Suchergebnisse

PurposeIncreasingly, customer relationship management (CRM) is being viewed as a strategic, process‐oriented, cross‐functional, value‐creating for buyer and seller, and a means of achieving superior financial performance. However, there is a need for a more holistic view of cross‐functional as it relates to CRM. The purpose of this paper is to describe a macro level cross‐functional view of CRM and provide a structure for managing business‐to‐business relationships to co‐create value and increase shareholder value.Design/methodology/approachIn order to identify the sub‐processes of CRM at the strategic and operational levels as well as the activities that comprise each sub‐process, focus group sessions were conducted with executives from a range of industries. The focus groups were supplemented with visits to companies identified in the focus groups as having the most advanced CRM practices.FindingsThe research resulted in a framework that managers can use to implement a cross‐functional, cross‐firm, CRM process in business‐to‐business relationships. Also, it should be useful to researchers interested in broadening their view of CRM.Research limitations/implicationsThe research is based on focus groups with executives in 15 companies representing nine industries and multiple positions in the supply chain including retailers, distributors, manufacturers and suppliers. While all companies had global operations, only one was based outside of the USA. Nevertheless, the framework has been presented in executive seminars in North and South America, Europe, Asia and Australasia with very positive feedback.Practical implicationsThe framework can be used by managers. The view of CRM presented involves all business functions which extends the current thinking in the marketing literature.Originality/valueThe most common view of CRM involves fewer business functions than the one identified in this research.

The increasing rate of change in technologies and markets and the
search for competitive advantage, have led to a new focus on logistics
strategy and management. In the dynamic, competitive environment of the
1990s, the successful companies will be those who recognize and take
advantage of the leverage which can be gained by effective management of
the supply chain, from supplier through end users. The starting point in
developing a logistics strategy must be a thorough understanding of
final customers′ requirements. Only then is it possible to determine the
required performance of firms throughout the supply chain. Integrated
information systems and strategic alliances/partnerships will play an
important role in achieving the desired levels of service performance.
As markets fragment, it will be critical to be able to identify the
profitability of customers and products as well as how alternative
logistics strategies affect the profitability of these segments of the
business.

Logistics managers need to collect timely and accurate data on
customers′ needs, as well as customer perceptions of the firm′s and
competitors′ performance levels. Today, a large number of companies
collect this from their salesforce – a good, inexpensive and
timely source of customer and competitive information but caution is
needed since a majority of salespeople are inaccurate. Reviews the
conceptual issues associated with using the salesforce to collect
information and reports results of an empirical study which examined the
accuracy of salesforce information.

Customer service represents a significant
opportunity for segmenting markets. This article
reviews the importance of customer service and
the conceptual issues associated with segmenting
industrial markets on the basis of customer
service. A methodology is presented which can
be used by managers to classify a market into
segments with different customer service needs.
Empirical results from a high‐technology industry
are also presented. The article emphasises the
need to recognise the differing customer service
requirements of segments of customers when
establishing priorities for customer service
expenditures.

Evidence suggests that the recent interest in
competitive strategy and competitive positioning,
while good in itself, has resulted in the
management of many firms placing too much
emphasis on competitive performance and too
little emphasis on customer expectations. This
research in the chemical industry provides support
for the conclusion that management needs to
refocus on the customer if US companies are
going to succeed in the increasingly competitive
marketplace. A methodology is presented that can
be used by management to collect and analyse
customer‐based competitive data for use in
establishing priorities for customer service
expenditures.

Although significant advances have been made in customer service
research, a majority of this research has concentrated on defining and
measuring the importance of customer service in isolation from the other
components of the marketing mix. In order to achieve a competitive
advantage from customer service, it is necessary to establish service
levels as part of the firm′s overall marketing strategy. This monograph
reviews the development of customer service; evaluates past customer
service research; presents a methodology for integrating customer
service and marketing strategy, and provides some suggestions for future
research.

Academicians and practitioners alike recognise that logistics services and operating systems are an integral part of the overall marketing strategy of firms. Consequently, there is a need for an ongoing, interactive review of actual logistics system performance, so that firms can achieve operating systems improvements as well as select and implement the most profitable corporate strategies.

World business, multinational company, and world enterprise are all terms being used with more frequency as a significantly larger number of businesses become international both in philosophy and in scope of operations. For a continually growing number of firms, the entire world is considered a marketplace for their products.

Inventory carrying costs, the costs associated with the quantity and value of inventory stored, represent a large portion of the expense attached to distribution activities. These costs also are influenced by the configuration of the physical distribution system utilised. Therefore, accurate assessment of inventory carrying costs is essential to not only controlling the cost area, but also for the analysis of the cost effectiveness of different physical distribution systems. Traditionally, managers who do consider the cost of holding inventory use estimates, industry benchmarks that range from 12 to 35 per cent of the value of the inventory, or textbook figures of 25 per cent. Many sources have quoted the 25 per cent figure and have not changed it in the last 30 years, thus ignoring the impact of inflation on the cost of capital. Also, it is believed that many firms do not even consider inventory carrying costs.

For more than two decades, industrial leaders in many countries, especially the trading nations such as the United States and Canada, have recognised the significant contribution that physical distribution can make toward the total corporate mission. In many companies formal departments have been created in order to manage the distribution activities. However, acceptance of the physical distribution concept is still growing and the associated responsibilities are becoming broadened in the current international climate of economic uncertainty. In an effort to develop a current profile of the distribution executive and his broadened responsibilities, detailed questionnaires were mailed to distribution executives in Canada and the United States. Specifically, the research sought answers to the following questions: (1) How is the distribution function positioned within the firm? (2) What is the scope of responsibility of distribution management? (3) Does the distribution management function involve distinctive career patterns, educational requirements, or job requirements? (4) What are the perceived educational needs of the distribution manager? (5) What does the physical distribution executive perceive as the major factors affecting his future role in the corporation?

Inventory carrying costs represent one of the highest costs of distribution. Although they are a necessary input to the design of logistical systems, such costs are ignored by many companies and when they are used usually represent estimates or industry benchmarks. The authors present a methodology designed to provide managers with a practical framework for determining the costs of carrying inventory.

Inventory carrying costs comprise a number of different cost components and generally represent one of the highest costs in the physical distribution system. This, combined with the fact that inventory levels are influenced by the configuration of the logistics system, demonstrates the need for an accurate assessment of inventory carrying costs if the appropriate cost tradeoffs are to be made within the firm. Currently, most of the companies that consider the costs of holding inventory use estimates or traditional industry benchmarks. In fact, many corporations do not consider inventory carrying costs in decision making although such costs are substantial and real. Although a number of authors have addressed the types of costs that should be considered and have estimated that such costs range from 12% to 35%, there is not a generally accepted methodology for determining inventory carrying costs or for that matter even a framework for developing such costs. The purpose of this article is to present a methodology, based on existing literature in the fields of accounting, distribution and production, that can be used by managers to determine the cost of carrying inventory for their companies. In addition to providing a framework that can be applied in the "real world", some specific uses for the inventory carrying cost figure are explored.