...Competitiveness: Moving from Supply Chain to Demand Chain Management Dr. Pankaj M. Madhani Introduction Supply chain involves all activities associated with the flow and transformation of goods as well as the related information flows from the raw material stage, through to the end user. Supply chain is defined as the integration of key business processes from customers through original suppliers that provide products, services, and information that adds value for end users and other stakeholders. Here, a supply chain includes all the value chain processes from suppliers to end customers. As such supply chain comprises all the supply processes necessary to fulfill customer demand and is managed within supply chain management (SCM). SCM can be defined as “the management of upstream and downstream relationships with suppliers and customers in order to create enhanced value in the final market place at less cost to the supply chain as a whole” (Christopher, 1998). Hence, SCM refers to all of the processes, technologies, and strategies that together form the basis for working with internal as well as external sources of supply. As SCM focuses on the efficient matching of supply with demand it does not help the firm to find out what the customer perceives as valuable, and how this customer-perceived value can be translated into customer value propositions. Hence, supply chain efficiency by itself will not increase customer value and satisfaction as firms also require market orientation...
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...European Journal of Marketing Emerald Article: Value creation in supply chain relationships: a critique of governance value analysis Trond Hammervoll Article information: To cite this document: Trond Hammervoll, (2009),"Value creation in supply chain relationships: a critique of governance value analysis", European Journal of Marketing, Vol. 43 Iss: 5 pp. 630 - 639 Permanent link to this document: http://dx.doi.org/10.1108/03090560910946963 Downloaded on: 07-07-2012 References: This document contains references to 41 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2200 times since 2009. * Users who downloaded this Article also downloaded: * James DeLisle, Terry Grissom, (2011),"Valuation procedure and cycles: an emphasis on down markets", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 384 - 427 http://dx.doi.org/10.1108/14635781111150312 David Wyman, Maury Seldin, Elaine Worzala, (2011),"A new paradigm for real estate valuation?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 341 - 358 http://dx.doi.org/10.1108/14635781111150286 François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Access to this document was granted through an Emerald subscription provided by University of Pretoria For Authors: If you would like to write for...
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...background and importance of the relationship between customers and retail organisations on value co co-creation in service delivery in the UK. A comparison between the different theoretical perspectives that characterises the co-creation literature carried out recently with those representing the field’s core has been identified. The value co-creation process has been emphasised on both online purchasing and checkouts in retail stores. The relationship between variables is described in a descriptive nature (REF). With the aid of a couple marketing management articles (from stick ref) extensive researches about suppliers and buyers analyse their activities, resources and roles in the reciprocal value co-creation process and their implications for the resulting value-in-use. Introduction The recent mind set of consciousness in customers for their rights and getting the value of their money for services received has modified their position in the value chain of production from final consumers to the centre of processes of the companies; thereby being mediators on how and what should be produced. This development has restructured the industrial marketing management (Pongsakornrungsilp and Schroeder, 2011), however, (Lindgreen et al; 2009 and moller, 2006) defined value creation as interaction between suppler and customer which is a key in business to business marketing due to the perceived value of customers. This is considered fundamental to company’s competitive advantage and central...
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...An Overview Of Service Dominant Logic Marketing Essay It is thought that the service-dominant logic view of marketing provides a valuable contribution to the dialogue about necessary and evolving change to marketing. This assignment will be evaluating the impacts on the marketing activities undertaken by firms in both strategic and relationship marketing concepts. From 18th to 19th century, there were major changes in agriculture, mining, transporting and manufacturing. Industrial revolution was the main reason for these changes which had emerged in the Western countries and then eventually influenced the world. It was led by the creation of division of labour which caused exchange, productivity and efficiency. Industrial revolution was the beginning of a shift from agriculture to manufacturing. Therefore, massive material production took its place. As the production was based on standardised goods, the marketing focus became entirely on the output. Thus, the materialistic idea became dominant which is called ‘Good-Dominant Logic' (G-D). Nevertheless, there was another milestone which has been substantially experienced by high-income countries is moving from manufacturing to service sector. It is believed that this change also has resulted in major changes in marketing approaches. As the outcome in services is not tangible, the old approach cannot fully apply in services (Shostack, 1977). Moreover, there has been a change in the aspects of goods itself. The decider and creator...
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...European Management Journal (2008) 26, 289– 297 journal homepage: www.elsevier.com/locate/emj Service co-production and value co-creation: The case for a service-oriented architecture (SOA) q Andrea Ordanini a,*, Paolo Pasini b a b Bocconi University, Viale Filippetti, 9, 20122 – Milan, Italy SDA Bocconi, School of Management, Via Bocconi, 8, 20136 – Milan, Italy Available online KEYWORDS Service dominant logic; Co-production; Service management Summary An emerging marketing management logic proposes a new perspective on service activities, which previously have been subject to a biased goods-dominant logic. According to this new logic, customers always are co-producers of services and co-creators of value, not simple marketing targets, because they mobilize knowledge and other resources in the service process that affect the success of a value proposition. This article explores this key proposition, analyzing service co-production and value co-creation phenomena in the business-to-business segment and focusing on the case of service-oriented architecture (SOA) with an in-depth, qualitative analysis of two firms pioneering the implementation of SOA solutions. Ó 2008 Elsevier Ltd. All rights reserved. Introduction Marketing literature and practice converge around the idea that, especially when it comes to services, customers play different foundational roles in value-creation mechanisms. Marketing theory recently introduced the concept of the ...
