分类定价，价格公平性观念，以及中小企业市场品牌关系的调节作用

nsrknga,f,Untatepri,anSMtenegetheipwiththebrandandthesellerpartitionstheprice.Thethirdstudyfurtherexam©2016ElsevierInc.Allrightsreserved.withfericingarchfirenuangeffectsinbusinessetal.,2014;Iyer,Xiao,JournalofBusinessResearch72(2017)80–92ContentslistsavailableatScienceDirectJournalofBusinmanagersexhibitbehavioralpatternsthatdonotsimplyfollowrationalSharma,Nicholson,2015;Monroeetal.,2015).Additionally,weaddtothegrowingliteratureontheimportanceofbrandinginbusinessmarketsandtheinfluenceofmanagers'emotions(i.e.,positiveandnegTheauthorsthankDrs.SuzanneC.MakaremofVirginiaCommonwealthUniversityuatingoffersandmakingdecisionsincertaincircumstances(Brown,Zablah,Bellenger,Donthu,2012;Monroeetal.,2015).Further,B2Bseektounderstandmanagers'behavioralpricimarkets(HinterhuberLiozu,2015;HomburgPurchasesinbusinessmarketstendtobeutilitarianinnature,unlikemoreselfexpressiveconsumerpurchases(Lamons,2005);theyareforbusinesspurposesnotpersonaluse.Inaddition,theytendtorequireaformal,groupdecisionmakingprocessandtheirpurchasestendtobeforhighervolumequantitiesanddollaramounts(Monroe,Rikala,Somervuori,2015).However,inspiteoftheirmoreanalyticalandobjectiveapproach,individualbusinessmanagersmayrelyonbothheuristicsandaffectaswellasthoughtfulanalysis–justasconsumersdo–inevalWarlop,Alba,2003;Kahneman,Knetsch,Thaler,1986;Maxwell,1995;Zengetal.,2011).Thus,businessmanagersshouldstrivetounderstandantecedentstopriceunfairnessperceptionsinanefforttoreducenegativeoutcomes.Thepurposeofthisresearchistoexplorepartitionedpricing,thestrategyofdividingthepriceofaproductofferingintotwoormoremandatorycomponents(Morwitz,Greenleaf,Johnson,1998),anditseffectsonpricefairnessperceptionsinaB2Bcontext.ThisobjectivefurtherstheeffortsofrecentliteraturewhichandDannyN.BellengerofGeorgiaStateUniversityforthVirginiaCommonwealthUniversity'sSchoolofBusinpaper.⁎Correspondingauthor.Emailaddresses:jlferguson@vcu.edu(J.L.F(B.P.Brown),wesleyj@gsu.edu(W.J.Johnston).http:dx.doi.org10.1016j.jbusres.2016.11.00101482963©2016ElsevierInc.Allrightsreserved.ncesofthebusinessmarcificallyconcerningpernn,Klarmann,2014).ofpositiveandnegativeoutcomes,includingintentions,willingnesstopay,switchingbehavior,wordofmouthbehavior,brandattitudesandrelationships,andfirmprofitability(BertiniWathieu,2008;Bolton,ketcontextthatsuggestdedicatedstudy,speceptionsofpricefairness(Homburg,Allma1.IntroductionExtantbehavioralpricingresearch,Yang,Li,Fam,2011),hasexaminedp(B2C)settings.Whileconsumerreseapplyinbusiness(B2B)settings,thereawexceptions(e.g.,Zeng,phenomenainconsumerndingsmightverywellchoicemodels;psychologicalaspects(HinterhuberLiozu,2015)andemotions(LaPlacadaSilva,2016)mayalsoplayaroleinpricingdecisionmaking.ThestudyofpricefairnessperceptionsisimportanttomarketingmanagersbecausetheseperceptionsareempiricallylinkedtoavarietyPartitionedpricingPricefairnessSmallandmediumsizedenterprise(SME)BusinesstoBusiness(B2B)ineBrandmandateestheeffectsofrelationshipwiththebrandbyseparatingbrandmandate(i.e.,whenthebuyingfirmrequiresmployeestopurchasefromaspecificbrand)andrelationshiplongevity.hasanestablishedrelationshAffectPartitionedpricing,pricefairnessperceptioofbrandrelationshipsinSMEbusinessmaJodieL.Ferguson,Ph.D.,AssociateProfessorofMarketiBrianP.Brown,Ph.D.,AssociateProfessorofMarketingWesleyJ.Johnston,Ph