Abstract
Many firms are turning from discrete, arms-length, adversarial exchanges with a multitude of marketing research suppliers toward long-term, collaborative relationships with a smaller number of “partners.” Advocates of partnering believe that it is a way to reduce total costs and improve quality, while dissenting firms believe partnering can breed complacency. This article presents the results of a study that examines performance outcomes (product quality, service quality, cost efficiency, timeliness, and overall customer satisfaction) and the degree to which a client partners with its marketing research firms. Results indicate a relationship between partnering and increased performance in all five areas. Implications for managers include the possibility of better performance from research firms if the relationship is more collaborative in nature.
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