...Services Research Volume 11 Number 2 October 2011 - March 2012 IMPACT OF RESOURCES, CAPABILITIES AND TECHNOLOGY ON MARKET ORIENTATION OF INDIAN B2B FIRMS The Journal of IIMT Dr. Atanu Adhikari Indian Institute of Management Kozhikode Kerala, India Prof. Manpreet Singh Gill faculty of marketing with L.G.C Ludhiana, India Journal of Services Research, Volume 11, Number 2 (October 2011 - March 2012) ©2011 by Institute for International Management and Technology. All Rights Reserved. Market orientation in B2B industry, both in developed as well as developing countries, acts as the implementation part of marketing. In very limited number of earlier studies conducted in emerging economies, market orientation has been considered as a part of firm capabilities, or as a part of firm resources or how it leads to different types of learning or innovations in organizations. None of the studies so far have tried to find out how firm's resources, capabilities and technology would adversely affect market orientation. In the present study we have treated market orientation differently from firm's resources and capabilities and have tried to find out extent to which the firm's resources, capabilities and technology would contribute to firm's market orientation. From data of 215 Indian B2B companies operating in capability, resource and technology intensive industries we show that which one out of resources capabilities and technology, would play a major role in the market orientation...
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...Procurement is An Integral Part of Resource- Based View of An Organization Phuong Duong University College Dublin (12251697) 4112 words ABSTRACT Procurement has become an increasingly widespread practice among organizations and is today of strategic importance that attract great interest from scholars in the literature. The primary purpose of the paper is to contribute with a review of leading studies that analyze procurement from the resource-‐based view of the organization. The paper begins by setting out the business environment of procurement and then presents the development and propensity of procurement. This is followed by a review of principal works and differences of perspectives of resource-‐based view. The next section contains an analysis of the relationship between procurement and resource-‐based theory and discusses empirical works on ...
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...Chapter 1--Introduction to Purchasing and Supply Chain ManagementChapter 1--Introduction to Purchasing and Supply Chain Management Student: ___________________________________________________________________________ 1. The development of progressive purchasing approaches and strategies can only help a company maintain its competitive position. True False 2. Global sourcing is no longer a requirement and is a luxury for most firms. True False 3. Sophisticated customers, both industrial and consumer, no longer talk about price increases; they demand price reductions. True False 4. An abundance of competitors and choices have conditioned customers to want higher quality, faster delivery, and products and services tailored to their individual needs albeit at a higher total cost. True False 5. The availability of low-cost domestic supplier alternatives has led to the shift away from outsourcing and offshoring. True False 6. Competition today is no longer between firms; it is between the supply chains of those firms. True False 7. In the manufacturing sector, the percentage of purchases to sales averages 55%. True False 8. The traditional approach to purchasing and supply management is to build relations with suppliers to jointly pull costs out of the product or service and expect suppliers to contribute innovate ideas that continually add value to a firm's products and services. True False 9. Virtually all of...
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...CAAE STUDY 1 Technology 1. Online purchasing enables cross-border trading activity. This, Nullifies the constraints of business location, scale and time zone. 2. With better technology, shipment of goods from one type of transport to another will be easy. 3. Reduced cost of long distance transport through improved efficiencies and reduced labour requirements. This result in cheaper goods available to consumers. 4. Save time to travel to shopping centres and provide wide range of items than traditional retail shop 5. Retail industry is in decline as users change to online purchasing. This is expected to get worse with the possible increase use of internet. 6. Sophisticated US internet retailers found that with a few tweaks to their websites and some negotiations with logistics suppliers, they had become global internet retailers. 7. The Australian consumers now purchase goods from US, which was not accessible before. 8. Sometimes search engine helped them to find the products at the best price. 9. The technology helped the retailers to identify the consumers behaviour patterns and have their prior purchase history and help them to “see” the products in their home setting 10. Consumers have access to global pricing and they are likely to check online before making the purchase Economy 1. The global financial crises forced US business to look for source of revenue outside their normal channel. This result in direct competition with Australian...