.D.,CBIMRoundtableProfessoroaSchoolofBusiness,VirginiaCommonwealthUniversity,POBox844000,Richmond,VA23284bCenterforBusinessandIndustrialMarketing,J.MackRobinsonCollegeofBusiness,GeorgiaSabstractarticleinfoArticlehistory:Received21July2015Receivedinrevisedform1November2016Accepted3November2016Availableonline9December2016Partitionedpricingeffectsoninthebusiness(B2B)marketcurrentresearchinvestigatestopartitionedpricingandexfindsthatapartitionedpricfindsthatSMEbuyerselicitKeywords:eircommentsonthispaper.essfundedtheresearchinthiserguson),bpbrown@vcu.edu,andthemoderatingeffectsets,a,⁎,Marketing,DirectorbitedStatesUniversity,UnitedStates.ceperceptionshavebeenstudiedintheconsumer(B2C)marketcontext,butnotdparticularlynotinthesmallandmediumsizedenterprise(SME),context.TheEmanagers'affectiveandcognitive(e.g.,pricefairnessperceptions)responsestofrelationshipwiththesellingbrand.Thefirstofthreeexperimentalstudiesneratesgreaterpricefairnessperceptionsthananallinclusiveprice.Study2greatestpositiveaffectandthelowestnegativeaffectwhenthebuyer'sfirmessResearchativeaffect)onbusinesspurchasesituations(Brown,Zablah,Bellenger,Johnston,2011;LeekChristodoulides,2012)byexamininghowbuyingmanagers'relationshipwithabrandandrelatedemotionsimpacttherelationshipbetweenpartitionedpricingandpricefairnessperceptions.LynchdeChernatony,2007;Zhangetal.,2014).Managers'percepagers'responsetopricing.Whilenotcomprehensive,itprovidesa81J.L.Fergusonetal.JournalofBusinessResearch72(2017)80–92Zhang,Netzer,andAnsari(2014)suggestthatB2BandB2Cmarketsarenotorthogonalandthesemarketsexistasacontinuumwithsubstantialoverlap(p.336).AlthoughthereisahardlinedistinctioninthatB2BpurchasesareforbusinessuseandB2Cpurchasesareforpersonaluse,thereareB2Bcontexts,particularlywithsmallerfirmscharacterizedbyfewbuyingcentermembersandlimitedresources,whichmayexhibitbuyingbehaviorssimilartoindividualsorhouseholds.Thesegrayareabusinesscontextsrequiregreaterscrutiny.Thepresentresearchsupportsrecentcallsforagreaterunderstandingofsmallandmediumsizedenterprises'(SMEs')buyingbehavior,beyondsimplyconsideringSMEmanagersassmallversionsofbigenterprises(Ozmen,Oner,Khosrowshahi,Underwood,2013).SMEsmakesignificantcontributionstomostdevelopedeconomiesasevidencedbythefactthattheyaccountfor54%ofallU.S.sales(Graham,1999;U.S.SmallBusinessAdministration,2013),yetSMEsgenerallyreceivelimitedattentioninacademicresearchandlittleisknownaboutthepurchasingpracticesofsmallcompanyowners(Ellegaard,2009).ResearchshowsthatSMEsdifferfromlargerfirmsinanumberofways,includingtheiroverallstructure(e.g.,formalization,purchasingroles)(Berthon,Ewing,Napoli,2008;Coviello,Roderick,Munro,2000;Raju,Lonial,Crum,2011).Thesedistinctionshaveledacademicstoclaimthatthe“conventionalprinciplesprescribedinthemarketingliteraturecannotalwaysbefullyappreciatedorappliedwithintheSMEcontext”(Berthonetal.,2008,p.29).Accordingly,theresponsesofSMEstopricestimuli,andpartitionedpricinginparticular,arelikelytodifferfromlargerfirms.Thecurrentpaperpresentsaconceptualizationofbusinesspricingandaffectivecognitiveresponses,anddiscussesthreeexperimentsthatuseSMEbusinessmanagerstotestrelationshipsbetweenpartitionedpricing,relationshipwiththebrand,affect,andpricefairnessperceptions.ItrespondstoHinterhuber's(2015)callforresearchonpartitionedpricingeffectsinB2BmarketsandLaPlacaanddaSilva's(2016)callforaparadigmshiftinB2Bresearchfromeconomicexchangetobehavioraltheory:Theimportanceofsuchissuesasemotion,irrationality,andothernoneconomicfactorsthatareentailedinrelationshipbuilding,whethertangibleorintangible,mustbeexplored.