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...Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation. ver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a...
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...Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation. ver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is...
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...ABSTRACT Strategic alliances play a critical role in global innovation. Firms can overcome resource constraints and achieve superior innovative performance not only by using internal resources but also by acquiring knowledge-based capabilities from alliance partners. In this study, the authors investigate how knowledge acquired from alliance partners affects organizational knowledge creation, which in turn leads to innovative performance. The authors propose that the knowledge–innovation relationship is stronger in international alliances than domestic alliances. The results from a survey of 127 German firms engaged in strategic alliances confirm that knowledge creation mediates the effect of knowledge acquisition on innovative performance and that international alliances strengthen the effect of knowledge creation on innovative performance. In addition, the authors find that interfirm cooperation and competition coexist in strategic alliances and that both factors increase knowledge acquisition, though from different motivational bases. Keywords: innovation, strategic alliance, knowledge management, cooperation, competition A lliances are a central element of most company business models (Kaplan, Norton, and Rugelsjoen 2010). The logic of working with a strategic partner is especially compelling in increasingly competitive global markets (Ohmae 1989) and has gained new momentum in the wake of the 2008–2009 world financial crisis (Ghemawat 2010). Yet at least half of all...
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...and sees mutual service provision, rather than exchange of good, as the proper subject of marketing (Lusch & Vargo, 2006). Service, rather than goods is the basis of economic and social exchange. The idea of it is that organizations, marketing and society are basically concerned with exchange of service. The service that provided requires company to use specialized skills and knowledge to deliver the service to customers. In other words, service is always exchanged for service. According to Vargo and Lusch (2008a), goods become valuable to customers as service appliance, which it serves as distribution mechanisms for service and the value provided is at the time of its use, as value-in-use. Customers buy goods not just exchange money for goods, but the service and solutions that can provide by the goods. For example, customers who buying a heater is because of the solution, which is keep the customers warm that it provides. This is the service provided by the heater. Differences of G-D Logic and S-D Logic Traditional perspective refers to good-dominant (G-D) logic. G-D logic is centered on the good and based on value-in-exchange, in which the value is created through exchange of money and goods in the market. The economic exchange is fundamentally concerned with units of output that are embedded with value during manufacturing process (Vargo & Lusch, 2008). The value creation is often refers by activities performed by the firm such as manufacture and distribute the...
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...Trust, Commitment and Value-Creation in Inter-Organizational Customer-Supplier Relationships Ricky Ryssel Siemens Business Services Management Consulting, Carl-Wery-Sraße 18, 81739 München, Germany Tel: +49 (89) 636-48887 E-mail: ricky.ryssel@mch20.sbs.de Thomas Ritter School of Management University of Bath, Bath BA2 7AY, U.K. Phone: +44 (1225) 32-33 19, E-Mail: t.ritter@bath.ac.uk Hans Georg Gemünden Institute of Technology and Innovation Management Technical University Berlin, HAD 29, Hardenbergstr. 4-5, D - 10623 Berlin, Germany Phone: +49 (30) 314-23 796 E-Mail: hans.gemuenden@tim.tu-berlin.de Abstract To strengthen their position in today’s highly competitive and fast paced business environment more and more supplier firms engage in relationships with their customers. These inter-organizational relationships have proven to create value for both parties involved. However, the management of such relationships requires resources and is a complex task. Recent advances in information technology offer new ways of managing inter-organizational relationships. The impact of those intra-organizational and inter-organizational information systems for creating value in business-to-business relationships has not been explored so far. In this paper, a conceptual model about the impact of information system deployment on value-creating functions of inter-organizational buyer-seller relationships is developed. Based on an empirical study with 60 German firms engaged in customer-supplier...
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...“Relationship Marketing Across Value Delivery Network: A Literature Review” Author(s) *Dr. Tripti Singh Lecturer, School of Management Studies, Motilal Nehru National Institute of Technology, Allahabad, Uttar Pradesh-211004, India tripti@mnnit.ac.in, kumartripti@rediffmail.com www.mnnit.ac.in **Vibhava Srivastava Research Scholar, School of Management Studies, Motilal Nehru National Institute of Technology, Allahabad, Uttar Pradesh-211004, India vibhava.sri@gmail.com www.mnnit.ac.in Abstract Contemporary Marketing Management identifies Relationship Marketing (RM) as a paradigm shift from traditional marketing practices to a strategic function. It is not only concerned with Customer Relationship Management (CRM) but also plays a significant role in value creation process at all levels across the value delivery network. Effort is made hereby to further validate this statement through secondary literature sources and various references taken out from current industry practices. The focus of the study is to understand the concept of relationship marketing, its evolution and its role in current business scenario. This study is proposed to understand the basic research problem i.e. “How value is created in a value delivery network (Supply Chain) through relationship marketing”? The study concludes by proposing a hypothetical model of relationship marketing across a value delivery network. Effort is being made hereby to identify various types of relationships...
