TY - JOUR
T1 - Mobilizing suppliers when starting up a new business venture
AU - La Rocca, Antonella
AU - Snehota, Ivan
PY - 2021
Y1 - 2021
N2 - Prior research has shown that new ventures can complement their capabilities and extend their limited internal
resources by drawing on suppliers. Yet, our knowledge of the supplier mobilization process in new ventures is
limited. In this paper, we take a relational perspective on the mobilizing process, which entails investigating the
scope for mobilizing suppliers in new ventures and new ventures’ attractiveness to suppliers. Drawing on three
new venture cases, we posit that for new ventures the scope for mobilizing suppliers: 1) ranges from the use of
suppliers for the procurement of well-defined existing inputs to the co-development of various resources and
capabilities with suppliers; 2) varies across ventures, reflecting the new venture’s distance to market; and 3)
depends on the supplier’s assessment of the new venture’s attractiveness as a customer. We also argue that the
attractiveness of new ventures as customers to the suppliers is based on elements that differ from those found in
studies of ongoing businesses, and include: 1) stimuli to innovate and develop new competencies, 2) reputational
benefits and prestige, and 3) personal satisfaction.
AB - Prior research has shown that new ventures can complement their capabilities and extend their limited internal
resources by drawing on suppliers. Yet, our knowledge of the supplier mobilization process in new ventures is
limited. In this paper, we take a relational perspective on the mobilizing process, which entails investigating the
scope for mobilizing suppliers in new ventures and new ventures’ attractiveness to suppliers. Drawing on three
new venture cases, we posit that for new ventures the scope for mobilizing suppliers: 1) ranges from the use of
suppliers for the procurement of well-defined existing inputs to the co-development of various resources and
capabilities with suppliers; 2) varies across ventures, reflecting the new venture’s distance to market; and 3)
depends on the supplier’s assessment of the new venture’s attractiveness as a customer. We also argue that the
attractiveness of new ventures as customers to the suppliers is based on elements that differ from those found in
studies of ongoing businesses, and include: 1) stimuli to innovate and develop new competencies, 2) reputational
benefits and prestige, and 3) personal satisfaction.
KW - customer attractiveness, new ventures, supplier mobilization, supplier relationships
KW - customer attractiveness, new ventures, supplier mobilization, supplier relationships
UR - http://hdl.handle.net/10807/173413
U2 - 10.1016/j.indmarman.2020.08.002
DO - 10.1016/j.indmarman.2020.08.002
M3 - Article
SN - 0019-8501
SP - 401
EP - 412
JO - Industrial Marketing Management
JF - Industrial Marketing Management
ER -