Journal of the Academy of Marketing Science

, Volume 47, Issue 1, pp 56–75 | Cite as

Effects of channel members’ customer-centric structures on supplier performance

  • Andrew T. CreceliusEmail author
  • Justin M. Lawrence
  • Ju-Yeon Lee
  • Son K. Lam
  • Lisa K. Scheer
Original Empirical Research


The authors examine the upstream impact of a firm’s customer-centric organizational structure on its supplier, including both positive effects of greater revenue and negative effects of demanding services that raise the supplier’s costs. These countervailing effects on supplier profit are moderated by characteristics of the firm’s buying center and the firm–supplier relationship, in accordance with the value capture literature. Study 1 examines the proposed firm-level financial effects of the dual processes, using surveys of industrial firms matched with secondary data from their supplier. Study 2 assesses the supplier-level net impact of the dual processes, using publicly available data to shed light on the upstream financial impact of firms’ customer-centric structures across a broad sample of Fortune 500 suppliers. Findings highlight the need for a supplier to proactively assess the structure of each buyer-firm, as a supplier can take steps to mitigate cost effects and enhance revenue effects.


Marketing channels Customer-centric structure Value capture Supplier performance Financial performance 

Supplementary material

11747_2018_606_MOESM1_ESM.docx (72 kb)
ESM 1 (DOCX 71 kb)


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Copyright information

© Academy of Marketing Science 2018

Authors and Affiliations

  1. 1.Collat School of BusinessUniversity of Alabama at BirminghamBirminghamUSA
  2. 2.Eli Broad College of BusinessMichigan State UniversityEast LansingUSA
  3. 3.Debbie and Jerry Ivy College of BusinessIowa State UniversityAmesUSA
  4. 4.Terry College of BusinessUniversity of GeorgiaAthensUSA
  5. 5.Robert J. Trulaske, Sr. College of BusinessUniversity of MissouriColumbiaUSA

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