A Model of Value Creation

Abstract Academicians have long recognized that channel partners can create real value for one another, yet almost no research has been conducted to examine how value is created for a channel partner or what consequences accrue to the channel partners. The purpose of this research is to develop a conceptual framework of determinants and effects of value creation. The model begins by describing market-oriented behaviors that evoke supplier activities and behaviors designed to create value for the reseller. The framework concludes with likely consequences of reseller-perceived value and moderating effects.

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