Customer orientation of B2B firms in emerging markets: evidence from Russia

firm

industry

mum likelihood

2003]

1992; Kohli, Jaworski,

Kumar 1993; Diarnanto- poulos, Hart, 1993;

Deshpande, Farley, Webster, 1993; Deng,

Dart, 1994; Deshpande, Farley, 1998; Pelham, Wilson, 1996]

level

sample

method

[Sigu-

MO

[Kohli,

No

Yes

[Kohli,

Inter-

B2B, 358

Cross

Path analysis

aw,

Jawor-

Jaworski, 1990]

firm

(179 dyads

industry

Simp-

ski,

level

of firms)

sample

son,

1990]

Baker,

1998]

[Singh,

MO

[Singh,

Yes

Yes

[Deng, Dart,

Firm

B2B, 93

Machine

Exploratory fac-

Ranch-

Ranch-

1994; Jaworski,

level

tool

tor analysis.

hod,

hod,

Kohli, 1993;

industry

Multiple regres-

2004]

2004]

Narver, Slater,

sion analysis.

1990]

ANOVA

[Zig-

CuO

[Day,

No

Yes

[Chen, Paulraj,

Firm

B2B +

Cross

Partial least

gers,

1994]

2004a]

level

B2C, 176

industry

squares path

Hense-

ler,

2016]

sample

modeling



Spain	Continuity of the relationship with the supplier. Mediators: effective communication, affective commitment, trust, satisfaction	Yes	There is a positive (and significant) indirect relationship between the buyer's cultural market orientation and the maintaining of long term relationships with a supplier
USA	Satisfaction with financial performance. Mediators: distributor's trust, cooperative norms, commitment to the supplier	Yes	Supplier's market-oriented behaviors directly or indirectly affect all the channel relationship factors examined from the distributor's perspective, specifically the distributor's market orientation, trust, cooperative norms, commitment, and satisfaction with financial performance
UK	Performance (subjective): customer retention, market share, new product success, return on investment, sales growth	Yes	Customer, competitor and satisfaction orientations have a significant and positive effect on business performance. Responsiveness within the department does not have a significant and positive effect on business performance
Netherlands	Performance (subjective): volume flexibility, delivery speed, delivery reliability/dependability, product conformance to specifications, rapid confirmation of customer orders, rapid handling of customer complaints, customer satisfaction	No	CO has a significant and positive effect on firm performance. The findings indicate that CO and supply-base orientation are complementary strategic assets that contribute to superior performance

Note: the main direction of CO learning on the developed B2B market is it influence on business performance. Also researchers revealed the relations between CO and relationships value chain, customer satisfaction and customer retention. For companies from developed B2B markets it is typical to consider CO in frame of the

Appendix 2. SAMPLE DESCRIPTION

Description	N of firms	% of firms
Region
Federal cities	190	69.9
Other regions	82	30.1
Firm age
Less than 2 year	21	7.7
3-5 years	43	15.8
6-10 years	50	18.4
11-30 years	110	40.4
More than 30 years	48	17.6
Capital affiliation
Russian	202	74.3
Joint	40	14.7
Foreign	30	11.0
Market
В2В	126	46.3
Both B2B, and B2C	146	53.7
Market offer
Goods	69	25.4
Services	124	45.6
Both goods and services	79	29.0
Firm size (number of employees)
Less than 100	139	51.1
101-500	57	21.0
501-1000	27	9.9
More than 1000	49	18.0

marketing economy industry

Appendix 3. Descriptive statistics

		Item statistics	Item total statistics
Indicator	Indicator label	mean	Standard deviation	Scale means if item deleted	Scale variance if item deleted	Corrected item total correlation	Cronbach's alpha if item deleted
1	2	3	4	5	6	7	8
K1	We are committed to customer	4.38	0.83	87.76	223.75	0.52	0.92
K2	We create customer value	4.48	0.74	87.66	223.65	0.59	0.91
K3	We understand customer needs	4.37	0.76	87.77	224.04	0.56	0.91
K4	Customer satisfaction is one of our objectives	4.36	0.91	87.78	221.74	0.54	0.91
K5	We offered after-sales service	4.14	1.03	88.00	219.15	0.56	0.91
K6	We measure customer satisfaction	3.58	1.30	88.56	211.38	0.64	0.91
K7	We help our customers anticipate developments in their markets	3.82	1.20	88.32	218.18	0.50	0.92
K8	We continuously try to discover additional needs of our customers of which they are unaware	3.89	1.19	88.25	214.00	0.63	0.91
K9	We incorporate solutions to unarticulated customer needs in our new products and services	4.20	1.03	87.94	218.39	0.59	0.91
K10	We brainstorm on how customers use our products and services	3.55	1.30	88.59	214.60	0.55	0.91
K11	We innovate even at the risk of making our own products obsolete	3.60	1.28	88.54	212.97	0.61	0.91
K12	We search for opportunities in areas where customers have a difficult time expressing their needs	3.62	1.22	88.52	214.14	0.61	0.91
K13	We work closely with lead users who try to recognize customer needs months or even years before the majority of the market may recognize them	3.13	1.29	89.01	213.90	0.58	0.91
K14	We extrapolate key trends to gain insight into what users in a current market will need in the future	3.89	1.05	88.25	220.37	0.51	0.92
K15	We constantly monitor our level of commitment and orientation to serving customer needs	3.26	1.23	88.88	212.43	0.65	0.91
K16	Our strategy for competitive advantage is based on our understanding of customers' needs	4.01	0.98	88.13	218.61	0.62	0.91
K17	We are more customer focused than our competitors	3.85	0.95	88.29	221.20	0.54	0.91
K18	I believe this business exist primarily to serve customers	4.04	1.03	88.10	221.52	0.48	0.92
K19	Data on customer satisfaction are disseminated at all levels of this business unit on a regular basis	3.26	1.31	88.88	213.34	0.58	0.91
K20	We know our competitors well	4.19	0.96	87.95	226.86	0.33	0.92
K21	We have a good sense of how our customers value our products and services	3.93	0.91	88.21	222.50	0.51	0.92
K22	We compete primarily based on product or service differentiation	3.46	1.20	88.68	220.63	0.43	0.92
K23	The customer's interest should always come first, ahead of the owners'	3.19	1.17	88.94	220.17	0.45	0.92
K24	Our products/services are the best in the business	3.93	0.97	88.21	222.65	0.48	0.92



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