{"title":"Linking SMEs’ customer strategy to firm growth: the case of manufacturing suppliers in South Korea","authors":"Eunjeong Seo, Euehun Lee","doi":"10.1108/apjml-03-2024-0313","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This study examines the customer strategies for small- and medium-sized manufacturing suppliers (SMMSs) in customer dominance markets, particularly regarding power asymmetry. It has two key objectives: (1) to identify factors impacting SMMSs' customer strategies, including technological and marketing capabilities and the importance of the main customer and (2) to examine the impact of these strategies on firm growth.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>Using the survey data on 279 Korean manufacturing suppliers in B2B markets, nine hypotheses were verified through a structural equation model (SEM). It involved capturing the varied influence of organizational capabilities on the two types of customer strategies and the link between customer strategy and firm growth.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>Technology and marketing capabilities affect new customer acquisition directly, while in the case of main customer retention, marketing capability affects main customer retention through the overall satisfaction about the existing relationship. Although the importance of the main customer suppresses new customer acquisition strategies, SMMSs should actively pursue both customer acquisition and retention to promote firm growth.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>The findings reveal how SMMSs, leveraging technological and marketing capabilities, can concurrently pursue new customer acquisition and main customer retention. Additionally, it empirically demonstrates the impact of the main customer’s importance on these customer strategies and underscores the positive impact of both strategies on firm growth. This provides a blueprint for a value-creation process linking capabilities, customer strategies and firm performance.</p><!--/ Abstract__block -->","PeriodicalId":47866,"journal":{"name":"Asia Pacific Journal of Marketing and Logistics","volume":null,"pages":null},"PeriodicalIF":3.9000,"publicationDate":"2024-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Asia Pacific Journal of Marketing and Logistics","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/apjml-03-2024-0313","RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
Purpose
This study examines the customer strategies for small- and medium-sized manufacturing suppliers (SMMSs) in customer dominance markets, particularly regarding power asymmetry. It has two key objectives: (1) to identify factors impacting SMMSs' customer strategies, including technological and marketing capabilities and the importance of the main customer and (2) to examine the impact of these strategies on firm growth.
Design/methodology/approach
Using the survey data on 279 Korean manufacturing suppliers in B2B markets, nine hypotheses were verified through a structural equation model (SEM). It involved capturing the varied influence of organizational capabilities on the two types of customer strategies and the link between customer strategy and firm growth.
Findings
Technology and marketing capabilities affect new customer acquisition directly, while in the case of main customer retention, marketing capability affects main customer retention through the overall satisfaction about the existing relationship. Although the importance of the main customer suppresses new customer acquisition strategies, SMMSs should actively pursue both customer acquisition and retention to promote firm growth.
Originality/value
The findings reveal how SMMSs, leveraging technological and marketing capabilities, can concurrently pursue new customer acquisition and main customer retention. Additionally, it empirically demonstrates the impact of the main customer’s importance on these customer strategies and underscores the positive impact of both strategies on firm growth. This provides a blueprint for a value-creation process linking capabilities, customer strategies and firm performance.
期刊介绍:
The Asia Pacific Journal of Marketing and Logistics (APJML) provides a unique focus on marketing and logistics in the Asia Pacific region. It publishes research which focus on marketing and logistics problems, new procedures and practical approaches, systematic and critical reviews of changes in marketing and logistics and cross-national and cross-cultural comparisons of theory into practice. APJML is to publish articles including empirical research, conceptual papers, in-depth literature review and testing of alternative methodologies and theories that have significant contributions to the knowledge of marketing and logistics in the Asia Pacific region. The journal strives to bridge the gap between academia and practice, hence it also publishes viewpoints from practitioners, case studies and research notes of emerging trends. Book reviews of cutting edge topics are also welcome. Readers will benefit from reports on the latest findings, new initiatives and cutting edge methodologies. Readers outside the region will have a greater understanding of the cultural orientation of business in the Asia Pacific and will be kept up to date with new insights of upcoming trends. The journal recognizes the dynamic impact of Asian Pacific marketing and logistics to the international arena. An in-depth understanding of the latest trends and developments in Asia Pacific region is imperative for firms and organizations to arm themselves with competitive advantages in the 21st century. APJML includes, but is not restricted to: -Marketing strategy -Relationship marketing -Cross-cultural issues -Consumer markets and buying behaviour -Managing marketing channels -Logistics specialists -Branding issues in Asia Pacific markets -Segmentation -Marketing theory -New product development -Marketing research -Integrated marketing communications -Legal and public policy -Cross national and cross cultural studies