Georg Simmel studied how interaction can end to change the sport or contribute to how a group can communicate.  If they reach a list of players with whom the player is either a friend or an enemy, there is a positive or negative correlation between the two. This theory is known as the tale closure and was introduced by George Simmel.  The closure of networks has created a basis for social structures and independent actions among others. The social structure and structure were created on the basis of his own opinions.  Modi, S.B., Wiles, M.A. and Mishra, S. (2015), “Shareholder implications of service failures in triads: the case of customer information security breaches,” Journal of Operations Management, Vol. 35 No. 1, 21-39. When outsourcing services to suppliers, the overall performance of the purchasing organization depends heavily on the performance of these suppliers. For example, a buyer could instruct a supplier to provide services directly to customers in the purchasing organization (Van der Valk et al., 2009; Van der Valk and Wynstra, 2012; Vedel et al., 2016) and the supplier`s poor performance will have an immediate impact on customer satisfaction (Van der Valk and Van Iwaarden, 2011; Holma, 2012; Modi et al., 2015).
The relationship between the buyer, supplier and customer can be considered a “service triad” (Li and Choi, 2009), with each Triad player directly related to the other two (Wynstra et al., 2015). Buyers and suppliers often use formal contracts to reduce risk (Tate et al., 2009) and to ensure timely and correct delivery to customers (Van der Valk et al., 2006, 2009). These formal contractual agreements will be discussed and negotiated during the conclusion phase of the ex ante contract, during which both partners are based on expectations that must then be met and managed ex post after the conclusion of the contract, i.e. during the management phase of the contract. Nevertheless, contract and contract management is often treated as an independent practice, and the definition, selection and use of contracts have been little studied, particularly with respect to service triads (Wynstra et al., 2015). From the buyer`s point of view, the choice of brands, compliance with the concession formula and the relative positioning of the different suppliers – in terms of spatial size and location of their shop in each store – are the main mechanisms available to meet the different needs of their customers. For the buyer in our study, suppliers contribute in different ways to profit and revenue objectives and to the overall customer service experience: “Brand A, because it generates a lot of revenue, brand B, since it generates sales and we offer this brand, the C brand, a distribution channel, because it is a very attractive brand for us and our customers. , and brand D because there is not a lot of space” (CEO-buyer). With regard to contracting, the main performance aspect of the formal agreement is annual turnover per square metre.
Contractual issues (such as store operations, design and layout of the area, building safety and entry rules for staff, delivery of goods, advertising and sales campaigns, and termination of contract) generally describe behavioural agreements primarily. In substance, these themes can be divided into customer-experimental and buyer-supplier aspects. While existing hedging agreements will be directly informed by customers, such as .B. range choice regarding the depth and width of collection, inventory management decisions, staff training, store presentation and the sale price of clothing, these are provided by customers only indirectly on matters related to the buyer-supplier relationship. , such as the. B internal financial (profit sharing), regular payments, payments for lost or stolen property) or contract management activities (z.B).