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...Managing Supplier Integration into Product Development: A Literature Review and Conceptual Model Finn Wynstra and Ferrie van Echtelt Eindhoven Centre for Innovation Studies/Institute for Purchasing & Supply Development, Eindhoven University of Technology, PO Box 513 - 5600 MB Eindhoven, Netherlands Tel. +31 40 2473841, Fax +31 40 2465949, j.y.f.wynstra@tm.tue.nl, f.e.a.v.echtelt@tm.tue.nl Abstract This paper presents a critical literature review concerning the effects of involving suppliers in product development, the critical processes underlying the management of this involvement and the potential driving and enabling factors for managing supplier involvement in product development. Together they constitute the building blocks for a ‘input-throughput-output’ model that helps in understanding the crucial elements of how to manage supplier involvement in product development. This model draws on our previous work in this area, but focuses more clearly on the ‘inputs’ and ‘outputs’ of managing supplier involvement. Introduction to managing supplier integration in product development Literature on product innovation has been pervasively trying to distil the key ingredients for company success. Many of the internal and external actors that are involved in product development - and the interfaces between them - have been subjects of research. Especially the interface between R&D on the one side and marketing and customers on the other side has been investigated (Souder and Chakrabarti...
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...Contents Introduction------------------------------------------------------------------------------------------------------2 Part A: Woolworths Ltd Strategic Analysis---------------------------------------------------------------2 SWOT analysis for Woolworths Ltd------------------------------------------------------------------------3 Key Capability Analysis---------------------------------------------------------------------------------------4 Major stakeholder analysis for Woolworths Ltd---------------------------------------------------------5 Assessment of Business Level Strategy---------------------------------------------------------------------6 PART B: Woolworths Ltd Strategic Review--------------------------------------------------------------6 Analysis of Key Strategic Plan Elements-------------------------------------------------------------------6 Stakeholder implication assessment for growing the Multi-channel strategy----------------------7 Stakeholder implication assessment for growing the Cost consciousness strategy----------------8 Strategy Map---------------------------------------------------------------------------------------------------10 Balanced Scorecard-------------------------------------------------------------------------------------------11 Conclusion-------------------------------------------------------------------------------------------------------12 Appendix-------------------------------------------...
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...ARTICLE IN PRESS Journal of Purchasing & Supply Management 15 (2009) 187–197 Contents lists available at ScienceDirect Journal of Purchasing & Supply Management journal homepage: www.elsevier.com/locate/pursup Supplier involvement in new product development and innovation: Taking stock and looking to the future Thomas E. Johnsen à Purchasing & Supply Management, Audencia Nantes School of Management, 8 route de la Joneliere, BP 31222—44312 Nantes Cedex 3, France a r t i c l e in fo Article history: Received 18 November 2008 Received in revised form 19 March 2009 Accepted 25 March 2009 Keywords: Supplier involvement New product development Supplier relationships abstract This paper provides a comprehensive and critical review and synthesis of the current state of empirical research into supplier involvement in new product development (NPD). The paper begins by defining supplier involvement in NPD and evaluating the rationale for supplier involvement in NPD. This suggests that early and extensive supplier involvement in NPD projects has the potential to improve NPD effectiveness and efficiency, however, existing research remains fragmented and empirical findings to date show conflicting results. The paper takes stock of the research on supplier involvement in NPD, tracing the origins of the literature to the late 1980s, and evaluating the development of the field up to the present day. From this broad base of empirical research the analysis identifies a set of factors...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/0960-0035.htm IJPDLM 37,1 B2B e-marketplaces: a typology by functionality Kenneth J. Petersen Department of Management, Colorado State University, Fort Collins, Colorado, USA 4 Received January 2005 Revised July 2006 Accepted July 2006 Jeffrey A. Ogden Air Force Institute of Technology, Wright Patterson AFB, Ohio, USA, and Phillip L. Carter W.P. Carey School of Business, Supply Chain Management, Arizona State University, Tempe, Arizona, USA Abstract Purpose – The purpose of this article is to develop a typology of e-marketplace functionality and then link the typology to the associated value creation potential of differing types of e-marketplaces. Design/methodology/approach – In-depth interviews with the executives of 50 e-marketplaces, a web/mail-based survey of another 350 e-marketplaces and interviews with several e-marketplace customers were conducted. Findings – B2B e-marketplaces offer a variety of different value propositions. Leading e-marketplaces have a well-developed strategy for reaching a particular segment of the buying community, based on service needs. Developing e-marketplaces do not demonstrate the same focus. On one hand, only a few e-marketplaces had developed the same winning constellations of services, while on the other hand, most were planning a roll-out of a wide variety of services that would carry them far beyond a focused strategy. The...
