appeared in the early 1980s, it as not until the 1990s that it received growing attention from

esearchers and practitioners (e.g., Burgess, Singh, and Koroglu 006; Giunipero et al. 2008). For the past decade, the surge in nterest in SCM can be attributed to: (1) increased globaliza- ion, which has created strategic SCM opportunities – such as lobal sourcing and global production – for firms and has inten- ified competition on a global scale; (2) the trend toward time- nd quality-based competition, which requires a closer relation- hip and coordination between the firm and its suppliers; and 3) greater environmental uncertainty – due to technological hanges, dynamic economic conditions, and intense competi- ion – which calls for greater flexibility in the supply chain cf. Mentzer et al. 2001). Together, these factors have generated

wealth of research questions that have fueled SCM research ctivity.

While research has brought significant advances to the SCM eld (e.g., Giunipero et al. 2008), the lack of agreement on

he definition and scope of SCM – despite the ongoing dia- og – has hindered the theoretical development of SCM (e.g.,

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entzer et al. 2001). Today, more than 30 years since its onception, no definitional consensus exists for “supply chain anagement” in scholarship or among industry practitioners

e.g., Ellram and Cooper 2014; Zacharia, Sanders, and Fugate 014). More troublesome, different perspectives of what consti- utes SCM have developed over time. For example, marketing, ith its “customer-centric view,” places greater attention on end-

ustomers and their wants and needs within SCM. Operations mphasize quality of manufacturing systems and processes, and o on. These diverse frameworks of what constitutes the core of CM have created tension and competition among schools of

hought and functional disciplines within SCM researchers and ractitioners. In reality, SCM comprises activities, actors, and esource ties that span functions – where trust, cooperation, and elationship building should flourish – topics of great interest to arketing researchers. Historically, two of the most important functions within SCM

re derivatives of marketing thought – purchasing and logistics. he purchasing-oriented and the logistics-oriented perspectives f SCM center on two views that consider SCM thought to be ynonymous with a business function – that is, purchasing and ogistics, respectively (Tan 2001). The purchasing-oriented per- pective concentrates on the activities and processes that pertain o materials and supply management. In this regard, SCM is quivalent to supply base integration. Meanwhile, the logistics- riented perspective emphasizes transportation and inventory anagement (e.g., Tan 2001). For instance, for Houlihan (1988), CM “covers the flow of goods from supplier through manufac-

uring and distribution chains to the end user” (p. 14). These two unction-centered perspectives are somewhat narrow in scope, nd they are also restrictive since they fail to capture all of the omponents of SCM.

Another perspective used frequently in supply chains is the rocess perspective. This perspective broadens the scope of CM as it proposes that SCM is the management of essential usiness processes, including those of purchasing and logistics e.g., Mentzer et al. 2001). At the core, this perspective focuses n how supply chain activities and processes can be integrated to aximize performance (Ellram and Cooper 2014). At this stage

n the evolution of SCM, the Council of Supply Chain Man- gement Professionals’ definition of SCM reflects the process erspective: “Supply chain management encompasses the plan- ing and management of all activities involved in sourcing and rocurement, conversion, and all logistics management activi- ies. Importantly, it also includes coordination and collaboration ith channel partners, which can be suppliers, intermediaries,

hird party service providers, and customers” (CSCMP 2014). his conceptualization, which we adopt in this article, views the upply chain as a system of organizations and functions that form

fully orchestrated effort of upstream and downstream process- ased activities. In particular, it reflects an integration of the key CM functions of marketing channels, logistics, purchasing, and perations within and across multiple firms (Frankel et al. 2008;

ult, Closs, and Frayer 2014). These functions form the strate- ic web of SCM and involve, at the operational level, numerous rocesses at various stages of SCM. One tool that practitioners an use that reflects this process perspective is the Supply Chain

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perations Reference model (SCOR). SCOR is a strategic man- gement resource that allows practitioners to examine business rocesses, best practices, and performance metrics through one ool to optimize performance outcomes within the entire supply hain (Blackstone 2013).

Interestingly, extant research has largely failed to integrate he core SCM functions and processes. Instead, single-discipline esearch dominates the field (e.g., Burgess, Singh, and Koroglu 006). As such, marketing channels, logistics, purchasing, and perations are often examined in isolation or, at most, in pairs. he result of this “silo” approach is fragmentation in the field, arallel research efforts, and inadequate understanding of the cope of SCM (Zacharia, Sanders, and Fugate 2014). Some rea- ons for the lack of integrative research are the complexity of CM phenomena and the diversity of academic journals publish-

ng SCM research. The complexity of the SCM concept makes apturing all the elements of the supply chain in a single study ifficult (Ellram and Cooper 2014). Consequently, studies tend o focus on only one aspect of the supply chain, such as one unction or one link in the chain (e.g., Giunipero et al. 2008). or example, marketing research has recently adopted a heavy ocus on buyer–seller dyads. In addition, the wide variety of cholarly journals – each with an emphasis on a particular area f study and level of analysis – allows researchers to target only hose journals that closely align with their study (e.g., Mentzer, tank, and Esper 2008). This has led to further segmentation ased on the scope and domain favored by editors, reviewers, nd authors.

Supply Chain Domains

As discussed above, SCM relies on the integration of pro- esses across the domains of marketing channels, logistics, urchasing, and operations. Broadly speaking, marketing chan- els manage downstream relationships, connecting the firm to he end customer. The marketing channels viewpoint is espe- ially applicable in the “last mile” of the supply chain (e.g., oyer and Hult 2005), where connecting to end-customers and eeting their needs and wants are the focus. Purchasing, on the

ther hand, with its upstream focus, serves as the link between he firm and its suppliers (e.g., Hult, Closs, and Frayer 2014). perations and logistics are carried out throughout the chain to

upport and add value. For example, logistics centers heavily on ransportation and inventory management, and operations deals ith competitive priorities in the chain (e.g., speed, quality, cost,

nd flexibility). Firms that effectively manage the supply chain ombine these functions, processes, and activities seamlessly ithin and across organizations, ultimately resulting in bene- ts such as value creation, increased efficiencies, and enhanced ustomer satisfaction (e.g., Stock, Boyer, and Harmon 2010). eficiencies in any one of these four domains will undermine

he effectiveness of the entire supply chain.

arketing Channels

Definitions and scope. Marketing scholars define a marketing hannel as a set of interdependent organizations involved in the

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rocess of making a product or service available for use or con- umption (Palmatier et al. 2014). For marketing professionals, arketing channels typically include three main parties: man-

facturers, intermediaries (i.e., agents, wholesalers, retailers), nd end-users (individual consumers or business customers). s such, marketing channels span various activities from the oint of product or service production to its final consumption Palmatier et al. 2014). Supply chain researchers assign a nar- ower role for marketing channels – that of boundary spanners o external users or customers in the outbound (downstream) ortion of the supply chain (Hult, Closs, and Frayer 2014). Thus, hereas marketing scholars research marketing channels issues

rom either the upstream or downstream perspective of the over- ll supply chain, supply chain researchers tend to consider only he downstream issues involving the customers.

Marketing research in channels. Our review indicates that ut of the four supply chain domains, channels research is he most influential within the marketing literature, with about ve times more citations than the second most cited domain purchasing). To facilitate the literature review, we provide etailed summaries of highly cited marketing channels articles in able 1.

The evolution of channels research in top marketing jour- als follows a rather predictable pattern. In the 1970s, channels esearch was largely descriptive and focused on identifying mportant challenges in managing channels relationships. Preva- ent issues included sources and effects of power (El-Ansary nd Stern 1972), dependence (Etgar 1976), and conflict (Lusch 976). The research models were simple and largely lacked any oderating or mediating variables. In the 1980s researchers

egan to expand the view of channel relationships and pro- ided a more complex picture of typical channel relationships. etermination of appropriate measurement practices (e.g., sin- le key informant data on dyadic relationships – John and eve 1982) and the application of theory-based frameworks ecame common as the discipline progressed (Heide and John 988). The 1990s focused on validating existing and devel- ping new theories regarding channel relationships. Research ecame more theoretically and empirically refined as researchers nvestigated specific relationship characteristics in greater detail nd from more nuanced conceptual frameworks (Doney and annon 1997; Morgan and Hunt 1994). The research of the 000s showed a greater reliance on prior theories and improved efinement in both measurement and conceptualization of the xchange relationship. Different forms of opportunism (Wathne nd Heide 2000), governance strategies (Jap and Ganesan 2000), nd relationship orientations (Mentzer, Min, and Zacharia 2000) ere compared within the same studies so that differential

ffects became evident. Researchers began to ask when and hy particular strategies worked (Palmatier et al. 2006). Since 010 the discipline has begun to question assumptions of prior esearch and add further complexity to empirical studies by uti- izing time-series analysis, dissecting existing constructs (e.g.,

ffective vs. calculative commitment in Ganesan et al. 2010), nd relying more on complex data sources for a more complete iew of the channel relationship from multiple perspectives (e.g., riadic data as in Palmatier et al. 2013).

