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Table Table 1 Go-to-market & pricing

The objects behind preferred customer treatment

A preferred label becomes interpretable only when its perspective, resource, comparison, and evidence boundary remain visible.

ObjectPerspectiveWhat it carriesWhat it does not establish
Customer financial attractivenessSupplierExpected performance of the relationship over a declared horizonRealised buyer-side value or a guaranteed result
Supplier satisfactionSupplierThe supplier's experience of the relationshipA direct path to preferential resource allocation
Supplier commitmentSupplierThe supplier's commitment to the relationshipThe amount of resource actually allocated
Preferred customer treatmentSupplierIntended relative allocation to a focal customer compared with other customersAn absolute status or a delivery guarantee
Resource categoriesSupplierDollars, personnel time, intangible inputs, and physical itemsA universal score or a buyer-controlled entitlement

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Reference & Evidence

Source: Author's synthesis grounded in Baxter (2012), complete accepted author version, and Palmatier, Scheer, and Steenkamp (2007). The table separates constructs; it is not a validated scale or a customer-ranking formula.

Each line is a claim from the register this journal publishes against, resolved from the register at build time.

  • A Baxter takes the supplier's perspective and asks how a buyer can attract seller resources in a B2B relationship: "it investigates how the supplier perspective of customer financial attractiveness affects the attitudes and actions of the supplier towards the buyer, rather than taking the buyer’s perspective across the relationship" baxter-2012-preferred-customer-treatment · BX12-C1
  • A Preferred customer treatment is the supplier's intended relative allocation of resources to a focal customer compared with other customers, in the paper's own definition: "This preferred customer treatment is a construct that describes the relative intended level of resource allocation by the supplier, compared to its allocations to other customers" baxter-2012-preferred-customer-treatment · BX12-C2
  • A The preferred-treatment construct covers supplier dollars, personnel time, intangible inputs and physical items, named in the questionnaire itself: "Dollars your firm puts into the relationship", "Your intangible inputs, such as your knowledge, skills, ingenuity, relationships", and "Respondents to the survey report on the level of allocation of a set of typical resources, by their firm, to the customer that is the subject of the questionnaire" baxter-2012-preferred-customer-treatment · BX12-C3
  • A Supplier commitment and preferred treatment are distinct constructs, and the paper says so: "The study further establishes that supplier commitment to a relationship and the preference given to attractive high-performing customers are two distinct relationship effects" baxter-2012-preferred-customer-treatment · BX12-C4
  • A Supplier satisfaction has no significant direct path to preferred treatment and operates through supplier commitment: "The paths through supplier commitment fully mediate the H4 path, as the non-significant H4 path and a statistically significant bootstrapped indirect path through H6 and H2 of weight 0.19 shows" baxter-2012-preferred-customer-treatment · BX12-C9
  • A Customer financial attractiveness is a forward-looking supplier judgement, not a buyer-side loyalty score: "The study conceptualizes the customer financial attractiveness construct as the supplier’s perspective of the likely performance of the subject relationship over the next three years" baxter-2012-preferred-customer-treatment · BX12-C10
  • A The paper reports measured firm and interface levers that alter salesperson-owned loyalty and firm-loyalty paths Palmatier, Scheer & Steenkamp (2007), Tables 3 and 4 · PSS07-C4

Grades: A, verified against the printed page of the primary source · B, primary source, text layer only · C, authoritative secondary · D, reported.

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