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...Inventory Management is a necessary Evil General Area: Supply Chain Management (SCM) Problem Area: Inventory Management a necessary Evil Ravi Kumar PGP/17/108 Email: ravik17@iimk.ac.in Indian Institute of Management, Kozhikode Abstract This article tries to explore how inventory management is one of the integral part of various business units in today’s business world. There are many modeling techniques available in Inventory management evolving very rapidly over a period of time, which can be used for performing different functions of meeting the customer satisfaction and helping the firms to achieve highly efficient SCM and in turn increase their profit margin. Not just that Inventory management systems have capability of meeting the uncertainty of demand by providing planned and effective way countering these uncertainties. This articles also discuss the critical point of inventory being a necessary evil i.e. with inventory firms have to bear certain cost but without it they can’t beat the demand uncertainties. The current models available however have discussed various issues related with the inventory management in real world but models are evolving to get rid of obsolescence and be competitive. There is lot of potential locked up in these models which can change the way managements make decisions in today’s world. Thus there is scope for applying systems thinking methodology this area and bring out synergies in different applications of Inventory management...
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...a resource vs complete time available. By calculation, it is also the ratio of efficiency and performance. Hence Efficiency = Performance * Utilization Capacity decision is important to reach: * Policy Factors: Management policy can affect capacity by allowing or not allowing capacity options such as overtime or second or third shifts * Operational Factors: Scheduling problems may occur when an organization has differences in equipment capabilities among different pieces of equipment or differences in job requirements. Other areas of impact on effective capacity include inventory stocking decisions, late deliveries, purchasing requirements, acceptability of purchased materials and parts, and quality inspection and control procedures. * Supply Chain Factors: Questions include: What impact will the changes have on suppliers, warehousing, transportation, and distributors? If capacity will be increased, will these elements of the supply chain be able to handle the increase? If capacity is to be decreased, what impact will the loss of business have on these elements of the supply chain? * External Factors: Minimum quality and performance standards can restrict management's options for increasing and using capacity. * Inadequate planning can be a major limiting...
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...complexity within its supplier-facing processes, Volkswagen needed to make its employees more productive to stay ahead of the competition Why Become an On Demand Business? Volkswagen needed to integrate its information and processes to speed decision-making and become more responsive to a rapidly changing supplier environment Solution An On Demand Workplace that includes an enterprisewide portal for employees and suppliers whose sensing, analytic and workflow capabilities have radically streamlined the way employees access and act on information Key Benefits • 20% increase in procurement staff productivity • Expected 100% payback within one year • Significant decreases in materials purchasing and inventory costs “We need knowledgeable employees who can focus their energies on high-value activities and driving new efficiencies, spending as little time as possible seeking and wading through information.” –Dr. Martin Hofmann, Group Executive Director for Purchasing Process and Information Management, Volkswagen AG 2 engineering of its cars—yielding the mix of speed and simplicity that epitomizes...