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Recent channels research generally focuses on one topic: trategies that improve relationship outcomes between channel embers. In addition to positive relational constructs, such as

rust, commitment, and satisfaction, researchers are beginning o explore “dark-side” constructs that negatively affect relation- hip outcomes, such as unfairness (Samaha, Palmatier, and Dant 011) and embedded ties (Noordhoff et al. 2011). The research n these difficult to detect and measure dark-side constructs, hile promising in terms of managerial implications, is still in

ts infancy and is a great avenue for future research. Main takeaways. Some supply chain articles draw heavily on

hannels research in marketing. For instance, Nyaga, Whipple, nd Lynch (2010), in a leading supply chain publication, Journal f Operations Management, investigate “the mediating effect of rust and commitment while specifically using performance and wo dimensions of satisfaction” (p. 104). This, of course, is a ery similar framework to that of the seminal channels work y Morgan and Hunt (1994). Not surprisingly, the former arti- le cites almost as many marketing articles (30 references) as t does academic articles from management and supply chain ournals (38 references). Another supply chain study investi- ates the role of power in channel relationships and draws almost wice as often on the marketing literature, where issues of power ere researched extensively in 1970s and 1980s, as it does on

he management or supply chain research (Benton and Maloni 005).

However, these examples are the exceptions, and overall there s little integration between marketing and SCM. This is sur- rising, as our review indicates that the topic of channels is xplored by researchers from both fields. Further, many business chools across the U.S. and the world have been emphasizing he importance of interdisciplinary collaboration and encourag- ng it through various research grants. But so far the evidence f such collaboration in top journals in both fields is scant. The rends that are changing the marketplace today are universal nd impact many disciplines (e.g., e-commerce, shift toward ervices, globalization; Palmatier et al. 2014). Thus, research ddressing these topics would be more impactful and compre- ensive if it included viewpoints from multiple disciplines. Just a uick glance through the references of articles in both disciplines e.g., marketing channels and operations), however, reveals that arketing researchers largely forego the SCM literature and vice

ersa. Thus, our initial takeaway is as follows:

Takeaway 1: Where overlap is theoretically and practi- cally relevant, interdisciplinary, cross-functional integration of research would allow for a more comprehensive examination of issues important to value-driven and total cost-focused SCM.

Substantively, there are two main conclusions from the syn- hesis of the marketing channels literature. First, while there are ifferences in how researchers from marketing and the other CM functions define a marketing channel, all disciplines agree

hat a channel is a set of organizations and not simply a constel- ation of dyadic relationships. Most channels insights, however, re based on either firm-level or dyadic research. Thus, mar- eting channels research addresses only snapshots of what is

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Table 1 SCM domain – marketing channels.

Reference Research focus Main theories Findings/implications

Rosenberg and Stern (1971) Measurement of conflict intensity in dyadic relationships

Power/dependence Reducing goal incongruity, domain-control (roles), and perceptual differences decreases channel conflict. Better communication may be a conflict reducing mechanism.

El-Ansary and Stern (1972) Power structure within channels of distribution

Power/dependence Clear power structure isn’t evident; further research is needed to better understand power dynamics in channels of distribution.

Bucklin (1973) Conceptual model of channel control Authority and control theories Changes in the middlemen’s profit function impact manufacturers’ control efforts.

Stern, Sternthal, and Craig (1973) Applicability of conflict management theories to channels

Conflict management Reducing uncertainty may reduce channel conflict.

Hunt and Nevin (1974) Relationship between power and sources of power in channels

Power/dependence More powerful channel members should focus on the use of non-coercive power sources and deemphasize the use of coercive power.

Etgar (1976) Effects of power, dependence and the ability to resist the use of power in channel relationships

Power/dependence Nonpecuniary power is more effective than financial rewards or threats for developing control. The value offered by supplier sources of power may influence downstream channel members to be willingly controlled.

Lusch (1976) Effects of different sources of power on intrachannel conflict

Power/dependence Noncoercive sources of power minimize channel conflict, coercive sources of power do not.

Etgar (1977) Effects of environmental factors on a channel member’s ability to control

Power/dependence Supplier control increases when demand is unstable/declining, importance of personal selling is high, and interchannel competition is strong.

Etgar, Cadotte, and Robinson (1978) Effectiveness of economic versus non-economic power on channel control

Power/dependence Economic sources of power are more effective when suppliers attempt to control downstream channel members.

Etgar (1979) Effects of attitudinal & structural differences in channel members on affective & manifest conflict

Conflict, role theories Attitudinal differences generate both affective and manifest conflict. Strategies to reduce perceptual biases and improve communication may be most effective for conflict resolution.

Stern and Reve (1980) Framework of channel relationships with economic & social factors

Political economy External and internal political economies impact the functioning and outcomes of channel relationships.

John and Reve (1982) Reliability & validity of single informant data from either side of the channel dyad

Political economy Data on relationship’s structural aspects (e.g., centralization, formalization) is reliable & valid. Data from different sides of the dyad on perceptual aspects (e.g., goal compatibility) is not reliable.

Frazier (1983) Initiation, implementation, and review behaviors in channel relationships

Social & economic exchange, power/dependence

Understanding of the dynamic process of channel relationships is incomplete without considering relationship initiation behaviors.

John (1984) Relationship & individual characteristics of sources of opportunism in channels

TCE, social influence, org. theories Social interactions as well as contractual agreements reduce opportunism.

Frazier and Summers (1984) Effects of different interfirm influence strategies on interfirm agreement

Persuasion & power theories Information exchange has the highest positive correlation with agreement; promises & threats have the highest negative correlation with agreement. Information exchange is the most effective influence strategy in long-term relationships.

Gaski (1984) Review of research on power and conflict in channels

Channel power & conflict theories Provides propositions on exercised/nonexercised & coercive/noncoercive power and channel conflict, satisfaction, and performance.

Gaski and Nevin (1985) Differential effects of exercised versus unexercised power sources in marketing channels

Power/dependence Exercise of coercive power is more detrimental than the simple existence of that power. Effects of the reward power on satisfaction or conflict stem from its existence rather than its use.

Anderson and Coughlan (1987) The use of integrated versus independent distribution channels for expansion to foreign markets

TCE Transaction specificity & highly differentiated offerings are associated with choosing an integrated versus independent channel when entering a foreign market.

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Heide and John (1988) Safeguarding transaction-specific assets when vertical integration is not possible

TCE, dependence theory To reduce dependence on supplier and protect transaction-specific assets, buyers develop strong relationships with consumers, increasing supplier replaceability and improving own financial performance.

Frazier, Gill, and Kale (1989) Effects of dependence on a firm’s ability to gain influence, and subsequent behavioral reactions

Dependence & reciprocity theories Manufacturer’s use of coercive influence strategies increases channel conflict but does not affect sales. Highly dependent dealers do not retaliate in response. These findings may vary from country to country.

Anderson and Weitz (1992) Effects of idiosyncratic investments & contractual terms on channel commitment

TCE Visible investments increase channel commitment more than exclusive contracts.

Heide and John (1992) Effect of relational norms on channel’s structure

TCE, social exchange theory When transaction-specific investments are at risk, relational norms can help gain vertical control.

Moorman, Zaltman, and Deshpande (1992) Dynamics of trust in channel relationships

RM Trust is important because it significantly improves quality of interactions, which lead to higher-quality channel relationships

Anderson., Hakansson, and Johanson (1994) Dyadic relationships in the context of business networks

Network & social exchange theories Level of network connectedness of dyadic channel members can impact performance of the focal channel relationship.

Ganesan (1994) Determinants of a long-term relationship orientation for both buyers & sellers

TCE, social exchange theory Buyer’s dependence and trust are important determinants of a long-term relationship orientation for both sides of the dyad.

Heide (1994) Typology of channel relationship management approaches

TCE, resource dependence, social exchange theories

Based on relationship processes, there are three types of channel governance: market, unilateral/hierarchical (associated with asymmetric dependence), and bilateral (associated with symmetric dependence).

Morgan and Hunt (1994) Role of commitment and trust in channel relationships

Commitment-trust theory Relationship inputs increase commitment & trust, which drive relationship outcomes. Being committed & trustworthy is key for successful channel relationships.

Gundlach, Achrol, and Mentzer (1995) Effects of commitment inputs on channel’s relationship behaviors

TCE, social exchange theory Commitment inputs increase long-term commitment intentions & relational norms in channel relationships.

Doney and Cannon (1997) Antecedents & consequences of trust TCE, social exchange theory Buyer’s trust in seller increases with seller’s size, willingness to customize, and trust in salesperson. Trust is necessary but not sufficient in choosing a supplier.

Cannon and Perrault (1999) Taxonomy of channel relationships TCE, social exchange theory Channel relationships are categorized into eight types based on closeness of channel relationships, level of required adaptations by either party, and so forth

Brown, Dev, and Lee (2000) Efficacy of ownership, transaction-specific assets & relational norms in reducing opportunism

TCE, social exchange theory Only relational norms reduce opportunism (ownership & transaction-specific assets do so in combination with relational norms).

