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- Abrahamsson, Mats, et al.
(författare)
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Dynamic effectiveness : Improved industrial distribution from interaction between marketing and logistics strategies
- 2005
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Ingår i: Journal of Marketing Channels. - 1046-669X .- 1540-7039. ; 12:2, s. 83-112
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Tidskriftsartikel (refereegranskat)abstract
- Based on different observations, in theory as well as in practice, we have identified strategies and operations following two different tracks, striving in different directions, despite it being well known they should go hand in hand. For companies challenged by a more and more dynamic business environment with heavier market segmentation, additional marketing channels, increasing globalisation on supplier and customer side, and high pressure on profit margins, the result from this is competitive weakness. The purpose of this article is to switch focus from operational effectiveness and strategic positioning as static success concepts on how to improve industrial distribution, to dynamic challenges of how to continuously manage the interaction between marketing strategies and operations (e.g., logistics) under the influence of a dynamic business environment. From theories in market strategies, logistics, flexibility, and marketing channels together with empirical experience from a best practice case study, we are introducing a model for dynamic effectiveness, describing the different characteristics of a company and what to focus on in order to become more dynamic. In order to constantly move to new market positions, and at the same time, restructure logistics and improve operational effectiveness, we have identified the dynamic capabilities of an organisation to be the key to success in industrial distribution. We define dynamic effectiveness as "how fast-and-well a company can go from one strategic positioning and productivity frontier to another." It tells that a frequent interaction between new strategic moves and actions for higher operational effectiveness is required to be in pace with the dynamic and changing business environment and to stay ahead of competition. As a part, of this, best, practice logistics performance makes it possible not only to be more agile to new strategic moves, but also to drive strategic development from a high operational level. This is achieved by designing logistics to be a resource base to support and be an enabler for new strategic moves on the market. © 2004 by The Haworth Press, Inc. All rights reserved.
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| 3. |
- Sandberg, Erik, 1978-, et al.
(författare)
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Characteristics of a Logistics-Based Business Model
- 2011
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Ingår i: Journal of Marketing Channels. - : Taylor & Francis. - 1046-669X .- 1540-7039. ; 18, s. 1-23
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Tidskriftsartikel (refereegranskat)abstract
- In companies where excellence in logistics is decisive for the outperformance of competitors and logistics has an outspoken role for the strategy of the firm, there is present what we refer to here as a “logistics-based business model.” Based on a multiple case study of three Nordic retail companies, the purpose of this article is to explore the characteristics of such a logistics-based business model. As such, this research helps to provide structure to logistics-based business models and identifies a way forward for companies for whom logistics and distribution are a major concern for the overall strategy of the firm.
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| 4. |
- von Koch, Christopher, et al.
(författare)
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In search of corporate governance in franchising
- 2020
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Ingår i: Journal of Marketing Channels. - : Taylor & Francis. - 1046-669X .- 1540-7039. ; 26:3, s. 178-193
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Tidskriftsartikel (refereegranskat)abstract
- A firm's governance structure and business model might explain the firm’s failure or success. Franchising is a business model that has not received much attention within the corporate governance (CG) literature even though it obviously brings several unique CG challenges. Therefore, we review articles at the interface of CG and franchising. We identify and thematize the literature in four focus areas, each with a different relationship to CG: 1) traditional CG, 2) governance challenges unique to franchising, 3) governance modes, and 4) contracts. We find that the literature largely ignores the traditional view of CG when examining many aspects of franchising. We also find that the franchising literature covers governance topics when discussing governance modes, which provides a basis for developing CG theories. Altogether, our findings open a promising avenue for future research that incorporates CG into studies of franchising.
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| 5. |
- Anell, Barbro, 1942-, et al.
(författare)
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Channel Structures of International After-Sales Services Networks
- 2001
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Ingår i: Journal of marketing channels. - : Taylor & Francis. - 1046-669X. ; 9:1/2, s. 93-124
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Tidskriftsartikel (refereegranskat)abstract
- The choice of an organizational architecture for providing after-sales services to customers spans two extremes. A firm may either supply the services itself, or it can supply them through an independent distribution network. Because of the importance of after-sales services both in establishing a firm's competitive advantage and in sustaining profitability, the choice of organizational design would appear to be of significant strategic importance. In order to explore this association, a comparative empirical study was made of the after-sales networks of two firms supplying international markets-one directly and the other through a network. Although there were trade-offs in the two organizations, there was equal success in providing customer service, which would suggest that a structure for this purpose does not exist. Instead, it was observed that contact near customer usage and devolved decision making were important in service success. Integrative devices, concerning both culture and knowledge, seemed to play a further role in maintaining these firms' competitive edge. In interpreting these results, network and temporary concepts were useful in describing processes of each organization. It was noted that the distribution channels for services were different from product distribution in both cases, which undoubtedly is of strategic importance in managing these operations.
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