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...The relationship between online environments And Customer Satisfaction (Iran Computer Hardware Industry) Mahmoud Manafi (mahmoud_manafi@yahoo.com) Roozbeh Hohabri (rhojabri@gmail.com) Kamran Karimi (kami_harmonica@yahoo.com) Seyed Mehdi Fatemi (mehdi_fatemi_drh@yahoo.com) Seyed Salman Fatemi (salmanfatemi@gmail.com) Kaveh Mehrnia (k_m261156@yahoo.com) Abstract In this quantitative article research first, the main factors in customer satisfaction in online environment of Iran in hardware industry with process based-view are identified. Secondly relationships between identified factors in online environment of Iran and customer satisfaction are investigated. Keywords: Online Environment, Customer satisfaction, and Process Based-View Introduction Experimental studies show that enterprises with high customer satisfaction, has more return on economic in comparison with others (Eugene W. Anderson, 1993). Others implied that firms should try to seek profitable way to differentiate their services and deliver high quality services (A. Parasuraman 1998, Adam Finn 2003, Hsu, 2008). Additionally, quality of the quality of customer interface in online shopping is positively related to intention to buy and consequently future financial performance of the firm (Hsin Hsin Chang, 2009) This is the reason that currently firms using customer satisfaction and loyalty improvement strategies to sustain in current competition environment and create value for all stakeholders and...
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...savings are not lost because of ill-conceived strategies or organizational incompetence; rather, their loss is inherent in flawed or incomplete procurement operating models. There are many reasons that the operating models constructed to procure and pay for goods and services prove inadequate. They may not include the processes, tools, or resources needed to fully execute the sourcing strategy. They may not be properly connected to organizational decision making or sufficiently integrated into key corporate planning processes. Decisionmaking authority and accountability may not be clearly defined. Or the IT systems that enable them may be fragmented, impeding efficiency and clouding the visibility necessary to ensure compliance with overall purchasing policies and objectives. In order to mitigate these problems and deliver on purchasing’s cost, quality, and service commitments, companies must evaluate and design their procurement operating models along four fundamental dimensions: organization, processes, technology, and performance management (see Exhibit 1, page 2). Together, these four elements determine an operating model’s effectiveness at executing a company’s sourcing strategies. And because any model is only as strong as its weakest link, each...
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...the changes the I.T of CDnow was aligned with CDnow business model. L.M Applegate defines a business model as “A business model defines how an organization interacts with its environment to define a unique strategy, attract the resources and build the capabilities required to execute the strategy, and create value for all stakeholders.” (Applegate et al., 2009). Applegate highlights three important areas in a business model that is Strategy, Capability and Value. The business model can simply be considered as how the company makes money. The strategy is what opportunities the company will take, capabilities are how the company will execute the strategy and value is what is returned to the company. To see if the business model of CDnow is aligned with their I.T, the business model will be broken down into strategy, capabilities and value. CDnow is an e-commerce business that sells music products. To sell the music products online, CDnow has to depend on technology for the business to operate and provide value. The diagram below shows CDnow’s timeline. 1994 In 1994 CDnow was launched, it was an online retailer that made used of technology specifically databases to store information that will help the customers’ when purchasing a CD. The strategy of CDnow can be broken down to market positioning, product positioning, business network positioning and boundary positioning. In 1994 CDnow target market was the people of the United States, specifically the middle to upper income...
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...Knoxville, TN, USA Baylor University, Waco, TX, USA a r t i c l e i n f o Article history: Received 22 October 2009 Received in revised form 30 January 2010 Accepted 27 May 2010 Available online 31 July 2010 Keywords: Customer value anticipation Service dominant logic Customer loyalty Customer satisfaction Customer value a b s t r a c t A service-dominant logic by definition is inherently customer oriented and relational, reflecting deeper and more complex connections between suppliers and customers. The service mindset driving increased collaboration enables suppliers to have deeper insights to what customers' value. Customer value perceptions are dynamic, sometimes in constant flux, necessitating anticipatory capabilities on the part of suppliers. Yet, there is a notable lack of discussion about customer value anticipation and related empirical evidence of whether or not customers care if suppliers anticipate what they value. The authors report on two survey studies that test using structural equation modeling the notion that suppliers good at anticipating what customers will value realize higher customer satisfaction and loyalty. Understanding this relationship is critical for marketing managers wrestling with allocation of limited resources. We find that customer value anticipation is a strong driver of satisfaction and loyalty, with satisfaction acting as a mediator for loyalty. © 2010 Published by Elsevier Inc. 1. Introduction It has become...
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