ارائه الگوی هم آفرینی ارزش با رویکرد بازاریابی معکوس بنگاه به بنگاه در شرکت های تعاونی دانش بنیان استان اصفهان (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
هم آفرینی ارزش با رویکرد بازاریابی معکوس یک استراتژی رقابتی مهم محسوب می شود، به طوری که با تغییر جریان سنتی تقاضا، شرکت های خریدار ازطریق یافتن بهترین منابع با تأمین کنندگان خود به عنوان عاملان اصلی در فرایند هم آفرینی ارزش، نقش خود را ایفا می کنند. اهمیت این موضوع به ویژه در شرکت های تعاونی دانش بنیان می تواند زمینه ساز تعاملات نوآورانه و توسعه پایدار در زنجیره تأمین شود. هدف این پژوهش، ارائه الگویی برای هم آفرینی ارزش با رویکرد بازاریابی معکوس در شرکت های تعاونی دانش بنیان استان اصفهان است. پژوهش حاضر از نوع کاربردی و با رویکرد آمیخته (کیفی–کمّی) انجام شده است. در بخش کیفی، داده ها ازطریق مصاحبه نیمه ساختاریافته با ۱۳ متخصص زنجیره تأمین گردآوری و با نرم افزار MAXQDA 2020 تحلیل شد . یافته های بخش کیفی به شناسایی ۵ مضمون اصلی، ۲۲ مضمون فرعی و ۱۸۲ کد پایه منجر شد که چارچوب اولیه مدل مفهومی پژوهش را شکل دادند . در بخش کمّی، پرسش نامه ای مبتنی بر این مضامین بین ۳۰ نفر از خبرگان توزیع شد و داده ها با استفاده از نرم افزار SPSS 22و آزمون کندال تحلیل شد . یافته های بخش کمّی نشان داد که ضرایب کندال در سه دور به ترتیب 0.545، 0.766 و 0.803 بوده اند. روند افزایشی این ضرایب بیانگر اجماع فزاینده میان خبرگان، انسجام دیدگاه ها و اعتبار بالای مدل پیشنهادی است. نتایج نهایی پژوهش نشان داد که عواملی نظیر رضایت تأمین کننده، بسیج منابع، مدیریت ارتباط و سهم نوآوری تأمین کننده در تحقق هم آفرینی ارزش در چارچوب بازاریابی معکوس نقش کلیدی دارند . وجه تمایز این پژوهش در تلفیق مفهومی بازاریابی معکوس با هم آفرینی ارزش در بستر شرکت های تعاونی دانش بنیان است که این الگو پیش تر به صورت یکپارچه در ادبیات داخلی توسعه نیافته است .Proposing a Value Co-Creation Model with a Reverse B2B Marketing Approach in Knowledge-Based Cooperative Companies in Isfahan Province
Value co-creation through a reverse marketing approach is increasingly recognized as a strategic competitive advantage as it reconfigures traditional demand flows by positioning buyer firms as active participants in the co-creation process alongside their suppliers. This approach is especially significant in knowledge-based cooperative enterprises, fostering innovative collaborations and contributing to sustainable supply chain development. The aim of this study was to develop a model for value co-creation based on a reverse B2B marketing approach within knowledge-based cooperatives in Isfahan Province. This applied research utilized a mixed-method (qualitative and quantitative) approach. In the qualitative phase, data were collected through semi-structured interviews with 13 supply chain experts and analyzed using MAXQDA 2020 software. The qualitative findings identified 5 main themes, 22 sub-themes, and 182 initial codes, which shaped the foundational framework of the conceptual model. In the quantitative phase, a questionnaire based on these themes was distributed to 30 experts. The data were analyzed using SPSS 22 software and Kendall’s W test. The quantitative results revealed Kendall’s W coefficients across the three Delphi rounds as 0.545, 0.766, and 0.803, respectively. This upward trend indicated increasing consensus among experts, greater convergence of viewpoints, and enhanced validity of the proposed model. The final findings highlighted that factors, such as supplier satisfaction, resource mobilization, relationship management, and innovation contributions, were pivotal in achieving value co-creation within the framework of reverse marketing. The novelty of this research lay in its conceptual integration of reverse marketing with value co-creation in the context of knowledge-based cooperatives—an integrated model that had not previously been developed in the domestic literature. Introduction The emergence of global crises in industrial supply chains has compelled many businesses to struggle in fulfilling their obligations, underscoring the critical importance of resource accessibility for the survival and success of companies. As marketing approaches evolve towards a service-dominant logic, the concept of value co-creation has gained prominence, highlighting the effective collaboration of stakeholders in their unique roles. In today’s competitive environment, a comprehensive understanding of supplier relationship management is essential. This includes fostering supplier satisfaction and mobilizing resources, particularly for knowledge-based firms that depend on supplier-driven innovation. Consequently, value co-creation with suppliers has become increasingly vital. While substantial research on value co-creation in business relationships has been conducted in Iran, the role of reverse marketing in this process—especially within interactions between knowledge-based companies and their suppliers—has not been thoroughly examined. Therefore, this study