Cannon, Achrol, and Gundlach (2000) Effects of contracting and relational norms on channel performance

TCE, social exchange theory Contracts & social norms are effective governance mechanisms when transactional uncertainty is high (but not low). Combined they are effective regardless of the level of transactional uncertainty.

Jap and Ganesan (2000) Supplier TSIs, relational norms, and contracts as safeguards of retailer TSIs

TCE, social exchange theory Supplier TSIs and relational norms increase perception of supplier commitment, while contracts decrease it. These effects vary by phase of the relationship.

Mentzer, Min, and Zacharia (2000) Antecedents and consequences of strategic relationship partnering

RBV, social exchange theory Provides an alternative perspective to describe the development of relational bonds and long-term orientation among channel members.

Wathne and Heide (2000) Typology of opportunism & effectiveness of governance mechanisms

TCE Four types of opportunism exist based on behavior (passive vs. active), and circumstances (new vs. existing). Authors discuss efficacy of monitoring, incentives, selection, and socialization as opportunism-reducing mechanisms.

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Table 1 (Continued)

Reference Research focus Main theories Findings/implications

Palmatier et al. (2006) Meta-analysis of effectiveness of different relationship marketing (RM) strategies and their antecedents

Commitment-trust theory Relationship investments increase objective performance. Relationship quality impacts objective performance the most, commitment – the least. RM is more effective when relationships are more important to customers, and are built with an individual person rather than a selling firm.

Ganesan et al. (2010) Effects of different types of commitment on the impact of supplier opportunism on buyer switching behaviors

RM, social judgment theory “calculative and affective commitment buffer incumbent suppliers against minor incidences of their own misbehavior. . .affective commitment also reliably amplifies the adverse effects of an incumbent supplier’s flagrant opportunism” (p. 361).

Samaha, Palmatier, and Dant (2011) Role of perceived unfairness in channel relationships

Equity, dynamic capabilities theories Unfairness damages channel relationships by amplifying the negative effects of conflict and opportunism, and suppressing the benefits of contract use. However, at low levels of perceived unfairness, conflict and opportunism have only a small negative effect on outcomes of channel members.

Sheng, Zhou, and Li (2011) Relative effects of business versus political ties on firm performance

Social exchange, institutional theories

Business ties increase performance more than political ties do. Effects of business ties are enhanced when legal enforcement is inefficient and technology is changing quickly; effects of political ties are enhanced when government support and technological turbulence are low.

Avery et al. (2012) Effects of new channels on cross-channel elasticities over time

“The presence of a retail store decreases sales in the catalog but not the Internet channel in the short run but increases sales in both direct channels over time” (p. 96).

Kashyap, Antia, and Frazier (2012) Effects of ex-ante and ex-post governance mechanisms on agent behavior

Agency theory “In isolation, franchisor monitoring and enforcement efforts are ineffective in eliciting desired franchisee behaviors. However, different combinations of franchisor monitoring and enforcement efforts affect franchisee compliance and opportunism, sometimes with counterproductive results” (p. 260).

Yang, Su, and Fam (2012) Effects of institutional environments & governance strategies on international channel performance

TCE, institutional theory Two governance strategies – contract customization and relational governance – help with efficiency and legitimacy issues in international channel relationships.

Palmatier et al. (2013) Role of commitment velocity in channel relationships

RM Commitment velocity impacts performance. Customer trust and firm’s communication capabilities drive commitment velocity more strongly during earlier stages of a relationship. Investment capabilities are important as relationships age.

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appening within the entire channel. While there is a growing tream of research in the SCM literature examining triadic rela- ionships (e.g., supplier–supplier–buyer) as the basic building lock of channels (Choi and Wu 2009; Li and Choi 2009), there as been relatively little focus on these complex relationships in arketing (see Palmatier et al. 2007 for an exception). Under-

tandably, investigating the entire chain is difficult in terms of ccess to data and its analysis. But, as Sahin and Robinson (2005) how, the supply chain coordination benefits parties unequally i.e., transportation partners experience 75 percent reduction in osts, vendors 61 percent, and manufacturers only 2 percent), o conclusions that are generalized to all channel members may ot, in fact, apply equally to all. A parallel can be seen in the se of multivariate data techniques and their focus on multiple elationships assessed at the same time, as opposed to multiple ingle relationships being studied in isolation. Significant paths ften disappear when studied in a web of multiple relationships, hile other paths emerge and/or are attenuated. Therefore:

Takeaway 2: To advance knowledge in the marketing channels domain beyond the existing understanding of dyadic rela- tionships, researchers should examine how different strategies affect multiple (three or more) nodes of the marketing channel (e.g., agents, wholesalers, retailers, consumers).

Second, the review of the literature revealed a lack of multi- le channel studies. Today the use of multiple channels to get o the same market has become the norm in many industries Palmatier et al. 2014). End users enjoy the ability to buy the ame product through different channels, and suppliers have the pportunity to increase market penetration. Often, these multi- hannels are called “omni-channels” – channels which provide

seamless retail experience across all end-user channels, mak- ng products available via multiple channel formats such as omputers, mobile devices, brick-and-mortar stores, direct mail, nd so forth. With the recent expansion of e-commerce into obile and other platforms, retailers must compete through an

ncreasingly complex distribution system to reach their final cus- omer. As new technologies continue to blur the line between nline and physical channels, retailers are devising new ways f employing smart devices and social networks to engage con- umers through this omni-channel perspective (Piotrowicz and uthbertson 2014). While there is some recognition of this hanging business environment in academic research (e.g., a pecial issue of the International Journal of Electronic Com- erce on omni-channel retailing in 2014), overall there has ot been a strong push toward understanding the challenges nd opportunities facing retailers. But multi-channel distribu- ion comes with its own set of challenges and can affect the ntire supply chain. For example, adding another channel will ikely have significant inbound effects on suppliers and manu- acturers. Existing research tends to examine only one channel f distribution or an addition of an online channel. Yet there

re other new kinds of retailing environments that lack empiri- al investigation, such as the addition of a popular site-to-store ption, or Wal-Mart’s introduction of Neighborhood Markets smaller footprint grocery stores in urban markets). Little is

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nown about the operational implications of these new inno- ative distribution channels. Both theory and practice will be mproved if research develops a better understanding of the ffects of adding/removing channels to existing distribution sys- ems.

Moreover, multiple channels essentially result in different onfigurations of the supply chain and in potentially different nancial effects on existing supply chain members and func-

ions. For example, the end consumer can purchase the same ara jacket from either its brick-and-mortar store or from Zara’s ebsite. However, warehousing, merchandizing, and transporta-

ion processes and costs of that same jacket will be different ased on the channel of distribution chosen. Often, marketing ctivities and processes for these two channels are also differ- nt. Thus, SCM processes that work well for website purchases ay not be optimal for in-store purchases. Not differentiating

etween performance outcomes and business processes of dif- erent supply chain configurations limits our understanding of he optimal set up of marketing channels and the overall supply hain system. Therefore, we suggest:

Takeaway 3: Multiple channel research is needed to optimize the system of different configurations of the supply chain to create the most value for customers of each distribution chan- nel.

ogistics

Definitions and scope. Logistics refers to “that part of supply hain management that plans, implements, and controls the effi- ient, effective forward and reverse flow and storage of goods, ervices, and related information between the point of origin and he point of consumption in order to meet customers’ require- ents” (CSCMP 2014). Typically it includes activities such as

nbound and outbound transportation, warehousing, inventory, aterials, order fulfillment, supply/demand planning, and man-

gement of third-party logistics service providers. In business, specially in Europe, people often mistakenly refer to supply hain management as logistics or logistics management. Logis- ics management is “the glue that holds a supply chain together,”

process which enables SCM, but does not replace it (Pienaar 007, p. 169).

Marketing research in logistics. Our review indicates that ut of the four SCM domains, logistics is the least examined y marketing researchers. Moreover, research on logistics has ecome very scarce since the early 2000s (see Table 2). This s surprising given logistics’ crucial role in bringing products o market and empirical results indicating that logistics is the econd most important domain after marketing channels in terms f its contribution to the overall performance of supply chains Hult, Closs, and Frayer 2014).

Logistics research in marketing was most prevalent in the 970s, with researchers investigating best approaches to deter-

ine store locations (MacKay 1972) and the effects of location

n firm performance (Clawson 1974). In contrast to research onducted during this decade in other SCM domains, the major- ty of logistics studies lacked robust theoretical bases and instead

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Table 2 SCM domain – logistics.

Reference Research focus Main theories Findings/implications

Bucklin (1971) Drivers of trade area overlap width Consumer propensity to shop increases trade area overlap. Zikmund and Stanton (1971) Problems associated with recycling Successful recycling requires financial incentives, consumer education and

careful planning. Bowersox (1972) Review of LREPS – simulation model for

physical distribution systems LREPS provides simulations which can offer financial gains for manufacturers and distribution centers in planning changes to existing distribution systems.

MacKay (1972) Incorporating consumer data into store location decisions

Consumer preferences and shopping patterns help estimate retail store sales. Sequential decision process analysis provides better results than modeling a holistic decision process.

Clawson (1974) Factors affecting success at a particular location

Branch success is impacted by population, competition, and branch factors. Average success of nearby competition is the largest predictor of branch success.

