The question about the characteristics of the relationship between the manufacturer and its intermediates revealed that there is a significant
degree of cooperation between the parties. We confirmed the role of trust as a key ingredient of cooperation, as stated by Morgan and Hunt
(1994) and Palmatier et al. (2006).
As to the formality of the relationship between the members of the distribution channel, it was noted that the manufacturer-distributor
relationship is always mediated by a formal contract between the parties. In the comparison with the distributor resales, it was found that there
is a predominance of relationship that does not involve a formal contract, and the relationship in such cases governed by relational norms. There
is evidence to suggest that the size of firms is a relevant factor to define the degree of formality of the contract, but the nature of the relationship
and transaction history also contribute to this definition.
It was possible to verify the existence of cooperative behaviors listed by Heide and Miner (1992), highlighting the exchange of information,
flexibility and joint problem solving. There were several ways to indicate the occurrence of each type of cooperative behavior, revealing that many
different kinds of efforts for the development of relationships are present in these relationships.
There was, however, assessing the occurrence of each behavior on the performance of the relationship, which could be exploited in future
studies. As pointed out by Heide and Miner (1992), the longevity of the relationship helps to build the characteristics of the relationship,
with the cooperation of the features. So, it is reasonable to assume that relationships older have higher level of satisfaction of the parties. It would be important to examine whether there is a breakdown or an inflection point of this curve intimacy.
The literature does not effective ways to measure the efficiency of vertical structures and the more complex they are, the harder it is to make
this assessment and compare with competitors supply structures, as shown by Davies and Brito (2004).
This is, for example, one of the difficulties to assess empirically the theory of transaction costs or ideas Wroe Alderson (1948) on the productivity distribution structures. This research reinforces this idea as points is not unusual sector managers surveyed use efficiency measures to
their distribution channels, given the difficulty of measuring the outcomes of the structures that permeate the boundaries of a company, beginning
with the use internal data of the organizations and their activities, problems of value appropriation or dispute the value created in and by the canal,
also implying the complexity of apportionments derived from a contract of this. In general, performance measures focus on the individual company or measures of effectiveness are used. As a result, the impact on the performance of the relationship of the channel is estimated mainly by
measures of efficacy.
Thus, this study also used measures of effectiveness of the relationship. Our data support the idea that the characteristics of the relationship
between buyers and sellers have a positive impact on the effectiveness of the relationship mainly in the effective channel, measures such as sales
volume, sales and frequency capillarity. This impact occurs primarily in the satisfaction of the parties involved in the relationship, which in turn directly influences the purchase decision. The satisfaction with the shopping experience generates a feedback process, again influencing the
characteristics of the relationship and, therefore, leading to the development of relationships.
The question about the characteristics of the relationship between the manufacturer and its intermediates revealed that there is a significantdegree of cooperation between the parties. We confirmed the role of trust as a key ingredient of cooperation, as stated by Morgan and Hunt(1994) and Palmatier et al. (2006).As to the formality of the relationship between the members of the distribution channel, it was noted that the manufacturer-distributorrelationship is always mediated by a formal contract between the parties. In the comparison with the distributor resales, it was found that thereis a predominance of relationship that does not involve a formal contract, and the relationship in such cases governed by relational norms. Thereis evidence to suggest that the size of firms is a relevant factor to define the degree of formality of the contract, but the nature of the relationshipand transaction history also contribute to this definition.It was possible to verify the existence of cooperative behaviors listed by Heide and Miner (1992), highlighting the exchange of information,flexibility and joint problem solving. There were several ways to indicate the occurrence of each type of cooperative behavior, revealing that manydifferent kinds of efforts for the development of relationships are present in these relationships.There was, however, assessing the occurrence of each behavior on the performance of the relationship, which could be exploited in futurestudies. As pointed out by Heide and Miner (1992), the longevity of the relationship helps to build the characteristics of the relationship,with the cooperation of the features. So, it is reasonable to assume that relationships older have higher level of satisfaction of the parties. It would be important to examine whether there is a breakdown or an inflection point of this curve intimacy.The literature does not effective ways to measure the efficiency of vertical structures and the more complex they are, the harder it is to makethis assessment and compare with competitors supply structures, as shown by Davies and Brito (2004). This is, for example, one of the difficulties to assess empirically the theory of transaction costs or ideas Wroe Alderson (1948) on the productivity distribution structures. This research reinforces this idea as points is not unusual sector managers surveyed use efficiency measures totheir distribution channels, given the difficulty of measuring the outcomes of the structures that permeate the boundaries of a company, beginningwith the use internal data of the organizations and their activities, problems of value appropriation or dispute the value created in and by the canal,also implying the complexity of apportionments derived from a contract of this. In general, performance measures focus on the individual company or measures of effectiveness are used. As a result, the impact on the performance of the relationship of the channel is estimated mainly byวัดประสิทธิภาพดังนั้น การศึกษานี้ยังใช้วัดประสิทธิภาพของความสัมพันธ์ ข้อมูลสนับสนุนความคิดที่ลักษณะของความสัมพันธ์ระหว่างผู้ซื้อและผู้ขายที่มีผลกระทบเกี่ยวกับประสิทธิผลของความสัมพันธ์ในช่องทางมีประสิทธิภาพ มาตรการเช่นการขายcapillarity ขาย ปริมาณ และความถี่ ผลกระทบนี้เกิดขึ้นในความพึงพอใจของบุคคลที่เกี่ยวข้องในความสัมพันธ์ ที่โดยตรงจะมีผลต่อการตัดสินใจซื้อเป็นหลัก กระบวนการความคิดเห็น มีอิทธิพลต่ออีก สร้างความพึงพอใจกับประสบการณ์ช้อปปิ้งลักษณะของความสัมพันธ์ และ จึง นำไปสู่การพัฒนาความสัมพันธ์
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