A Conceptual Review of the Transaction Costs within a Distribution Channel (유통경로내의 거래비용에 대한 개념적 고찰)
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- Journal of Distribution Science
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- v.10 no.2
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- pp.29-41
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- 2012
This paper undertakes a conceptual review of transaction cost to broaden the understanding of the transaction cost analysis (TCA) approach. More than 40 years have passed since Coase's fundamental insight that transaction, coordination, and contracting costs must be considered explicitly in explaining the extent of vertical integration. Coase (1937) forced economists to identify previously neglected constraints on the trading process to foster efficient intrafirm, rather than interfirm, transactions. The transaction cost approach to economic organization study regards transactions as the basic units of analysis and holds that understanding transaction cost economy is central to organizational study. The approach applies to determining efficient boundaries, as between firms and markets, and to internal transaction organization, including employment relations design. TCA, developed principally by Oliver Williamson (1975,1979,1981a) blends institutional economics, organizational theory, and contract law. Further progress in transaction costs research awaits the identification of critical dimensions in which transaction costs differ and an examination of the economizing properties of alternative institutional modes for organizing transactions. The crucial investment distinction is: To what degree are transaction-specific (non-marketable) expenses incurred? Unspecialized items pose few hazards, since buyers can turn toalternative sources, and suppliers can sell output intended for one order to other buyers. Non-marketability problems arise when specific parties' identities have important cost-bearing consequences. Transactions of this kind are labeled idiosyncratic. The summarized results of the review are as follows. First, firms' distribution decisions often prompt examination of the make-or-buy question: Should a marketing activity be performed within the organization by company employees or contracted to an external agent? Second, manufacturers introducing an industrial product to a foreign market face a difficult decision. Should the product be marketed primarily by captive agents (the company sales force and distribution division) or independent intermediaries (outside sales agents and distribution)? Third, the authors develop a theoretical extension to the basic transaction cost model by combining insights from various theories with the TCA approach. Fourth, other such extensions are likely required for the general model to be applied to different channel situations. It is naive to assume the basic model appliesacross markedly different channel contexts without modifications and extensions. Although this study contributes to scholastic research, it is limited by several factors. First, the theoretical perspective of TCA has attracted considerable recent interest in the area of marketing channels. The analysis aims to match the properties of efficient governance structures with the attributes of the transaction. Second, empirical evidence about TCA's basic propositions is sketchy. Apart from Anderson's (1985) study of the vertical integration of the selling function and John's (1984) study of opportunism by franchised dealers, virtually no marketing studies involving the constructs implicated in the analysis have been reported. We hope, therefore, that further research will clarify distinctions between the different aspects of specific assets. Another important line of future research is the integration of efficiency-oriented TCA with organizational approaches that emphasize specific assets' conceptual definition and industry structure. Finally, research of transaction costs, uncertainty, opportunism, and switching costs is critical to future study.
The emergence of the field of organizational buying behavior in the mid-1960’s with the publication of Industrial Buying and Creative Marketing (1967) set the stage for a new paradigm of thinking about how business was conducted in markets other than those serving ultimate consumers. Whether it is "industrial marketing" or "business-to-business marketing" (B-to-B), organizational buying behavior remains the core differentiating characteristic of this domain of marketing. This paper explores the impact of several dynamic factors that have influenced how organizations relate to one another in a rapidly increasing interdependence, which in turn can impact organizational buying behavior. The paper also raises the question of whether or not the major conceptual models of organizational buying behavior in an interdependent world are still relevant to guide research and managerial thinking, in this dynamic business environment. The paper is structured to explore three questions related to organizational interdependencies: 1. What are the factors and trends driving the emergence of organizational interdependencies? 2. Will the major conceptual models of organizational buying behavior that have developed over the past half century be applicable in a world of interdependent organizations? 3. What are the implications of organizational interdependencies on the research and practice of organizational buying behavior? Consideration of the factors and trends driving organizational interdependencies revealed five critical drivers in the relationships among organizations that can impact their purchasing behavior: Accelerating Globalization, Flattening Networks of Organizations, Disrupting Value Chains, Intensifying Government Involvement, and Continuously Fragmenting Customer Needs. These five interlinked drivers of interdependency and their underlying technological advances can alter the relationships within and among organizations that buy products and services to remain competitive in their markets. Viewed in the context of a customer driven marketing strategy, these forces affect three levels of strategy development: (1) evolving customer needs, (2) the resulting product/service/solution offerings to meet these needs, and (3) the organization competencies and processes required to develop and implement the offerings to meet needs. The five drivers of interdependency among organizations do not necessarily operate independently in their impact on how organizations buy. They can interact with each other and become even more potent in their impact on organizational buying behavior. For example, accelerating globalization may influence the emergence of additional networks that further disrupt traditional value chain relationships, thereby changing how organizations purchase products and services. Increased government involvement in business operations in one country may increase costs of doing business and therefore drive firms to seek low cost sources in emerging markets in other countries. This can reduce employment opportunitiesn one country and increase them in another, further accelerating the pace of globalization. The second major question in the paper is what impact these drivers of interdependencies have had on the core conceptual models of organizational buying behavior. Consider the three enduring conceptual models developed in the Industrial Buying and Creative Marketing and Organizational Buying Behavior books: the organizational buying process, the buying center, and the buying situation. A review of these core models of organizational buying behavior, as originally conceptualized, shows they are still valid and not likely to change with the increasingly intense drivers of interdependency among organizations. What will change however is the way in which buyers and sellers interact under conditions of interdependency. For example, increased interdependencies can lead to increased opportunities for collaboration as well as conflict between buying and selling organizations, thereby changing aspects of the buying process. In addition, the importance of communication processes between and among organizations will increase as the role of trust becomes an important criterion for a successful buying relationship. The