Abstract
The business-to-business and business-to-customer relationship marketing literature includes little effort to develop a conceptual framework for understanding both supplier and customer relationship-oriented behaviors. The purpose of this study is to investigate how a firm’s supplier and customer relationship-oriented behaviors affect its financial performance through three relationship performance outcomes: supplier relationship performance, product and service quality performance, and customer relationship performance. The authors critically revisit extant knowledge on the subject, develop a conceptual framework integrating supplier and customer relationship management practices, and test the framework in the independent restaurant industry context. Results support the usefulness of the framework and suggest that building relationships with suppliers and customers plays an important role in providing values to restaurant firms and stakeholders such as suppliers and customers, leading to high financial performance of the restaurant firms.
Published Version
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