Cady (1982) Guidelines for manufacturer vertical restrictions for distributors (VRD)

If legal, VRD may be implemented to stimulate the provision of services subject to free riding, to gain distributors for new products, and to increase market coverage or penetration.

Ghosh and Craig (1983) Incorporating anticipated environmental changes into location plan decisions

To determine “. . .good sites for expansion, retailers must consider not only their existing stores and those of competition but also the impact that future locational choices will have on their operating success” (p. 66).

Rosenberg and Campbell (1985) Impact of Just-In-Time inventory management system on channel productivity

The use of JIT along with a cooperative approach to channel relationships would drastically improve channel performance in American firms.

Emmelhainz, Stock, and Emmelhainz (1991) Customer responses to stock-outs & impact on retailers

“A retailer will lose patronage directly from 13.7 percent of consumers who face a stock-out,. . . however the actual lost sales will likely be higher as only half of the 26.8 percent of consumers who delay purchase plan to return” (p. 144).

Ghosh and Craig (1991) Maximizing franchise revenues through expansion without cannibalization

FRANSYS location decision process incorporates system revenue, new store revenue and cannibalization of existing stores to model franchise revenues.

Durvasula, Sharma, and Andrews (1993) Store location model incorporating managerial input

STORELOC model provides better insight into store location decisions since it includes managerial input along with consumer data.

Drezner (1994) Store selection model incorporating all possible locations

Consideration of a continuous set of location options may result in an optimal profit return.

Bienstock, Mentzer, and Bird (1996) Development of service quality measure for physical distribution (PDSQ)

Expectancy disconfirmation PDSQ measure includes timeliness, availability, and condition. PDSQ increases purchase intentions.

Dahlstrom, McNeilly, and Speh (1996) Antecedents to various governance forms & their effects on logistical channel performance

TCE, social exchange theory “bilateral alliances emerge through the interaction of user investments in the logistics supplier, supplier logistical services, and marketplace uncertainty. Bilateral alliances attain desired outcomes through participative management and flexibility. . .market-based transactions yield desired outcomes through formalization and solidarity” (p. 110).

Achabal et al. (2000) Costs and benefits of a vendor managed inventory (VMI) system for retailers

Use of VMI improves inventory management effectiveness and sales forecasting with marginal increases in costs.

Kaufmann, Donthu, and Brooks (2000) Location selection models incorporating opening delays

Incorporating anticipated opening delays and location information leakage to competition improves location selection models.

Mentzer et al. (2001) Components of logistics service quality and their effects on customer segments

Logistics service quality is comprised of nine different components which impact various segments of customers differentially.

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mphasized a results-based approach with practical applicabil- ty regardless of whether a strong theoretical foundation could e incorporated. Similar to other domains, research during this ecade focused on simple models with main effects. Curiously, ogistics research of the 1980s is mainly conceptual in nature as esearchers began considering logistics problems such as stock- uts (Emmelhainz, Stock, and Emmelhainz 1991), just-in-time nventory strategy (Rosenberg and Campbell 1985), and verti- al restrictions of distributors by manufacturers (Cady 1982). ocation decisions, however, remained an important topic in

his decade with the highest cited article examining the effects f environmental changes on strategic location planning (Ghosh nd Craig 1983).

Location decisions continued to be the main researched topic or in the 1990s, with academics developing various mod- ls to account for more factors, such as cannibalization of xisting stores (Ghosh and Craig 1991), managerial judgment Durvasula, Sharma, and Andrews 1993), and optimal location election from previously unidentified locations (Drezner 1994). he most highly cited research in both the 1990s and 2000s eveloped measures of distribution and logistics service qual- ty (Bienstock, Mentzer, and Bird 1996; Mentzer et al. 2001). uthors showed not only that customers value how well a prod- ct is delivered to them (service quality) but also that different ustomer segments appreciate different aspects of the logistics unction.

Main takeaways. Almost all of the reviewed research in logis- ics in the last five decades was concerned with logistics flows n one direction only – to the customer – while the topic of everse logistics from the perspective of the supply chain was argely ignored. Reverse logistics refers to the “process of plan- ing, implementing, and controlling the efficient, cost-effective ow of raw materials, in-process inventory, finished goods, and elated information from the point of consumption to the point f origin for the purpose of recapturing value or proper disposal” Hult, Closs, and Frayer 2014, p. 136). In the U.S. alone, product eturns cost retailers and manufacturers over $100 billion a year. ompanies use product return policies to encourage consumers

o spend more while at the same time incurring extra costs due o the product returns (e.g., inventory costs, warehousing costs, e-packaging costs, transportation costs, costs associated with elling the returned product through secondary market channels) Hult, Closs, and Frayer 2014).

Marketing research on this topic is scant and primarily ocused on factors that impact individual consumer return behav- or. But, from a strategic perspective, research geared toward ptimizing return policies based on the expected incremental evenue gained against the costs incurred would be beneficial for upply chain managers. Furthermore, the optimal return policy ay differ depending on the country or culture and must account

or consumer expectations in a given environment. For instance, pple’s optimal return policy for products bought in the U.S. ay be suboptimal in Russia. Also, the optimal return policy for

pple’s products purchased in its stores may not be appropriate

or products purchased from its website. Product returns finan- ially and operationally affect not only the retailer but often also he manufacturer, who may offer to buy back returned products

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rom the retailer. Thus, research should investigate the impact f the retailer’s optimal return policy on the performance of the anufacturer. What is optimal for the retailer may be disadvan-

ageous for the manufacturer, causing changes in its buy-back olicies. Therefore:

Takeaway 4: Research is needed on optimal return policies (expected incremental revenue vs. costs), the effects of culture on this tradeoff, optimal return channels, and the differential effects of return strategies on all supply chain members.

Another neglected topic that falls under reverse logistics and as implications for marketers is the ever-increasing problem f product recalls. For instance, in the U.S., an increase of 4 percent in automobile recalls occurred from 2012 to 2013 Stericycle Recall Index 2014). Product recalls are complicated y globalization as any given recall can involve many mem- ers of the supply chain (e.g., suppliers, manufacturers, retailers) ocated in different parts of the world. For example, 38 percent f the U.S. Food and Drug Administration’s recalls in the first uarter of 2014 were international, representing a growing trend Stericycle Recall Index 2014). Further, given how intertwined upply chains are today, a recall of one component or material ften results in recalls of hundreds of products that contain it.

The most obvious consequence of product recalls for mar- eters is the potential damage to the brand and sales (Dawar and illutla 2000). However, product recalls can also induce long-

asting problems deep into the supply chain. Inter-organizational elationships between supply chain members may and often do uffer. In fact, strained supplier relationships and recovering osts from suppliers is one of the main concerns associated with roduct recalls. For instance, in 2006 Dell recalled over 4 mil- ion laptops due to overheating batteries supplied by Sony (Sager 013). Research is needed to better understand how customers ttribute blame and responsibility when product recalls affect ultiple companies. Questions remain regarding the impact that

roduct recalls have on inter-organizational relationships and ffective mitigation strategies. In some cases, it can also be dif- cult to trace the exact origin or cause of the defect to a specific hain member. The implications of this lack of traceability on he inter-organizational relationships within the supply chain are lso unclear. Therefore:

Takeaway 5: Research is needed to understand financial, oper- ational, and relational effects of product recalls and their traceability on all entities/members of the supply chain – including both inbound and outbound members.

urchasing

Definitions and scope. Within the supply chain, purchasing erves a boundary-spanning role, linking the firm to the sources f supply (e.g., Tan 2002). While early definitions considered

urchasing to be a lower-level operating function, mostly dealing ith administrative, short-term, ad-hoc decisions and tasks (e.g., addick and Dale 1987), recent definitions have a more expan-

ive strategic scope. Today, purchasing refers to “the functions

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ssociated with buying the raw materials, component parts, work n process, products (goods), and services required by the organi- ation to perform its value-added activities and ultimately satisfy ts end-customers” (Hult, Closs, and Frayer 2014, p. 142). Some f these functions include supplier identification and selection, ontract negotiation, buying, supply market research, and sup- lier performance assessment (e.g., Monczka et al. 2011). The ain objective of purchasing is to acquire the right input of the

ight quantity and quality needed to manufacture the products t the right time and for the right price (e.g., Hult, Closs, and rayer 2014).

Over the years, purchasing has evolved to a broader, more trategic and future-oriented concept known as “supply man- gement,” which refers to “identification, acquisition, access, ositioning, management of resources and related capabilities he organization needs or potentially needs in the attainment of ts strategic objectives” (ISM 2014). This requires purchasing rofessionals to seek strategic responsibilities, which are those hat contribute to the organization’s long-term performance, lign efforts with the organizational mission and strategies, nd develop close, collaborative relationships with key suppli- rs (Monczka et al. 2011). Since supply management activities re mainly performed by the “purchasing function,” purchasing esearch often includes the examination of supply management henomena.