(p.240).Thus,animportantcontributionofthisresearchisthatitstudiestheeffectsofpartitionedpricing,emotions,andrelationshipwiththebrandonpricefairnessperceptionsfromaB2BandspecificallyanSMEperspective.Inaddition,itconsiderstheroleofthebrandmandate,acommonlyusedpolicythatrequiresthatbusinessemployeesuseonlycertainbrands,asanimportantbrandrelationshipvariable.Forexample,anautomotivefirmrequiresasalesmanagertouseacorporateissuedAmericanExpresscardwhenhepreferstousehispersonalMasterCardbecause,asalongtimeuser,heearnsbonusfrequentflyermileswithhispreferredairlinecarrier.Howmightthisbrandmandateaffectthemanager'sfeelingstowardtheAmericanExpressbrand?Or,supposethatbecauseofherfirm'scontractualagreementwithStarwoodHotels,ahumanresourcemanagermustuseonlySheratonhotelsforemployeetrainings.Howmightthismanager'sfeelingstowardtheSheratonbrandinfluenceherperceptionsofquotedhotelprices?Theserathermundanescenariosarefrequentinbusinesssettingsbutraisequestionsaboutpricinginanybusinesscontext,andparticularlySMEcontexts,andregardingwhetherabrandmandateinfluencesbuyingmanagers'responsestoprices.Thisresearchbeginswithaconceptualizationforbusinesspricingandmanagers'affectiveandcognitiveresponses.Thisisfollowedbythehypotheses,methodandresults,andadiscussionofthreeexperimentalstudies.Finally,weclosewithageneraldiscussion,includingtheoreticalandmanagerialimplications,andlimitationsandfutureresearchpossibilities.generaloverviewofthemyriadfactorsthatinfluenceabusinessmanager'sresponsetopricing.Importantly,ithighlightsgapsinextantB2Bresearch,specificallyregardingpartitionedpricing,brandmandatesandaffect.Inthisempiricalresearch,weexaminetheeffectsofthehighlightedfactorsinFig.1:partitionedpricing(i.e.,pricingpresentation),theeffectsofoverallrelationshipwiththebrand,andthenmorespecifically,theeffectsofbrandmandateandrelationshiplongevityonaffectiveandcognitiveresponsestopricinginaSMEbusinesscontext.2.1.AffectiveandcognitiveresponsestopricingWhenevaluatinganoffer,managersuseavailableinformationtointerpretandevaluatetheoffer.Typically,individualsperceivethepricingstimuliandelicitaquick,affectiveresponse,followedbyamorecalculated,cognitiveresponse(Monroeetal.,2015).Affectiveresponsesareeitherpositive(e.g.,happiness,pleasure,joy)ornegative(e.g.,anxiety,anger,confusion)andcognitiveresponsesincludeevaluationsoffairness(e.g.,Isthepricefair?Isthisareasonablequote?)(Xia,Monroe,Cox,2004)andperceivedvalue(Zeithaml,1988).Previousresearchhasfoundthataffectiveresponsestopricinginfluencesubsequentcognitivepricefairnessperceptions(Campbell,2007;Ferguson,Ellen,Piscopo,2011).2.2.PricingpresentationThepresentationofthepriceorquoteofanofferingmayaffecthowSMEmanagersrespond.Ifthesellerimplementspartitionedpricingbyseparatingthepriceintodistinct,individualcomponents(e.g.,mainandauxiliaryservices,individualitems,taxes,delivery)oftheoffering,varyingaffectiveandcognitiveresponsesmayfollow.Otherpricingpresentationaspectsthatmayaffectmanagers'responsetopricingincludepricefluency(i.e.,thepresentationofnumbersandeaseofcognitiveprocessing(CoulterRoggeveen,2014