third question in the paper explored consequences and implications of these interdependencies on organizational buying behavior for practice and research. The following are considered in the paper: the need to increase understanding of network influences on organizational buying behavior, the need to increase understanding of the role of trust and value among organizational participants, the need to improve understanding of how to manage organizational buying in networked environments, the need to increase understanding of customer needs in the value network, and the need to increase understanding of the impact of emerging new business models on organizational buying behavior. In many ways, these needs deriving from increased organizational interdependencies are an extension of the conceptual tradition in organizational buying behavior. In 1977, Nicosia and Wind suggested a focus on inter-organizational over intra-organizational perspectives, a trend that has received considerable momentum since the 1990's. Likewise for managers to survive in an increasingly interdependent world, they will need to better understand the complexities of how organizations relate to one another. The transition from an inter-organizational to an interdependent perspective has begun, and must continue so as to develop an improved understanding of these important relationships. A shift to such an interdependent network perspective may require many academicians and practitioners to fundamentally challenge and change the mental models underlying their business and organizational buying behavior models. The focus can no longer be only on the dyadic relations of the buying organization and the selling organization but should involve all the related members of the network, including the network of customers, developers, and other suppliers and intermediaries. Consider for example the numerous partner networks initiated by SAP which involves over 9000 companies and over a million participants. This evolving, complex, and uncertain reality of interdependencies and dynamic networks requires reconsideration of how purchase decisions are made; as a result they should be the focus of the next phase of research and theory building among academics and the focus of practical models and experiments undertaken by practitioners. The hope is that such research will take place, not in the isolation of the ivory tower, nor in the confines of the business world, but rather, by increased collaboration of academics and practitioners. In conclusion, the consideration of increased interdependence among organizations revealed the continued relevance of the fundamental models of organizational buying behavior. However to increase the value of these models in an interdependent world, academics and practitioners should improve their understanding of (1) network influences, (2) how to better manage these influences, (3) the role of trust and value among organizational participants, (4) the evolution of customer needs in the value network, and (5) the impact of emerging new business models on organizational buying behavior. To accomplish this, greater collaboration between industry and academia is needed to advance our understanding of organizational buying behavior in an interdependent world.
Most of the extant studies on communication effects have been devoted to the typical issue, "what types of communication activities are more effective for brand awareness or brand attitudes?" However, little research has addressed another question on communication decisions, "what makes communication activities less effective?" Our study focuses on factors negatively influenced on the efficiency of communication activities, especially of Advertising. Some studies have introduced concepts closely related to our topic such as consumer confusion, brand confusion, or belief confusion. Studies on product belief confusion have found some factors misleading consumers to misunderstand the physical features of products. Studies on brand confusion have uncovered factors making consumers confused on brand names. Studies on advertising confusion have tested the effects of ad models' employed by many other firms for different products on communication efficiency. We address a new concept, Ad noises, which are any factors interfering with consumers exposed to a particular advertisement in understanding messages provided by advertisements. The objective of this study is to understand the effects of ad noises caused by ad models on brand awareness and brand attitude. There are many different types of AD noises. Particularly, we study the effects of AD noises generated from ad model selection decision. Many companies want to employ celebrities as AD models while the number of celebrities who command a high degree of public and media attention are limited. Inevitably, several firms have been adopting the same celebrities as their AD models for different products. If the same AD model is adopted for TV commercials for different products, consumers exposed to those TV commercials are likely to fail to be aware of the target brand due to interference of TV commercials, for other products, employing the same AD model. This is an ad noise caused by employing ad models who have been exposed to consumers in other advertisements, which is the first type of ad noises studied in this research. Another type of AD noises is related to the decision of AD model replacement for the same product advertising. Firms sometimes launch another TV commercial for the same products. Some firms employ the same AD model for the new TV commercial for the same product and other firms employ new AD models for the new TV commercials for the same product. The typical problem with the replacement of AD models is the possibility of interfering with consumers in understanding messages of the TV commercial due to the dissimilarity of the old and new AD models. We studied the effects of these two types of ad noises, which are the typical factors influencing on the effect of communication: (1) ad noises caused by employing ad models who have been exposed to consumers in other advertisements and (2) ad noises caused by changing ad models with different images for same products. First, we measure the negative influence of AD noises on brand awareness and attitudes, in order to provide the importance of studying AD noises. Furthermore, our study unveiled the mediating conditions(variables) which can increase or decrease the effects of ad noises on brand awareness and attitudes. We study the effects of three mediating variables for ad noises caused by employing ad models who have been exposed to consumers in other advertisements: (1) the fit between product image and AD model image, (2) similarity between AD model images in multiple TV commercials employing the same AD model, and (3) similarity between products of which TV commercial employed the same AD model. We analyze the effects of another three mediating variables for ad noises caused by changing ad models with different images for same products: (1) the fit of old and new AD models for the same product, (2) similarity between AD model images in old and new TV commercials for the same product, and (3) concept similarity between old and new TV commercials for the same product. We summarized the empirical results from a field survey as follows. The employment of ad models who have been used in advertisements for other products has negative effects on both brand awareness and attitudes. our empirical study shows that it is possible to reduce the negative effects of ad models used for other products by choosing ad models whose images are relevant to the images of target products for the advertisement, by requiring ad models of images which are different from those of ad models in other advertisements, or by choosing ad models who have been shown in advertisements for other products which are not similar to the target product. The change of ad models for the same product advertisement can positively influence on brand awareness but positively on brand attitudes. Furthermore, the effects of ad model change can be weakened or strengthened depending on the relevancy of new ad models, the similarity of previous and current ad models, and the consistency of the previous and current ad messages.