Marketing research in purchasing. Research on purchasing s a domain and purchasing within supply chains appears in arketing journals rather infrequently (see Table 3). Rather, pur-

hasing is the most defined of the four domains in SCM (i.e., arketing channels, logistics, purchasing, and operations), with

ts own targeted journals and relatively isolated scope. In the early 1970s, an important gap in the purchasing litera-

ure was the lack of understanding of the organizational buyer’s ole. Recognizing that significant differences exist between con- umer behavior and organizational buying behavior, researchers egan to study industrial buying behavior and the buying process e.g., Webster and Wind 1972). For example, different concep- ual models of organizational buying behavior were developed o understand the elements that impact the decision-making pro- ess (e.g., Choffray and Lilien 1978; Sheth 1973). Research as primarily descriptive, and the initial focus on examining

he organizational and environmental factors that impact the urchaser’s decisions continued throughout the decade (e.g., ardozo and Cagley 1971; Spekman and Stern 1979) and into

he next (e.g., Jackson, Keith, and Burdick 1984). While much nterest remained in investigating organizational buying behav- or, the 1980s was marked by an increased attention to empirical ork. Generally, these studies relied on cross-sectional surveys f individual key informants (e.g., Kohli 1989). In addition, stud- es that sought to validate theories, such as the buyclass theory f purchasing (e.g., Anderson, Chu, and Weitz 1987) and cog- itive script theory (e.g., Leigh and Rethans 1984), emerged in he purchasing literature.

The 1990s brought a shift in the main focus of purchas- ng research in the top marketing journals from organizational uying behavior to buyer–seller relationships (e.g., Noordewier, ohn, and Nevin 1990; Stump and Heide 1996) – a focus that

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emains to this day. Buyer–seller relationships and buyer–seller dyads” have become the norm in purchasing-based marketing esearch. Also, the growing interest in understanding relation- hips corresponded to a key trend in the business environment t the time, where traditional “arm’s length” interactions were eing replaced by closer, more collaborative relationships (e.g., eide and John 1990). In connection with the emerging atten-

ion directed toward relationships, researchers began to explore he performance outcomes of purchasing arrangements, where urchasing performance was viewed from an efficiency perspec- ive and referred to the minimization of purchasing costs (e.g., oordewier, John, and Nevin 1990). Another important trend

n the macroenvironment was increased globalization, which rove interest in examining the international purchasing process. or instance, Money, Gilly, and Graham (1998) investigated the

mpact of national culture on organizational buying behavior and ound that Japanese companies use more word-of-mouth refer- als than do U.S. companies, regardless of the country where the ctual operations take place.

The application of theories to develop hypotheses and guide mpirical work on purchasing also became more common uring this decade. Specifically, theories of relational gover- ance such as transaction cost analysis – and agency theory o a lesser extent – gained prominence as a basis to study ow buyer–supplier relationships are managed (e.g., Stump and eide 1996). Empirically, while the practice of cross-sectional

urveys using single key informants for data collection was revalent (e.g., Noordewier, John, and Nevin 1990; Perdue and ummers 1991), longitudinal studies (e.g., Patterson, Johnson, nd Spreng 1997) as well as studies using dyadic data appeared ore and more frequently in the literature (e.g., Heide and John

990). Work on buyer–seller relationships extended into 2000s.

esearch on vertical coordination (Buvik and John 2000), the argaining process (Iyer and Villas-Boas 2003), and plural overnance (Heide 2003) advanced the understanding of the ature of these dyadic relationships. Interest in the performance mplications of purchasing relationships continued. Similar to esearch from the 1990s, in the 2000s purchasing performance as defined as the reduction of purchasing costs, particularly

x post transaction costs such as haggling and documenta- ion (Buvik and John 2000). Additionally, in response to the hen-current trend toward corporate downsizing, another topic xplored was the impact of downsizing on organizational buy- ng behavior (e.g., Lewin 2001). Theory-driven, empirical work emained popular. As in previous decades, researchers relied eavily on cross-sectional surveys of individual key informants s the data gathering technique (e.g., Buvik and John 2000; eide 2003; Lewin 2001) – a practice that continues to this ay (e.g., Scheer, Miao, and Garrett 2010).

Since 2010, purchasing research in marketing has continued o focus on relationships. However, recent work signals a move rom examining relationships in the buyer–supplier dyad to those

ithin networks of firms, including suppliers and retail chan- el members. For example, Seevers, Skinner, and Dahlstrom 2010) draw on social network theory to develop and test a ramework that links a retail buyer’s network relationships to

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Table 3 SCM domain – purchasing.

Reference Research focus Main theories Findings/implications

Webster (1970) Prevalence of word of mouth communications in industrial markets

Information processing theory Word of mouth communications occur less frequently in B2B and industrial buyers expect highly skilled salespeople and professional communications.

Cardozo and Cagley (1971) Antecedents to industrial purchasing decision

Experience with a selling firm, clear information about product offerings, and low price appeals increase industrial purchase likelihood.

Sheth (1973) Conceptual model of industrial buyer behavior

Theory of buyer behavior A conceptual model of industrial buyer behavior where the decision is based on characteristics of the product, company, buyer, salesperson, and the situation.

Choffray and Lilien (1978) The nature of the industrial buying process Theory of buyer behavior Develops a model of the industrial buying process based on buying center responsibilities, environmental constraints, and organizational requirements.

Spekman and Stern (1979) Buying center “group decision making” process

Organization theory Information needs across the members of a group buying center differ; buying center organization is bureaucratic; uncertainty drives joint participation and the influence of the purchasing agent within the buying center.

Jackson, Keith, and Burdick (1984) Influence of members within a manufacturer’s buying center

Engineering and manufacturing have more influence for product decisions; purchasing has more influence for supplier selection; engineering, purchasing and manufacturing are more influential than management in all purchase decisions.

Leigh and Rethans (1984) Existence of scripts that guide organizational buying behavior

Cognitive script theory Scripts exist and impact the purchasing process. When salesperson behavior does not align with existing scripts, the buyer is less responsive to sales efforts.

Anderson (1986) Factors impacting the decision to vertically integrate a salesforce

TCE, agency theory Direct sales forces are common when salesperson’s performance evaluation is difficult, product line is complex, and the sales task requires nonselling activities.

Anderson, Chu, and Weitz (1987) Empirical examination of the “new task, straight rebuy, modified rebuy” buyclass framework

Buying center behavior coincides with buyclass framework: in new tasks, buying centers tend to be larger and take longer to make decisions; when purchases are more routine, buying centers are smaller and quicker to make decisions.

Kohli (1989) Sources of influence among members of a buying center

Power/influence Expert power dominates in larger, more viscid committees that aren’t under time pressure; reinforcement power dominates in smaller, less viscid committees under time pressure and when numerous influence attempts are made.

Heide and John (1990) Determinants of joint action in buyer–supplier relationships

TCE With greater uncertainty and transaction-specific assets, bilateral governance is a safeguarding mechanism instead of monitoring with market governance.

Noordewier, John, and Nevin (1990) Impact of relational governance on industrial purchasing performance

TCE Relational governance improves performance under conditions of high uncertainty. No effect of relational governance in low uncertainty.

Perdue and Summers (1991) Negotiation strategies of buyers in industrial rebuys

Supplier competition increases manipulation of perceptions & problem solving, decreases tough tactics; cooperative orientation decreases tough tactics & increases problem solving; material cost savings increases all strategies, formal planning increases problem solving and tough tactics.

Bunn (1993) Characteristics of the purchase context and buyer behavior that impact organizational buy classes

Development of a buyclass taxonomy including six purchasing type situations: casual purchase; routine low priority; simple modified rebuy; judgmental new task; complex modified rebuy; and strategic new task.

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Table 3 (Continued)

Reference Research focus Main theories Findings/implications

Stump and Heide (1996) Factors that impact the choice of control mechanism used in interoganizational relationships

TCE, agency theory Performance ambiguity reduces the choice of monitoring and qualification of ability. Low correlations were found between choices of control mechanisms suggesting that they may represent some comparative advantage for the firm.

Patterson, Johnson, and Spreng (1997) Determinants of customer satisfaction with professional services

Expectancy-disconfirmation Disconfirmation of expectations has a greater impact on satisfaction than does actual performance. Fairness and performance also increase satisfaction.

Money, Gilly, and Graham (1998) Cultural impacts on WOM referrals in industrial services

Acculturation & social network theories Japanese firms, firms located in Japan and firms located in foreign countries consult a greater number of referrals; tie strength and centrality are greater for Japanese firms and firms located in a foreign culture.

Buvik and John (2000) Vertical coordination in industrial purchasing relationships

TCE Vertical coordination to deal with high levels of uncertainty increases transaction costs with high levels of supplier specific investments; and decreases transaction costs with moderate levels of supplier specific investments.

Lewin (2001) Effects of downsizing on organizational buying behavior

Threat-rigidity, administration theory Degree of downsizing increases role conflict; negativity of outcome expectations increases role conflict, risk aversion and centralization of decision making decrease organizational commitment and participative decision making.

Heide (2003) Conditions that motivate the use of plural governance in industrial purchasing

TCE, agency theory Information asymmetry, uncertainty and the interaction between uncertainty and buyer-investments increase plural governance. Plural governance increases centralization and formalization, however this effect decreases over time.

