A conceptualisation of supplier‐perceived value

Abstract

PurposeThe purpose of this paper is to provide a more comprehensive conceptualisation of supplier perceived value (SPV) in business relationships for B2B services.Design/methodology/approachAn exploratory qualitative study was conducted amongst logistics firms in Lithuania, which are members of the Lithuanian National Road Carriers' Association (Linava). Data were derived from 13 interviews with senior managers.FindingsSPV is proposed to be a higher order construct consisting of three value dimensions capturing the financial, strategic, and co‐creating value of a customer relationship, which in turn are determined by customer and relationship capabilities and competencies.Research limitations/implicationsThe proposed conceptualisation of SPV is based on generic literature and interview data derived from the haulage industry. While the key dimensions of the SPV are sufficiently generic to apply to complex B2B services in general, some aspects (e.g. proxies) might be specific to the context of this study.Practical implicationsThe conceptual model of SPV can be employed by both service suppliers and customers. Service suppliers could utilise it as a tool to prioritise or segment customers, as well as for tailoring service packages to a customer's SPV profile. From the customer's perspective, the model provides a diagnostic tool to assess how important a customer is to a service provider and the level of commitment a customer can expect from a supplier. The study provides insights into the Lithuanian road haulage industry, which is of strategic importance for supply chains linking Western Europe with the Commonwealth of Independent States (CIS) countries and other Asian markets.Originality/valueThis paper redresses the imbalance in attention paid to value perceptions from the supplier side of the dyad compared with those of the customer. Unlike previous research, it stresses the importance of co‐creation value as a critical dimension of supplier‐perceived value of a customer relationship, in addition to financial and strategic value dimensions. It emphasises the interplay between knowledge, social and operational capabilities to co‐create value.