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...Word Count: 2453 KAM is a perfect example for micromarketing. (Barrett, 1986) Introduction: Key Account Management (popularly known as KAM) is an organizational form emphasizes partnerships and strategic alliances with customers and suppliers, and focus on relationship building through repetitive, rather than single, sales transactions. It involves the sales and marketing process like customer selection, customer satisfaction, channel management, relationship management, etc. in building long-term relationships creating competitive advantage for the organization. It improves performance, which leads to shareholder value creation (Gosseling & Bauwen, 2006). This reports discusses the briefly the business of company B and its relevance to KAM, and then looks into problems which the company B is facing in terms KAM. The issues are analysed using various frameworks and recommendations made in the research articles on the topic and identifies the ways to tackle these problems. Recommendations are made for improving the status quo in terms of KAM. The real problem The company B which is being referred is into manufacturing of industrial pressure relieving devices which are used in petrochemicals, refineries, pharmaceuticals, chemicals, food, cement and power plants. The sales forces is responsible for generating MRO (Maintenance, Repair and Overhaul) businesses, following new projects in the region and handling KA (Key Accounts), which are majorly OEMs (Original...
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...Marketing Management By Philip, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha logo copy.tif SUMMARY by Chapter 2 • • • How does marketing affect customer value? How is strategic planning carried out at different levels of the organization? What does a marketing plan include? Developing Marketing Strategies And Plans In this chapter, mainly the following points have been discussed Developing the right marketing strategy over time, through discipline and a creative Supply Chain Many companies today outsource less critical resources if they can obtain better quality or lower cost. Also, many companies partner with specific suppliers and distributors to create a superior value delivery network, also known as Supply Chain. thought process can go a long way in the marketing management process. Firms must constantly strive to improve every aspect of their strategy and the plans to guide the marketing process. The Value Delivery Process In the new view of business processes, marketing is viewed at the beginning of the planning stage. A smart competitor must design and deliver products for well-defined micro-markets and cater to their specific wants, perceptions and preferences. The Value Creation and Delivery Sequence can be divided into two segments of marketing: Strategic Marketing and Tactical Marketing. Core Competencies Core Competency refers to areas of special technical and production expertise, whereas distinctive capability describes excellence...
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...org/10.1108/02756661311310431 Downloaded on: 16 June 2015, At: 05:07 (PT) References: this document contains references to 19 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 25789 times since 2013* Users who downloaded this article also downloaded: Gabriela Alvarez, Colin Pilbeam, Richard Wilding, (2010),"Nestlé Nespresso AAA sustainable quality program: an investigation into the governance dynamics in a multi-stakeholder supply chain network", Supply Chain Management: An International Journal, Vol. 15 Iss 2 pp. 165-182 http://dx.doi.org/10.1108/13598541011028769 Claudio Vignali, (2001),"McDonald’s: “think global, act local” – the marketing mix", British Food Journal, Vol. 103 Iss 2 pp. 97-111 http:// dx.doi.org/10.1108/00070700110383154 Mark D. Uncles, Grahame R. Dowling, Kathy Hammond, (2003),"Customer loyalty and customer loyalty programs", Journal of Consumer Marketing, Vol. 20 Iss 4 pp. 294-316 http://dx.doi.org/10.1108/07363760310483676 Access to this document was granted through an Emerald subscription provided by emerald-srm:487483 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for...
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...gill Marketing strategies (Promise or Pay) Contents Introduction 3 Task 1: Whom to target in the market…………………………………………………………………………………………………………………………………………………….3 Task 2 :Connecting with customers through positioning strategy……………………………………………………………7 Task 3 Developing marketing plans and Strategies…………………………………………………………………………………10 Task 4: Alliance with other Companies…………………………………………………………………………………………………. 13 Conclusion:…………………………………………………………………………………………………………………………………………… 15 Reference………………………………………………………………………………………………………………………………………………16 Introduction This report is based on Promise or Pay Company that intends to conduct market research to campaign the service that is dealt by the organization. The aim of the company is to promote charity work and to make it interesting and effective through different techniques. As Promise or Pay combines achieving a goal and share with others by enabling individuals to make a public promise to do something and if they fail to follow then they will pay a nominated amount of money to the charity. Marketing strategies are quite an important factor that can help the management to progress and acquire new and effective markets in order to fulfill their goals. By implementing effective marketing strategies, the company prepares and plans for systematic designing, collecting, analyzing...
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