경쟁상황에서의 선택가능성 제고방안 - 가치의 역할을 중심으로 (Increasing the Share of Business in Multiple Relationships:The Mediating Role of Value)

서지정보

· 발행기관 : 한국유통학회
· 수록지 정보 : 유통연구 / 21권 / 1호 / 1 ~ 30페이지
· 저자명 : 유현미, 김재욱

초록

본 연구는 기업의 성과에 직접적인 영향을 미치는 거래 상대방의 거래비중을 결정하는 데 있어, 가치(Value)의 역할 및 가치의 향상을 위해 갖춰야 할 요건이 무엇인가에 대해 자원기반 관점(Resource-based View)과 관계적 관점(Relational View)에서 규명하고 있다.
연구 결과, 우선 가치의 두 가지 영역인 편익과 비용은 거래 상대방의 거래비중에 결정적인 역할을 하는 것으로 나타났으며, 특히 편익이 비용에 비해 상대적으로 더 큰 영향력을 갖는 것으로 밝혀져, 실제 기업들은 거래비중을 결정하는 데 있어서 ‘얻는 것’을 ‘잃는 것’보다 더 중시하고 있음을 알 수 있었다. 한편 편익과 비용은 단순히 거래비중에 영향을 미치는수준을 넘어, 협력업체가 보유한 내적, 관계적 자원과 거래비중 간 관계를 매개하는 역할까지 하고 있는 것으로 나타났다.
특히 내적 자원인 품질, 가격, 전문성 및 명성의 경우, 그 자체로 거래비중에 유의한 영향을 미치는 요인들이지만 궁극에는편익과 비용에 대한 인식을 거쳐 거래비중으로 연결된다는 사실이 확인되었다.
가치의 선행요소에 대한 결과를 살펴보면, 기업이 내부적으로 보유한 자원 중 품질과 비용 및 전문성과 편익 간 관계를제외한 대부분의 경로가 유의한 것으로 나타났다. 또한 품질, 가격 등 유형적 자원에 비해 전문성, 명성 등 무형적 자원이 거래 상대방의 편익과 비용에 더 중대한 영향을 미치는 것으로 나타났다. 한편 관계적 자원인 협력업체의 유연성, 거래특유 투자 및 정보공유 활동의 경우, 어떤 것도 거래 상대방의 비용을 낮추는데 도움을 주지 못하는 반면, 유연성과 거래특유 투자는 상대의 편익을 높이는데 기여하는 것으로 나타났다. 이 때 협력업체의 유연성은 거래특유 투자에 비해 편익에 더 큰 영향을 미치는 것으로 확인되었다. 종합적으로 판단해보면, 기업이 가진 자원에 초점을 맞춘 자원기반 관점을 기반으로 한 요인들이 다른 기업과의 관계에 주목한 관계적 관점에 관련된 요인들에 비해 고객가치 창출에 더 큰 영향력을 갖고있음을 알 수 있다.
본 연구에서는 추가적으로 거래 기간의 조절 효과를 살펴보았는데, 거래 기간에 따라 2개의 하위 집단으로 구분하여 분석한 결과, 품질, 전문성 및 명성이 편익 또는 비용에 미치는 영향은 거래 기간에 따라 달라질 수 있는 것으로 나타났다. 세부적으로, 협력업체의 품질과 전문성은 거래 기간이 긴 상황에서 비용에 미치는 영향이 더 큰 반면, 명성의 경우 오히려 거래 기간이 짧을 때 편익에 더 많은 영향을 미치는 것으로 확인되었다.

영어초록

This research examines the antecedents of Value and its impact on Share of Business through the Resource-based View and Relational View.
The conceptual model and research hypotheses are developed on the basis of literature review. We hypotheses the mediating role of perceived value between the value offering and share of business, the moderating role of relationship length as well. The conceptual model is shown in <Figure 1>.
The result significantly shows that the value playes a very important role in determining the share of business. More specifically, firms laid more stress on ‘what they are gaining’ than ‘what they are losing’ since the benefit side of the value has relatively larger impact than the cost side. Most variables showed significant impact on the each dependent variables except some relationships. In detail, The intangible resources like firm’s expertise, reputation appeared to have a more impact on partner’s perceived value than the tangible resources, such as quality, price, etc. For the relational resources such as flexibility, transactions specific investment, and information sharing activity appeared that any of them could not help the customer to reduce the cost, while the flexibility and transactions specific investment contributed to raising the customer’s perceived benefit. The flexibility of manufacturer was confirmed to influences the benefit(β= .311, p< .001) more than the transactions specific investment(β= .103.,p= .002) To judge this synthetically, we could see the factors based on the Resource-based View focusing on the resources a company has have a greater impact on the customer values than the factors related to the Relational View paying attention to the relationships with the partner firm.
Also, the value appeared to mediate the relationship between firms’s offering and the share of business. In particular, the firm’s resources such as the quality, price, expertise, and reputation are the factors that have a significant impact on the share of business, but ultimately, it was confirmed that they are connected to the share of business through the awareness on the benefit and cost<see table 3>. Additionally, we tested the moderating effect of the length of relationship. We classified data set into 2 subgroups according to the relationship duration and analyzing them. The result showed that the effect the quality, expertise, and reputation have on the benefit or cost could vary depending on the length of relationship. More specifically, the manufacturer’s quality and expertise was confirmed to have a larger effect on the cost is in the condition where the relationship length is long, whereas, rather, the reputation was identified to influence the benefit more when the transaction period is short.
This study provide several implications in terms of theoretical and practical aspect.
First, it is the study preceding the Dyadic Perspective just like the decision on whether to continue the current relationship, expanding to the Multiple relationship Perspective. Many firms have relationships with multiple transaction partners, and when considering the customer’s share of business is directly related to the firm’s profits, we could say that this research has theoretically and practically great implications.
Second, this research separated the concept of value into the benefit and cost, and applied them to the B2b relationships. This attempt has greater implications in point of that the value mediates the precedence factors and the share of business. As the study investigated what factor affects which one among the benefit and cost, and further, of the benefit and cost, which one plays a more critical role on the actual expansion of share of business, we could get to account for the phenomenon more specifically than the simple accessing way. For example, it showed that the quality of goods provided by the manufacturer affects only on the convenience which the customer recognizes, while the expertise has an impact only on the cost-cutting, which means the resources to input would change based on that the customer now focuses on which value among the benefit and cost.
Third, in revealing the antecedent element of value, on the basis of the strategy theory, this study contemplated various viewpoints synthetically. While the existing studies mostly have established the antecedent elements of value from one viewpoint, in this study, we could see comprehensively a phenomenon by considering Resource-based View and Relational View at the same time, and compare the relative importance of holding resources base on 2 viewpoints. As a result of the study, it was revealed that the fundamental resources the company has in the Resource-based View have a greater effect on the creation of customer value than the resources related to the Relational View. This means that the relational characteristic certainly plays an important role in the environment of distribution channel, but the efforts to hold the fundamental competence basically have to be preceded, which have a very significant meaning in practice. Currently, a large number of companies are pouring considerable expenses to maintain the transactions with buying firms by adjusting their systems to meet the needs of client firms, and sharing the collected information with the customer, etc. But when selecting cooperative companies firms, the buying firms appeared to recognize that the partner’s offer competence of goods/services contributes more to their profits, rather than considering the efforts to improve the relationship.
The result of this study provides the practical implications on which way companies should input more resources into to create more customer values.
Fourth, classifying the fundamental resources the firm has into the tangible and intangible resources, this study compared the effect on the value of these resources. As a result of the study, it was confirmed that intangible resources, such as employees’ expertise, companies’ reputation than the tangible resources, such as the quality, price having been considered commonly so far when selecting the trade companies, have more decisive effect on deciding the actual share of business. This means that in order to secure a competitive edge in the market in the B2B relationships, the companies have to make an effort to improve Human Resources and Brand Value.
Finally, this study revealed the situational effect of the transaction period in the process of deciding the company’s share of business. That is, because when any resources were input, the customer's perceived value could be changed depending on the transaction period, it is effective for the company to carry out different strategies based on the progress of relation with the partner. According to the results of this research, it is effective to emphasize the firm’s reputation in the early stage of the relationship, whereas focusing on the quality,employees’ professionalism, or relation specific investment is effective in the later stage to improve the value.

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