Iyer and Villas-Boas (2003) Distribution channel bargaining power TCE If a product is not fully specifiable, two-part tariffs are suboptimal; bargaining results in simple wholesale price; retailer power drives channel coordination; manufacturer power increases double-marginalization; decreases coordination.

Stremersch et al. (2003) Factors impacting purchase concentration and outsourcing in modular technology systems

TCE Buyer’s know-how has an inverted-U effect on preference for outsourcing; technological volatility increases preference for outsourcing; moderate tech. know-how has lowest preference for single-sourcing; fear of tacit knowledge leakage and greater tech. volatility decrease preference for single-sourcing.

Scheer, Miao, and Garrett (2010) Impact of supplier capabilities on customer dependence and loyalty

RBV, dependence Relational loyalty is driven by communication capability and benefit-based dependence; benefit-based dependence driven by core-offering and operations capabilities; cost-based dependence, driven by operations capability, and leads to insensitivity to competitive offerings; relational loyalty drives insensitivity to competitive offerings and future sales expansion.

Seevers, Skinner, and Dahlstrom (2010) Impact of retailer social network on purchasing performance

Social capital theory Number of social contacts is positively related to contact position, which drives access to marketplace information, word of mouth referrals, and attaining influence, which all drive purchasing performance.

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erformance. These researchers have also paid additional atten- ion to the performance implications of purchasing phenomena n recent years. Interestingly, an effectiveness, rather than an fficiency, approach is now being adopted to define purchasing erformance – as a sales revenue measure suggests.

Main takeaways. The evolution of purchasing research in op marketing journals shows that one important shift in the iterature is the unit of analysis (cf. Frankel et al. 2008). The ini- ial emphasis was on the individual organization and its buying ehavior (1970s and 1980s). This was then expanded to a focus n buyer–seller dyadic relationships (1990s and 2000s) and later o network relationships (2010). With a few exceptions (e.g., eevers, Skinner, and Dahlstrom 2010), this network view of urchasing has not received enough attention. In line with recent esearch (e.g., Seevers, Skinner, and Dahlstrom 2010) and con- istent with today’s complex SCM business environment, future urchasing research should concentrate on the networks of orga- izations in the supply chain and across different units within he organization as the focal point. To this end, novel approaches f data collection will be necessary, since the use of single key nformants – a popular data collection technique in past decades

will not accurately capture network relationships. Theories uch as social network theory, social capital theory, and sys- ems theory will be useful to guide purchasing research with a etwork perspective as they take into account different network lements and the interconnections among them.

Takeaway 6: Purchasing research should focus on the network as the key unit of analysis to gain a better understanding of con- temporary purchasing phenomena, especially in an era where competition is oftentimes supply chain vs. supply chain or mar- keting channel vs. marketing channel (instead of company vs. company).

Our review also reveals a gradual interest in understand- ng the connection between purchasing issues and performance ince 1990s. A noteworthy change over this time period is esearchers’ approach to performance. In contrast to research n past decades, which viewed purchasing performance from n efficiency perspective, defining performance as the mini- ization of purchasing costs (e.g., Buvik and John 2000; oordewier, John, and Nevin 1990), recent work adopts an effec-

iveness perspective which focuses on measures such as sales evenue (e.g., Seevers, Skinner, and Dahlstrom 2010). This shift s important as it leads to the examination of the value-adding spects, as opposed to the cost reduction aspects, of purchas- ng. Yet, based on our review, this “value” area is still in its nfancy, and significant voids exist. Future research may concen- rate on gaining a better understanding of the interplay among urchasing, marketing, and performance. This area would ben- fit from longitudinal studies to capture changes in performance ver different time periods. Additionally, strategic theories such s the resource-based view (Kozlenkova, Samaha, and Palmatier

014), resource-advantage theory, and the knowledge-based iew of the firm can inform research seeking to examine the inkage between purchasing and performance. These theories an be used to identify strategic resources and capabilities not

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tailing 91 (4, 2015) 586–609 599

ust of the purchasing unit, but of the entire supply chain, which an lead to superior outcomes. Effectiveness and value drive our ext takeaway:

Takeaway 7: Researchers should adopt an effectiveness approach to purchasing outcomes by defining performance as the creation of value in the supply chain. This includes focus- ing on value-enhancing “competitive priorities” such as quality and flexibility, as well as on organization-level return measures (e.g., ROI).

Our review also demonstrates that over the past decades, pur- hasing research in the top marketing journals has, for the most art, been conducted in isolation (cf. Zacharia, Sanders, and ugate 2014). An exception to this tendency is recent work that xamines purchasing from a marketing channels perspective, here the buyer is a “retail buyer” (e.g., Seevers, Skinner, and ahlstrom 2010). However, other key aspects of the supply chain

i.e., logistics and operations) have been largely ignored. This nding of a “silos” approach to purchasing research is unfor-

unate since it suggests that, in general, prior research does not ccurately reflect the way organizations operate in the “real” orld, where purchasing often needs to interact with other SCM

unctions. This will increasingly occur as organizations seek to actically and strategically integrate purchasing with the other omponents of the supply chain. Going forward, researchers eed to recognize the interdependencies that exist between urchasing and other SCM processes in order to effectively ncorporate purchasing research into the broader scheme of SCM esearch. For example, order fulfillment is a key outcome area in urchasing that also captures critical aspects of marketing chan- els, logistics, and operations. This calls for research integration cross functions and processes. Specifically, the network view iscussed in Takeaway six would be beneficial to this research ntegration. Such perspective essentially approaches purchasing s an element that is linked to other elements in the supply chain, hich are all in turn, interconnected.

Takeaway 8: Researchers should examine the interface between purchasing and other SCM processes (i.e., marketing channels, logistics, and operations), by integrating research emanating from these different areas, while paying particular attention to critical overlaps in concepts (e.g., order fulfillment).

perations

Definitions and scope. The domain of operations has been lagued by a definitional challenge that remains unresolved Frankel et al. 2008). The cause of this challenge is multi- aceted, but it is largely due to the changing nature of the acro-economy and differences in academic and practitioner

erspectives regarding what topics should concern operations

anagement practitioners and researchers (Sprague 2007). Most

gree that the origin of the operations field began with the cientific study of factory management. More recently the eco- omic shift in many industrialized nations toward service-based

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Table 4 SCM domain – operations.

Reference Research focus Main theories Findings/implications

Jolson and Rossow (1971) Group decision making process for demand uncertainty

Delphi decision making The use of prior probabilities and projections by a group is superior to relying on the opinion of one group member.

Samli and Bellas (1971) Application of probabilistic decision making to marketing research

Flowgraph theory Graphical evaluation and review technique (GERT) provides project cost and time probabilities based on real costs and time projections.

Hulbert, Farley, and Howard (1972) Determination if a channel member’s MIS system should be computerized

Presents a process for determining information needs of an organization to help in the decision to computerize a marketing information system.

Gibson et al. (1973) Evolutionary marketing information systems Continual updating of channel marketing information systems improves response to changing consumer concerns and market conditions.

Mallen (1973) Factors impacting a channel’s anticipation of distribution changes

The estimation of relevant cost and market data improves anticipation of channel changes including functional spinoffs.

King and Cleland (1974) Incorporation of external information into the strategic planning process

The incorporation of objective, externally generated environmental information improves strategic marketing plans.

Tauber (1975) “Problem inventory analysis” for new product development

Problems with existing products inform manufacturers to determine necessary product improvements and new product opportunities.

Cox and Havens (1977) Territory sales potential impact on forecasts and performance criteria

Predictions of sales potential and individual distributor performance are improved by using individual customer information (sales per employee).

Hulbert, Brandt, and Richers (1980) Alignment of marketing planning across multinational subsidiaries

Joint participation, collaboration, home office planning and communication capabilities improve marketing planning across multinational subsidiaries.

Tybout, Calder, and Sternthal (1981) Combatting the effects of negative rumors Info. processing theory Retrieval and storage strategies outperform refuting strategies to counteract negative rumors in a retail setting.

Doutt (1984) Factors that affect productivity among fast food retailers

Total factor productivity Franchised fast-food retailers obtain a sales advantage over independent retailers, but also maintain higher food and labor costs.

John and Martin (1984) Effects of organization structure on credibility and use of marketing plans

Organizational theory Formalized, decentralized planning processes increase the credibility and utilization of strategic marketing plans.

Rao and McLaughlin (1989) Channel intermediary decisions to carry or reject new products

Economic theory Unique products, high expectations of growth, and low competition improve the channel intermediary’s acceptance of new products.

Goldman (1992) Performance evaluation standards in cross-national channels

Positivism, institutional theories Cultural norms, traditions, practices, historical events, and social & political beliefs are important when evaluating the performance of cross-national channels

Rangan, Menezes, and Maier (1992) Channel choice decision for new industrial products

TCE A process based on eight product factors (product info., customization, quality assurance, lot size, assortment, availability, after-sales service, logistics) is outlined to aid in distribution channel decisions for new industrial products.