aimed to propose a model for value co-creation through a reverse marketing approach within knowledge-based cooperative companies in Isfahan Province. It would identify the key factors influencing value co-creation in this context and address the existing research gaps. Materials & Methods This research was a developmental study that established a logical connection between the research framework and the target population. The statistical population consisted of managers and experts working in active knowledge-based companies in Isfahan. In the qualitative phase, data were collected through semi-structured interviews with 13 participants, continuing until theoretical saturation was reached. The sample was selected using purposive and snowball sampling techniques. Data analysis followed a thematic approach, involving multiple stages: an in-depth review of interview transcripts, coding, theme identification, and final refinement. The extracted themes and their interrelationships were illustrated in a network diagram, with MAXQDA software facilitating the qualitative data analysis. To ensure the validity of the qualitative findings, three validation methods were implemented: member checking, data triangulation, and peer review. First, the selected participants reviewed the analyzed data to confirm its accuracy and coherence. Second, the interview data were cross-referenced with previous studies and organizational documents to ensure consistency. Finally, two independent experts, who were not involved in the study, assessed the coding process and interpretations, enhancing the study’s credibility and trustworthiness. For qualitative reliability, Cohen’s Kappa coefficient was employed to measure inter-coder agreement, yielding a value of 0.82, thus indicating strong reliability. In the quantitative phase, data were collected from 30 supply chain experts and practitioners using purposive sampling. A structured questionnaire was developed based on the qualitative findings and statistical analysis was conducted using SPSS software. To assess the reliability of the questionnaire, Cronbach’s alpha was calculated, with all items exceeding 0.7, hence confirming a high level of internal consistency. Additionally, Kendall’s coefficient of concordance was used to measure the degree of agreement among experts, ensuring the validity and robustness of the proposed model. The integration of qualitative and quantitative methodologies strengthened the credibility and generalizability of the findings, providing a comprehensive and empirically validated model for value co-creation within the reverse marketing framework. Research Findings The qualitative analysis of in-depth interviews revealed critical factors and dimensions of value co-creation through a reverse marketing approach. The results indicated that value co-creation among firms within knowledge-based cooperative companies in Isfahan Province was characterized by 5 key components: "co-problem solving", "co-analysis", "co-commitment", "co-innovation", and "co-sharing". The variable of supplier satisfaction consisted of 4 components: "buyer profitability", "buyer growth opportunity", "buyer relational behavior", and "buyer reliability". The variable of supplier resource mobilization included 4 elements: "preferred customer status", "supplier learning", "buyer innovation adaptability", "buyer innovation potential", and "buyer market access". Additionally, the variable of supplier relationship management was represented by 4 components: "capturing supplier innovation", "joint selling with suppliers", "ongoing supplier communication", and "strategic supplier management". Lastly, the variable of supplier innovation contribution encompassed 4 aspects: "supplier expertise", "supplier cooperative attitude", "research and supplier development", and "supplier development programs". A quantitative analysis was conducted to ensure the rigor and empirical validation of the proposed model. Using Kendall’s coefficient of concordance, the level of agreement among 30 supply chain experts and practitioners was evaluated. The results demonstrated a progressive increase in consensus across 3 rounds, confirming the reliability and coherence of the identified constructs. The statistical findings highlighted the significance of 4 critical factors influencing value co-creation: supplier satisfaction, supplier resource mobilization, supplier relationship management, and supplier innovation contribution. Among these, the highest level of agreement was observed in the dimensions related to supplier satisfaction and supplier innovation contribution, underscoring their pivotal roles within the reverse marketing framework. The integration of qualitative insights with quantitative validation enhanced the credibility of the proposed conceptual