Search

Tanner (Organizational Buying Theories: A Bridge to Relationships Theory. Industrial Marketing Management, 28, 245-255 (1999)) contends that we as journal reviewers and editors should be more lenient when it comes to reviewing findings of survey research with low response rates. The problem with this argument is that it seems to condone the acceptance of poorly conducted research. Data from surveys with low response rates are likely to be affected by self-selection bias. Consequently, results from such survey data are lacking in external validity. Work of Woodside and Ronkainen (How Serious is Nonresponse Bias in Advertising Conversion Research? Journal of Travel Research, 22, 34-37 (1984)) is reviewed to illustrate the disparity between respondents and nonrespondents in survey research. Finally, clarification is offered regarding Tanner's presentation of Katrichis' work (Katrichis, J.M.: Exploring Department Level Interaction Patterns in Organizational Purchasing Decisions. Industrial Marketing Management 27, 135-146 (1998)), as an example of a study with a low response rate. (Reprinted by permission of the publisher.)

How do business customers evaluate the level of service quality they receive from buying certified public accounting services? How can CPAs help nurture long-term relationships with their clients? Based on an in-depth survey of CPA client perceptions, this article answers these two key questions. How well CPAs manage working relationships with their clients and CPAs responsiveness to client needs are two major forces affecting clients' judgments of the service quality provided. Clients' perceptions of working relationships and their service quality judgments affect their intentions to recommend their CPA friends and business associates. The research approach used here may serve as a useful guide for CPA marketing managers who are planning to conduct marketing audits of their firms' working relationships with clients. (Reprinted by permission of the publisher.)

What characteristics distinguish high- versus low-performing distributors for new products? How can new product managers among manufacturers and distributors use such information for improving the effectiveness of their marketing strategies? This article answers these questions based on the results of an exploratory study of high- versus low-performing distributors that were included in the marketing channel strategy for a new product. One critical factor found to be associated with distributor performance level is the share of total business the new product represents for the distributor. The strategic implication is that gaining a substantial share of distributor commitment and resources to market a new product requires convincing evidence that the new product will provide substantial sales for the distributor. In addition, the new product sales level relative to total distributor sales may be more important than absolute dollar sales for achieving distributor commitment to market the new product. (Reprinted by permission of the publisher.)

A case study of buying distribution poles in the utilities industry indicates the various steps in the buying process. The steps identified as common to any industrial buying or purchasing decisions are: recognizing a need, selecting a vendor, assessing vendors' prices, negotiating a contract for purchase and evaluating vendor performance following the contract signing. The degree to which each step in the process affects the buying decisions is dependent upon the particular purchase situation.

A valuable, although little-used, case data analysis technique, Degrees of Freedom Analysis, is the subject of this article. Given the richness of case data and its prevalence in business marketing research, Degrees of Freedom Analysis has the potential to become an important addition to one's 'research workbench.' The technique, first proposed by Donald Campbell (Campbell, Donald, T.: 'Degrees of Freedom' and the Case Study. Comparative Political Studies, 8, 178-193 [1975]), is described. Three business marketing applications are presented; the first two involve use of the technique to compare the extent to which four theories of group decision making are manifested in organizations. The third application illustrates how the technique can be used for theory development in the context of manufacturer-distributor relationships. Our contribution is in demonstrating how researchers can link 'traditional' (i.e., logical positivistic) hypothesis testing procedures to examine the theoretical propositions in case study research. This approach is one way of achieving a critical test (Carlsmith, J. Merrill, Ellsworth, Phoebe C., and Aronson, Elliot: Methods of Research in Social Psychology. Addison Wesley Publishing Company, Reading, MA, [1976]), that is, testing the relative empirical strengths of competing theories. Our applications highlight the value of generalizing case data to theory versus the inappropriate attempt to generalize such data to a population (Yin, Robert K.: Case Study Research Design and Methods, second edition. Sage Publications, Thousand Oaks, CA, 1994). The explication and demonstration of this technique is not available elsewhere to the degree provided here. (Reprinted by permission of the publisher.)