McIntyre, Achabal, and Miller (1993) Retail sales forecasting A case-based reasoning process is developed that uses statistically weighted historical examples and expert opinions to forecast retail sales.

Andaleeb and Basu (1994) Retail service satisfaction Equity theory Fairness, empathy, responsiveness, reliability, and convenience improve service satisfaction. The effect of fairness increases with low knowledge and high technical complexity.

Purohit and Staelin (1994) Managing secondary (rental) distribution channels

TCE Sales to rental agencies benefit manufacturers in all channel structures; dealer performance depends on the channel structure, dealers benefit more than manufacturers when resale cars and new cars are substitutable.

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DeSarbo, Ramaswamy, and Chatterjee (1995) Segmentation of industrial purchasing Develops a methodology using multiple constant-sum criteria to determine segment membership of industrial buyers and segment-level parameters for multiple dependent criteria.

Subrahmanyan and Shoemaker (1996) Retail pricing and inventory policies Dynamic programming with learning Develops an analytical model for dynamic optimal pricing and inventory policies incorporating retailer learning throughout the season.

Bayus, Jain, and Rao (1997) New product introductions Game theory Time to market, product performance, and product development costs of the firm and competitors impact the potential first-mover advantage.

Urban (1998) Retail product assortment and shelf-space allocation

Optimizes inventory and shelf-space allocation based on displayed inventory, empty shelf space, and inventory costs.

Bloom, Gundlach, and Cannon (2000) Grocery store slotting allowances and fees Manufacturers and retailers agree that slotting fees increase retail prices, retailer power, and competition; shift risk to the manufacturer, balance supply/demand.

Gruen and Shah (2000) Category management between channel members

Agency, social exchange theories Pre-planning agreements, brand management, category plan objectivity, retailer trust, and the implementation of a management plan improve grocery store category success.

Leszczyc, Sinha, and Timmermans (2000) Impacts of consumer characteristics on grocery store choice and switching

Segments consumers based on probabilities of store choice determined by intershopping time and repeat trips to stores within the same grocery chain.

Basuroy et al. (2001) Impact of category management on retailer prices and performance

Category management adoption increases unit price, reduces sales volume & revenues, and increases profits when interbrand competition is high and store switching is low.

Boatwright and Nunes (2001) The effect of reductions in retail assortment on sales

Online grocery sales increased with category reductions, however this effect reversed if reductions were too large.

Tsay (2001) Manufacturer return and markdown policies for retailer overstock

The choice between offering returns or markdown money depends on retailer capabilities and the costs of handling and liquidating overstock.

Kumar, Shah, and Venkatesan (2006) Customer lifetime value (CLV) impact on retailer profitability

RBV Marketing segmentation and planning based on CLV (function of gross contribution, unit marketing costs, # of contacts, inter purchase frequency, # of purchases, and time horizon) simultaneously improve profit & customer loyalty.

Sudhir and Rao (2006) Slotting allowances effect on efficiency and competition

Signaling theory Slotting allowances increase the efficiency of retail shelf allocation, balance product failure risk, signal new product success, and reduce retail competition.

Joshi (2009) Communication and control effects on supplier performance

Control theory The effects of collaborative communication on supplier improvement are mediated fully by affective commitment and supplier knowledge. These effects are enhanced by capability control and output control.

Esper et al. (2010) Creation of customer value through demand- and supply-focused processes

Customer value & knowledge theories Builds a conceptual argument that demand-focused and supply-focused processes should be integrated throughout the firm to improve efficiency & effectiveness.

Gurnani, Sharma, and Grewal (2010) Optimal manufacturer return policies Under demand uncertainty, partial returns policies (less than cost) are optimal as they do not decrease retailer orders and increase profitability.

Waller et al. (2010) Impact of retail shelf space strategies on market share

Case pack quantity and number of facings increase market share more with a HiLo price strategy than EDLP, and price reduces market share more with an EDLP than HiLo pricing strategy.

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tailing 91 (4, 2015) 586–609

ndustries has resulted in efforts to incorporate service oper- tions into traditional operations processes, both conceptually nd in practice (Chase and Apte 2007). The challenge to define he boundaries of the domain of operations, in light of the reality f the economic changes taking place, are evident in the lack of onsensus regarding current definitions of the field of operations.

APICS, the association for operations management, defines perations as “a field of study that focuses on the effective lanning, scheduling, use, and control of a manufacturing or ervice organization through the study of concepts from design ngineering, industrial engineering, management information ystems, quality management, production management, inven- ory management, accounting, and other functions as they affect he operation” (Blackstone 2013, p. 115). This is a broad def- nition, as all activities – marketing, accounting, finance, HR, nd so forth – that directly or indirectly impact the production rocess fall within the operations domain. Academics define perations more narrowly, as the “design, direction, and control f processes that transform inputs into services and products for nternal, as well as external, customers” (Frankel et al. 2008, p. ; cf. Krajewski, Ritzman, and Malhotra 2013).

Marketing research in operations. Conducting a review of perations research in marketing journals highlights a portion of he definitional challenge facing OM researchers today. Based n the APICS definition of operations, most marketing research ublished in managerially relevant marketing journals could be ategorized within the operations discipline. In conducting our eview, we focused on the academic definition of operations and ummarized publications that deal primarily with the transfor- ation of resource-inputs (be they financial, personnel, time,

tc.) into outputs as summarized in Table 4. Marketing research in operations in the 1970s focused on

eveloping tools to aid managers in strategic decision making Jolson and Rossow 1971; Samli and Bellas 1971), implemen- ing marketing information systems (Gibson et al. 1973; Mallen 973), and forecasting sales (Cox and Havens 1977). Much of he research was based in case studies of one firm or was concep- ual in nature, lacking empirical complexity. The 1980s saw a hift toward survey-based research to investigate links between trategic planning and performance indicators (Hulbert, Brandt, nd Richers 1980; John and Martin 1984), and the new product evelopment process (Rao and McLaughlin 1989). We also see arly evidence of experimental research and analytical modeling nvestigating strategic planning and demand forecasting (Rao nd McLaughlin 1989; Tybout, Calder, and Sternthal 1981). arketing research in operations shifted toward more empir-

cal rigor during the 1980s, a trend which continued into the 990s and beyond.

Marketing research in operations during the 1990s became ore technical in nature as the prevalence of analytical modeling

ncreased, sometimes combined with primary data to validate the nalytical model (e.g., DeSarbo, Ramaswamy, and Chatterjee 995). Much of the research focused on product introduction

trategies (Bayus, Jain, and Rao 1997; Urban 1998); however, esearch contexts also expanded to include interorganizational nd market investigations (Goldman 1992; Rangan, Menezes, nd Maier 1992). The turn of the century saw a refined empirical

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ocus as marketing research in operations adopted econometric odeling using longitudinal “Big Data” (large secondary data

ources) to estimate both customer behavior patterns (Kumar, hah, and Venkatesan 2006) and the impact of managerial prod- ct and assortment strategies (Boatwright and Nunes 2001; udhir and Rao 2006). A consistent theme of research during this ecade was the management of supplier–retailer relationships nd the social and financial implications of slotting allowances or retail shelf space (Bloom, Gundlach, and Cannon 2000; udhir and Rao 2006). Cross-sectional survey research was com- on during this period using dyadic (Gruen and Shah 2000) and

ndividual respondents (Joshi 2009). These patterns have continued into the current decade as

esearch has continued to employ increasingly complex data nd empirical approaches focusing on the response to strate- ic marketing operations at the interorganizational and product evels. Some of the more integrative lines of research include nvestigations of factors impacting manufacturer price-setting olicies (Gurnani, Sharma, and Grewal 2010; Wu, Basuroy, and eldona 2011), product bundling (Girju, Prasad, and Ratchford 013), and the strategic planning of multi-location retailer store penings and closings (Srinivasan et al. 2013).

Main takeaways. The definitional challenge of operations s a discipline introduces theoretical and practical complica- ions when attempting to apply operations concepts to strategic arketing research. By adding the phrase “and other func-

ions as they affect the organization,” the APICS definition can e applied to encompass all business functions and explicitly nclude, for example, accounting as one of the functions within he purview of operations. This phrase also implies that mar- eting is a sub-discipline of operations. While there is a clear eed for inter-disciplinary coordination both in practice and in cademics, without a clear understanding of the boundaries of a iscipline, leaders in the field lack the directional clarity neces- ary to advance the science. Further, those in other fields (e.g., trategic marketing) lack clarity as to how these concepts might enefit their own research or practice. In a recent SCM review rticle, Frankel et al. (2008) explain that operations management esearch has recently been dominated by logistics and supply hain issues, raising the question: “How is operations manage- ent different from logistics or channels research within the CM discipline?” Within marketing, there are three broad sub- isciplines: strategy, consumer behavior, and modeling. While here are examples of blurring the lines between these domains, urrent operations definitions subsume nearly all of strategic arketing, as well as a good portion of the modeling research,

ublished in marketing journals. While the topic of operations ecessarily spans a broad range of business functions, marketing esearchers and practitioners would benefit from clearly outlin- ng the boundaries of the operations discipline so that researchers ave a clear path in directing future research.