model, emphasizing the importance of collaborative supplier-buyer relationships in fostering innovation, strategic alignment, and competitive advantage. Discussion of Results & Conclusion This study underscored the essential roles of supplier satisfaction, resource mobilization, relationship management, and supplier innovation contribution in advancing value co-creation within knowledge-based cooperative companies in Isfahan. Supplier satisfaction was identified as a multifaceted construct influenced by factors, such as profitability opportunities, growth potential, relational behavior, and reliability of buyer commitments. Together, these elements enhanced buyer-supplier dynamics, fostering collaboration and mutual trust. Suppliers were more likely to prioritize buyers, who actively supported their growth through knowledge sharing, market access, and innovation adoption. This finding highlighted the importance of aligning corporate strategies with supplier expectations to strengthen the value chain. Supplier resource mobilization emerged as a critical dimension characterized by factors, such as preferred customer status, supplier learning, adaptability to innovation, buyer innovation potential, and market accessibility. These factors drove suppliers to allocate resources to buyers, who demonstrated a commitment to long-term collaboration and mutual growth. For instance, buyers, who engaged suppliers in shared learning initiatives and provided actionable feedback, were more likely to gain a competitive advantage. Moreover, buyer adaptability to innovation enhanced supplier motivation to invest in innovative projects, reinforcing the collaborative nature of their relationship. Effective Supplier Relationship Management (SRM) further amplified the potential for value co-creation. The key SRM components identified in this study included attracting supplier innovation, implementing shared sales strategies, maintaining continuous communication, and strategic supplier management. Collectively, these elements enabled the seamless integration of supplier contributions into the buyer’s value proposition. Regular and transparent communication facilitated the exchange of innovative ideas, mitigated conflicts, and cultivated a culture of trust and collaboration. Aligning suppliers with organizational objectives enhanced product quality, operational efficiency, and competitive positioning. The study highlighted the critical role of supplier innovation in value creation driven by factors, such as expertise, collaborative attitudes, commitment to research and development (R&D), and tailored development programs. Suppliers, who invested in R&D and adopted a proactive, collaborative approach, significantly enhanced the buyers’ innovation capabilities. These suppliers brought unique insights and specialized knowledge, facilitating both incremental and transformative innovations throughout the supply chain. Value co-creation as conceptualized in this research was founded on collaborative problem-solving, shared analysis, mutual commitment, joint innovation, and reciprocal knowledge sharing. These dimensions emphasized the importance of active engagement and resource alignment between buyers and suppliers. By jointly addressing challenges and fostering a mutual dedication to innovation, partnerships could evolve beyond mere transactional interactions, resulting in long-term value creation. The findings suggested that knowledge-based cooperative companies should adopt a reverse marketing approach as a strategic enabler for value co-creation. By nurturing stable and collaborative relationships with suppliers, these companies can unlock the latent potential of their supply networks. Creating transparent platforms for knowledge sharing and fostering a culture of trust and reciprocity are essential for enhancing innovation and managing risks. Additionally, the cooperative structure of these companies provides unique opportunities to maximize synergies through collective decision-making and shared objectives. Given the technology-driven orientation of knowledge-based companies, it is crucial to prioritize the integration of advanced research collaborations with suppliers. Encouraging joint R&D initiatives and continually improving supplier relationships will enhance the resilience and adaptability of the supply chain in response to evolving market dynamics. These strategies not only strengthen the competitive edge of these companies, but also contribute to broader industrial and economic growth. By adopting this comprehensive framework for value co-creation, knowledge-based cooperative companies can achieve sustainable development, foster innovation, and set a benchmark for other organizations operating in similar contexts.
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