)andpricecommunicationmethod(e.g.,writtenquotedeliveredbyemailorpaper,verbalquoteoverthephoneorinperson).tions,evaluations,anddecisionmakingmayinvolveacombinationofbothemotional(e.g.,affective)andcalculative(e.g.,cognitive)responses(Berghall,2003).Severalfactorsmayinfluencemanagers'affectiveandcognitiveresponsestopricestimuli.Theseincludepricepresentation,relationshipwiththebrand,sizeoforganization(i.e.,SMEsorlargeentities),sizeofbuyingcenter,referenceprice(i.e.,thepricestimulicomparedtosomepointorreferencesuchaspricepreviouslypaid,perceivedmarketaverage,orcompetitor'sprice(Monroeetal.,2015)),perceivedsellermotive(Campbell,2007),typeofpurchase(i.e.,novelty,complexityandimportanceofpurchase(Patterson,Johnson,Spreng,1997)),andlevelofrisk(e.g.,highlowdollarprice).Fig.1presentsaconceptualizationofbusinesspricing,affectivecognitiveresponses,andfactorsthatinfluencebusinessman2.Factorslikelytoaffectbusinessmanager'sresponsetopricingEarlymodelsoforganizationalbuyingbehaviorcharacterizebusinessmarketdecisionmakingasa“rational”oracognitiveprocess(Bendixen,Bukasa,Abratt,2004;Bonoma,Zaltman,Johnston,1977);theyassumethatdecisionmakingislogicalanddependentonobjectivecriteria(Wilson,2000).Recentliteraturechallengestheseperspectivesbycontendingthatwhilebuyingdecisionspartlyrelyonarationalprocess,emotionalandsubjectivefactors(e.g.,relationshipwithavendor,companyreputation,levelsoftrust,andbrandcues)doplayanimportantrole(Brownetal.,2011;Homburg,Klarmann,Schmitt,2010;KotlerPfoertsch,2006;shonsMaSee82J.L.Fergusonetal.JournalofBusinessResearch72(2017)80–92PricingPresentation:PartitionedPricingPriceFluencyPriceCommunicationMethodRelationBrand:RelatiBrandBuyerBusinessPriceStimuliFirsttimeQuotePriceIncreasePriceDecreaseAdditionalFactors:SizeofOrganizationSizeofBuyingCenterReferencePricePerceivedSellerMotivBuyingTask2.3.RelationshipwiththebrandThetermbrandreferstothesellingorganizationbecauseB2Bbrandsrepresentthedistinctiveimageofanorganization.Indeed,abrand'smeaningintegratespromisesofthevalueassociatedwithphysicalproducts,customersupport,logistics,andthepoliciesoftheorganization(McQuiston,2004;Ward,Light,Goldstine,1999).Relationshipwiththebrandreferstoarelationalexchangeconnectionbetweenbuyerandseller(i.e.,thebrand)beyonddiscretetransactions(Dwyer,Schurr,Oh,1987).Thebenefitsofrelationshipswithbrandsarewelldocumentedinconsumerliterature(e.g.,Fournier,1998)andtoalesserextentinbusinessmarketingliterature(e.g.,Brownetal.,2011;deChernatonyMcDonald,1998).Interestinbrandrelationshipshasheightenedinrecentyearsduetothevarietyofpositiveoutcomesassociatedwithsuccessfulbrandingefforts.Brandrelationshipsarelinkedtopositivewordofmouth,brandloyalty,andthewillingnesstopaypricepremiumsandignorebrandfailures(Batra,Ahuvia,Bagozzi,2012),andrelationshipwithabrandmayinfluencemanagers'affectiveandcognitiveresponsestopricing.Relationshipwiththebrandincludes,amongotherfactors,brandmandate(i.e.,abuyingcompany'spolicythatrequiresallemployeestopurchaseaparticularofferingfromalimitedlistofvendor(s)orbrand(s)),relationshiplongevity(i.e.,thelengthoftimeinarelationshiporthedurationofaninterfirmcoalition(Mehta,Polsa,Mazur,Xiucheng,Dubinsky,2006)),andbuyersellertrust(i.e.,theperceivedcredibilityandbenevolenceofaseller(DoneyCannon,1997)).3.PartitionedpricingandpricefairnessFromthemomentindividualsenterintoabuyingsituation,theyseekinformation,includingpricinginformation,toincreaseclarityandLevelofRiskFig.1.AconceptualizationforbusinesspricingandaffectivecognitiverespipwiththehipLongevityndatellerTrustAffectiveResponsesPositiveNegativeCognitiveResponsesPriceFairnessPerceptionsPerceivedValueBusinessManagers’ResponsetoPricingultimatelyshapefairnessjudgments(VandenBos,Vermunt,Wilke,1997).Althoughfirmsprovidemoretransparencyaboutactual,statedpricesinB2BcontextsrelativetoB2Ccontexts,individualstendtobelimitedbytheamountofinformationavailableregardingafirm'sinternalpricesettingprocessesandpolicies.Proceduraltransparencyisunusualinconsumersettings,butrelativelycommoninbusinesssettings(Ferguson,Ellen,Bearden2014).Partitionedpricingisanexampleoftransparentpricingbecauseitpresentsmultiplepricesforasingleproductorserviceinsteadofone,allinclusiveprice(CarlsonWeathers,2008).Forinstance,partitionedpricingcouldinvolveabasepriceplusadditionalsurchargesforshippingandhandling,taxes,andprocessingfees,insteadofonetotalorbundledprice(Volckner,Ruhle,Spann,2012).Researchonpartitionedpricingapproachessuggestsanumberofadvantagesrelativetoallinclusivepricing.Morwitzetal.(1998)findthatbecauseofthewayconsumersprocesspartitionedprices,consumerstendtounderestimatetotalproductcosts.Inastudyofpartitionedpricing,Morwitzetal.(1998)discoverthatpartitionedpricingleadssubjectstoincreasebidsinauctionexperiments,resultinginincreaseddemand.Fairnessreferstocognitivejudgmentsofwhetheranoutcomeortheprocessusedtoreachaparticularoutcomeisreasonable,acceptable,orjust(e.g.,Boltonetal.,2003).Overallperceivedpricefairnessisacombinationofbothdistributivefairness(i.e.,thecomparisonbetweenoneindividual'soutcomeandanother'soutcome)andproceduralfairness(i.e.,theassessmentofwhethertheselleradheredtosocialnormswhensettingtheprice)(Fergusonetal.,2014;Maxwell,2002).Weapplyproceduralfairnessinourresearchasithasbeenusedtoexaminepricesettingpracticessuchascostplus(Maxwell,2002),promotiontactics(Xia,KukarKinney,Monroe,2010),pricingpoliciessuchaspricematching(KukarKinney,Xia,Monroe,2007)andtransparencyonses.Factorshighlightedareinvestigatedinthecurrentmanuscript.separatepricesforbothpartsandlabor,thoughtheconsumermustpayforbothcomponentsforarepairjob.Similarly,thehotelpartitioned83J.L.Fergusonetal.JournalofBusinessResearch72(2017)80–92pricingconditioninvolvedquotingeachcomponent(oramenity)priceforthemeetingspace,alongwiththetotalpricequote.Theotherhalfofrespondentsonlyviewedthetotalpricequote,andnottheindividualamenities'prices.Twomarketingpractitionerswithexpertiseinthisbuyingcontextprovidedfeedbackonearlyrenditionsofthescenariosandprices,andalsoprovidedsupportforthecredibilityandrealismoffinalscenariodrafts.ThecompletescenariosareprovidedinAppendixA.Thequestionnaireconsistedofapartitionedpricingmanipulationcheck,measuresofpricefairnessperceptions,andcategorizingquestions.Threesemanticdifferentialsevenpointitems(Cronbach'salpha=0.967)capturedpricefairnessperceptionsbyaskingrespondents'attitudes(i.e.,“unfair—fair,”“unreasonable—reasonable,”and“unacceptable—acceptable”(Xiaetal.,2010))regardingthehotel'smethodforsettingpricesformeetingspace.Thethreepricefairnessitemswereaveragedfortheanalysis.4.2.SampleInanefforttopreserveexternalvalidity,asampleofB2Bmanagersinpricing(HeymanMellers,2008).Boltonetal.