Summary
This research intends to develop a network synergy model to bridge the knowledge gap between trust-building capacities and marketing success. In order to increase marketing effectiveness, this study model integrates several other crucial supporting aspects, such as bolstering the competitive position and dedication to providing exceptional service. Three hundred twenty distributors of industrial goods in Indonesia were first recruited to participate in the study using the purposive sample approach. Two hundred sixty-three respondents were chosen to be processed using AMOS in order to produce a normal distribution of data (Setiawan & Hanfan, 2017). The research demonstrated that the model’s degree of agreement fulfills all criteria and that all hypotheses are supported. Although network synergy potential is a key factor in some areas of marketing performance improvement, it is less significant than other factors, such as increasing the competitive position and dedication to providing excellent customer service. This study’s unique concept of network synergy added to the corpus of knowledge on network theory.
When providing items to the store, the supplier behaves in a manner that is reflected in the research model. The model views building trust as the model’s starting point and marketing performance as the model’s ultimate aim. Three mediation variables—competitive position strengthening, dedication to outstanding service, and network synergy—comprise this study model’s process component (Setiawan & Hanfan, 2017). In order to maximize the supplier’s internal resources and influence the retailer’s business decisions, the model specifies systematic marketing guidelines. Establishing trust is a real relationship-building talent that the provider must possess. In order to preserve the connection via good service, competitive positioning, and network synergy capacity, the supplier must also acquire more sophisticated skills.
The idea of business networks is developed in part by the notion of network synergy. Due to few resources, intense rivalry, and other factors, the network is crucial in assisting business growth. The network’s characteristics—adaptive approach, synergistic action, and integrative collaboration—are each discussed separately (Setiawan & Hanfan, 2017). There is currently no established overall paradigm for a network architecture that addresses these current difficulties. In this study, a new network paradigm is synthesized, whereby collaboration is promoted to produce synergy, and all participants agree to become more sensitive to one another. It is possible to hypothesize that the network’s ability to synergize is an additional component that enhances the existing network knowledge.
Relevance
First, this article relates to the course topic because it deals with the basic marketing provisions. It includes such important points as increasing competitiveness and focusing on the quality of service. Effective marketing is the profit-generating activity of a firm. When all the stages of the process are sharpened to meet the needs of the consumer and act in the format of a communication mix, complementing and reinforcing each other, the effectiveness of marketing translates directly into profits for the company. This is the unifying message of the article and the course.
Reaction
I fully agree with the authors and their view of the supplier. The strategy of competitiveness and strengthening the competitive position aims to achieve a sustainable and profitable position that allows the company to withstand the pressure of those forces that determine the competitive struggle in the industry. A commitment to the highest quality service is also an integral part of marketing. A customer will return to a product or service and prioritize it only if he is completely satisfied with its quality. A synergistic effect originates from a coherent action of economic system components, bringing qualitative changes in its state and maintaining it in a stable development path despite exogenous influences. In some cases, measurement of the synergistic effect is impossible because it is mainly qualitative. The article is written qualitatively enough and has much evidence from reliable, cited sources. The authors have contributed to the marketing effort with this research.
Reference
Setiawan, A. I., & Hanfan, A. (2017). Elaborating the role of network synergy capacity as a supplier’s alternative terminal for achieving marketing performance. International Journal of Business and Society, 18(2), 245-262. Web.