Takeaway 9: Marketing channels researchers would be bet- ter able to apply operations concepts if the boundaries of the operations field were more clearly defined.

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Theoretically, operations and strategic marketing share a ommon goal: finding the most effective means of delivering alue to customers. The difference between the two, while sub- le, appears to be most notable in the strategic focus to reach his goal. The field of operations has grown from the need to mprove the efficiency of the production process. If effectiveness s defined as meeting customer needs, the operations perspective ay treat this as the secondary goal, or a necessary component

f, and an input into, the efficiency problem. On the other hand, arketing focuses on the value proposition from the perspective

f the customer first and foremost. Marketing effectiveness isn’t etermined by how well products and services are manufactured iven certain production specifications; rather it is determined y how well those specifications result in products that align ith customers’ needs and desires. If marketing and operations

re viewed as parts of the same system, established theory in anagement acknowledges the fact that for optimal overall sys-

em performance, it is often necessary to combine sub-systems hat are less than optimal individually – in other words, trade- ffs may be necessary by operations, strategic marketing, or both Sprague 2007).

Clearly, business success depends on the coordination of perations and marketing. In fact, this interdependence has moti- ated the publication of multiple special issues of Journal of perations Management on the marketing–operations interface

Malhotra and Sharma 2002). However, the marketing field eems to lag in the recognition of this interdependence. While esearch has empirically demonstrated that greater coordina- ion between operations and marketing is beneficial for the firm Calantone, Droge and Vickery 2002), marketing would benefit y working closely with operations to investigate the impact of arketing and operational inputs on both efficiency and effec-

iveness. Exemplars do exist in both fields (e.g., Boyer and Hult 2005) in operations and Marinova and Singh (2008) in market- ng); however, marketing often fails to incorporate operations oncepts into its research.

Takeaway 10: Marketing channels research and practice will benefit by examining the effectiveness and efficiency of pro- cess inputs into the various marketing functions (e.g., sales, communications, product design, promotions).

One area in which these operations concepts would ben- fit marketing channels specifically is through the design of ore efficient service delivery technologies. Economic shifts

oward services have driven the use of innovative technologies n service industries. These changes include not only online etailing but also self-service, limited service, and personalized ervice delivery channels (e.g., online medical consultations).

arketing research examining these new service technologies s in a very early stage. While there has been limited research nvestigating the strategic design of various service delivery hannels (e.g., Lund and Marinova 2014), the operations per-

pective on scientific management would benefit marketers in onceptualizing how to define generalizable components of ervice delivery channels to identify best practices that max- mize value for the business and the customer. For example,

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Table 5 Summary of takeaways.

Theories

Marketing channels 1 Where overlap is theoretically and practically relevant, interdisciplinary, cross-functional integration of research

would allow for a more comprehensive examination of issues important to value-driven and total cost-focused SCM.

Institutional theory; Network theory; Systems theory

2 To advance knowledge in the marketing channels domain beyond the existing understanding of dyadic relationships, researchers should examine how different strategies affect multiple (three or more) nodes of the marketing channel (e.g., agents, wholesalers, retailers, consumers).

Network theory; Transaction-cost economics; Social exchange theory

3 Multiple channel research is needed to optimize the system of different configurations of the supply chain to create the most value for customers of each distribution channel.

Contingency theory; Network theory

Logistics 4 Research is needed on optimal return policies (expected incremental revenue vs. costs), the effects of culture on

this tradeoff, optimal return channels, and the differential effects of return strategies on all supply chain members. Contingency theory; Resource-based view

5 Research is needed to understand financial, operational and relational effects of product recalls and their traceability on all entities/members of the supply chain – including both inbound and outbound members.

Relationship marketing; Contingency theory

Purchasing 6 Purchasing research should focus on the network as the key unit of analysis to gain a better understanding of

contemporary purchasing phenomena, especially in an era where competition is oftentimes supply chain versus supply chain or marketing channel versus marketing channel (instead of company vs. company).

Network theory; Social capital theory; Systems theory

7 Researchers should adopt an effectiveness approach to purchasing outcomes by defining performance as the creation of value in the supply chain. This includes focusing on value-enhancing “competitive priorities” such as quality and flexibility, as well as, on organization-level return measures (e.g., ROI).

Resource-based view; Resource-advantage theory; Knowledge-based view

8 Researchers should examine the interface between purchasing and other SCM processes (i.e., marketing channels, logistics, and operations), by integrating research emanating from these different areas, while paying particular attention to critical overlaps in concepts (e.g., order fulfillment).

Network theory; Social capital theory; Systems theory

Operations 9 Marketing channels researchers would be better able to apply operations concepts if the boundaries of the

operations field were more clearly defined. Institutional theory

10 Marketing channels research and practice will benefit by examining the effectiveness and efficiency of process inputs into the various marketing functions (e.g., sales, communications, product design, promotions).

Contingency theory; Resource-based view

11 Marketing channels researchers should investigate the relative impacts of efficient versus effective service design technologies through multiple service delivery channels (online, self-service, mobile apps, etc.) across industries.

Service quality versus economic theories

Integrated 12 The SCM functions of logistics, purchasing, and operations should serve as the coordinated and integrated input

(embedded in the selection of strategic chain partners, critical activity links, and strategic resource ties) into the customer value-creating function of marketing channels in supply chain management.

Network theory; Resource-based view; Systems theory

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und and Marinova (2014) find that efficiency considerations ave a greater impact on consumers who use remote service elivery channels, whereas effectiveness concerns (of the service elivery design) are more impactful in on-site service delivery hannels. The focus could be both on physical design aspects f the service delivery technology and on managing the produc- ion and delivery of services through innovative technologies. ittle is known about the relative effectiveness of marketing ommunication strategies delivered to customers who prefer ne technology over another, or the preferences for personalized ervice between different service delivery options.

Takeaway 11: Marketing channels researchers should inves- tigate the relative impacts of efficient vs. effective service design technologies through multiple service delivery channels (online, self-service, mobile apps, etc.) across industries.

Conclusion

The “intellectual ecology of mainstream marketing research” as the topic of a recent article by Clark et al. (2014), who

ocused on the “place of marketing in the family of business isciplines” (p. 223). The authors’ conclusion is troubling but ould also serve as an opportunity for marketing scholars; they uggest, based on citation flows within and across business fields rom 1990 to 2011 (accounting, finance, management, and mar- eting), that “marketing is the least influential of the mainstream cademic business disciplines.” Meanwhile, others argue that arketing is one of the most influential processes in business

ractice (Hult, Closs, and Frayer 2014). There is a clear discon- ect between academic and business perceptions of marketing ithin the companies’ arsenals. An argument can be made that

esearch on SCM faces similar issues. However, the issue in CM potentially looms even larger. That is, with existing defi- itional boundaries of the four core supply chain functions, the nfluence that research in one function has on research of another unction in SCM is rather limited.

The set of 11 takeaways is intended to bridge the gap of what e know and what we need to know in coupling issues such as

fficiency (operations) with effectiveness (marketing channels) ithin the framework of strategically purchased (supply man-

gement) input for value creation throughout all of the nodes in he supply chain (logistics). The 11 specific takeaways related o marketing channels, logistics, purchasing, and operations can e integrated as follows:

Takeaway 12: The SCM functions of logistics, purchasing, and operations should serve as the coordinated and integrated input (embedded in the selection of strategic chain partners, critical activity links, and strategic resource ties) into the customer value-creating function of marketing channels in supply chain management.

Takeaway 12 spells out the unique and integrated nature of he four functions of marketing channels, logistics, purchasing, nd operations. Marketing channels is where the ultimate value- reating aspects of the chain are tested in the chain’s relationship

B

tailing 91 (4, 2015) 586–609 605

ith end-customers. Naturally, value is developed, integrated, nd coordinated along the entities (“actors”), activity links, and esource ties in the overall supply chain. However, the “real alue” is assessed when customers have their say in terms of uying, or not, the product or service created. In that sense, one ay to view supply chain management is where logistics, pur-

hasing, and operations serve as the coordinated and integrated nput (embedded in the selection of strategic chain partners, crit- cal activity links, and strategic resource ties) into the customer alue-creating function of marketing channels in supply chain anagement. Within the context of creating end-customer value, it is

mportant to note that marketing channels, logistics, purchas- ng, and operations (both operations management and operations esearch) come with their inherently idiosyncratic uses of the- ries, data, and perspectives of what provides practical value. owever, unique idiosyncrasies can be leveraged in a posi-

ive sense to drive a firm’s strategic resources and competitive dvantage. Resource ties have long been one of the reasons for nterorganizational relationships; it then appears merely logical hat a resource-based theory approach should be a fruitful avenue o connect actors, activity links, and resource ties in marketing- ased SCM (Andaleeb and Basu 1994). Of course, a myriad of ther theories can also be effective in capturing the unique poten- ial synergies across marketing channels, logistics, purchasing, nd operations within and across organizational boundaries. In ffect, supply chains are a component of “boundary-spanning arketing organizations,” and these forms of “marketing orga-

izations” can be informed by a number of organization theories e suggest in Table 5.

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