(2003)suggestthatindividualsunderstandafirm'sentitlementtoacertainreferentprofitthatreasonablycoverscosts.Therefore,providinginformationabouthowafirmdeterminesprices,aswithpartitionedpricing,couldreduceunfairnessperceptions.Infact,transparencyinpricingreducesconsumerperceptionsofpriceunfairnesswhenfirmsannounceapriceincrease(FergusonEllen,2013).Further,howofferingsareframed(e.g.,productbundleversusfocalproductplusafreegift)affectstheperceptionsofprices(LiuChou,2014).Sheng,Bao,andPan(2007)findthatifthecomponentsofpartitionedpricingincludeabasepriceandasurcharge,therateofthesurchargeinfluencesperceptionsoffairness–thelowerthesurchargepricecomparedtothebaseprice,thehighertheperceptionoffairness.Additionally,XiaandMonroe(2004)demonstratethatpartitionedpricingleadstoincreasedpurchaseintentions.Thus,weexpectthatSMEmanagerswillperceivepricesasmorefairwhenthesellingfirmusespartitionedpricingratherthananallinclusiveprice.H1.ForanSMEbusinessmanager,partitionedpricinghasadirectinfluenceonpricefairnessperceptions.Apartitionedpricewillbringaboutgreaterpricefairnessperceptionsthanapricethatisnotpartitioned.4.Study14.1.MethodAsinglefactor(partitionedpricing)experimentusingrealisticscenarios(e.g.,BurmanBiswas,2007)testedHypothesis1.ThescenariosweretypicalpurchasesituationsofSMEsandpresentedasinglebusinessservicebuyingsituationinordertoeffectivelyisolatekeyeffects.Specifically,thescenarioinvolvedbookinganoutoftownhotelmeetingspacefortenbusinessassociates.Thescenarioiscomparabletootherpricefairnessstudies(Kimes,2002;TaylorKimes,2011)andallowedforageneralbusinesspurchaseapplicableacrossmanydifferentbusinessmarkets.Theinstructionsdirectedrespondentstoreadthescenarioandansweraquestionnaireasthoughrepresentingabuyingteam.Theshortdescriptionofthebuyingtaskaskedrespondentstoimagineanemailfromahotel(nobrandnamegiven)salesmanagerrespondingtoarequestformeetingspacepricing.Thehotelmanager'semailpresentedalloftheamenitiesincludedinthequote.Thepriceacrossallscenarioswasconstant.Halftherespondentsreceivedapartitionedpriceconditionandtheotherhalfreceivedanallinclusivepricecondition.HamiltonandSrivastava(2008)provideanexampleofapartitionedpricescenarioasanautoservicerepairshopquotingfromvariousfirmsprovidedrespondentswhocouldobjectivelythinkabouttheexperimentalscenariosfromeachoftheirownfirm'sperspectives.AQualtricspanelrecruitedmanagerparticipants.B2BdatacollectionmethodsfrequentlyincorporateonlinesurveysandutilizeQualtricsinparticular(RindfleischAntia,2012).Kumar,Stern,andAnderson(1993)suggesttakingcareinselectinginformantsontheoutset,ratherthansettlingforalargerpoolofpotentialinformants,inordertoensurethatinformantsarereasonablyknowledgeable.Weprescreenedrespondentsforexperienceinbookinghotelstoensureourscenariowouldbeafamiliarpurchase.Thesamplesizewas67,with32and35respondentsperexperimentalcell.Seventypercentofrespondentswerefemale,76%werewhite,24%hadabachelor'sdegreeand37%hadagraduatedegree.Respondents'firmshad500orfeweremployees(M=201.6,SD=154.2)andaveraged$20.4millioninsales(SD=$73million).4.3.ResultsanddiscussionForthepartitionedpricingfactor,themanipulationcheckinvolvedafivepointLikerttypequestionthatstated:“theemailprovidedanexcellentbreakdownofthepricesofalltheamenitiesassociatedwiththereservation.”Thefactormeanswereinthecorrectdirection(i.e.,MPartitio