Mobile service innovation: A European failure

The continuing absence of innovation in Europe’s mobile services industry is identified and characterised here, with such examples as mobile Internet and mobile music. Innovation failure is a critical factor leading to a lack of high-income jobs, network effects, and price reductions for data services. Most mobile service innovations have been made in Japan in ‘clubs of operators’ with their suppliers. Apple USA followed the same model of control with its iPhone. Conversely, a lack of this critical type of competition characterises European operators. Revenues per citizen are in some countries similar to those in Japan, but with handsets with less functions. Europe and all other regions face the challenge of competing with Japanese and US innovators. The lessons to be learned are (1) becoming aware of the situation, (2) allocating spectrum that covers a sufficient population size to allow technological competition, and (3) developing a strong customer orientation.     

Aligning the sustainable supply chain to green marketing needs: A case study

The research explores the challenges facing organisations in aligning sustainable procurement requirements and marketing needs and the attendant shifts in supply chain management practices. Whilst external influences are readily understood (e.g. regulation and customer demand), less is understood about the implications for suppliers trying to meet sustainable procurement requirements and the organisational challenges of aligning marketing with sustainable supply chain management. An exploratory case study of a UK University catering department has been undertaken, to explore the strategies, processes and relationships associated with synthesising sustainable supply chain and green marketing needs. The empirical findings illustrate the divergence between organisational perspectives on sustainability and procuring sustainable products with marketing demands. Thus, the findings extend the theoretical discussion on sustainable supply chains by providing empirical data based on real-life implementation and from this an emergent aligned supply chain model is proposed, which confirms two drivers for alignment, ‘lean and resource efficient’ and ‘local and seasonal’ — contingent on market demand. The findings emphasise the benefits of a reverse information flow, the importance of intermediaries, and relationships in its fulfilment, while indicating the resurgence of a supply ‘push’ of sustainable products into core markets. Future research directions are also posited.     

A resource-advantage perspective of product-market strategy performance & strategic capital in high technology firms

Contrary to common misconceptions, firms tend generally to remain constant in their strategic approach to markets and rarely deviate from their prevailing strategic archetype. Consequently, the effectiveness of a firm's product-market strategy is as important as its persistence in achieving overall strategic performance. Adopting a resource-advantage perspective, we examine the extent to which resource bundles differ among firms within a product-market strategy performance typology. Analyzing data generated from high-technology industrial manufacturers, we find that successful strategists are endowed with significantly greater levels of resources-that include ‘strategy championing’, ‘strategy commitment’, ‘implementation support’, ‘implementation effectiveness’, ‘learning’, and ‘memory’-in contrast with unsuccessful strategists, hopeful strategists, and fortunate strategists. Further, important inter-group differences are identified and discussed, along with the implications of this study for researchers and marketing managers.     

抽水蓄能电力产品的分类、社会属性与成本分摊

抽水蓄能电站的产品基本上可分成高峰电能和辅助服务两大类。高峰电能相当于电力系统内的私人产品,可以直接卖给电力消费者,当具备相关条件时,其价格可由市场竞争决定。辅助服务相当于电力系统内的公共产品,不能直接卖给电力消费者,只能由系统操作机构（相当于电力系统的管理者）统一收购;其购买成本,也只能通过向电网用户的普遍加价（相当于电力系统的消费税征收）予以收回。     

Strengthening B2B brands by signalling environmental sustainability and managing customer relationships

Resource depletion and environmental pollution concerns are forcing manufacturers to pay greater attention to environmental sustainability. This is especially so for business-to-business (B2B) manufacturing firms who intensively use natural resources in their operations and are blamed for observable impacts on the environment. Despite investments in environmental sustainability practices by B2B manufacturers, studies provide little explanation about the extent B2B manufacturers obtain a positive brand image and superior market performance through environmental sustainability. Furthermore, research has not identified organisational practices that strengthen the path from environmental sustainability to market performance. Drawing on signalling theory, the customer relationship management (CRM) literature, attitude theory, and data collected from B2B manufacturers and their customers, we show that environmental sustainability practices provide positive benefits to B2B manufacturers' brand image, which, in turn, impacts market performance. Further, effective CRM and working with business customers with positive environmental attitudes are essential boundary conditions that strengthen the path from environmental sustainability practices to market performance.     

Designing a fair,financially sustainable pay rate for owner-operator truck drivers. Modeling and case study

Owner operator truck drivers have been dealing with a long-standing problem: compensation per distance. Owner operators who get paid according to these criteria get a fixed payment per distance traveled regardless of how long it takes to actually cover the distance. This means that there are numerous situations that truck drivers are working; yet they might be unpaid because the truck is not moving. To compensate for the unfairness of the pay rate models, owner operators have continuously increased their working hours. In addition, many studies have confirmed that a fair payment is among the most important factors that truck drivers take into consideration when deciding to leave a company. Consequently, an unfair pay rate, along with the hard labor conditions truck drivers suffer from, inevitably leads to high turnover rates. For all these reasons, our study aims at developing a fair, financially sustainable pay rate for owner operators that will help companies ensure a stable and highly experienced workforce by making sure that owner operators can cover the real expenses of their working activity. Finally, in order to prove that our pay rate was of practical use, we test the model on one of the largest Spanish agro-food companies.     

山东省加工型服装企业将要面对的生存困局

富士康与苹果的联手承诺改善工作环境,降低劳动强度,增加工人工资,将进一步恶化我省加工型服装企业的生存状况。加工型服装企业要解决劳动力成本提升和用工荒的问题,必须从加工着手,苦练内功,压缩成本,提高效率,加强企业文化建设,凝聚人气,开发产品特征,杀出一条品牌之路。     

Successful and sustainable business partnerships: How to select the right partners

In more and more industries it becomes true that value creating networks compete against each other with relatively stable relations between suppliers inside the network. Managers all over the world are searching for the most efficient and effective coordinative forms for their relations with OEM's or suppliers within such a value-creating networks. This paper gives a normative guideline to decide if or if not a partnership is the right coordinative form for OEM-supplier relations within a value-creating network. Based on the existing mainly positivistic research in this field, two aspects are highlighted as the main drivers for the suitability of a partnership as a well working governance mechanism for value-creating networks: (i) individualization vs. standardization of the delivered components combined with the potential of the end customers to identify quality differences or not and (ii) the possibilities to allocate the revenues made by the value-creating network on the several ‘partners’ within the network. All aspects were integrated in a decision model for managers to find out if partnership as the coordinative form is really the best choice in a given situation.     

Examining sustainability performance in the supply chain: The case of the Greek dairy sector

This paper evaluates the sustainability performance of the Greek dairy chain and the performance of its individual members by using key indicators in relation to efficiency, flexibility, responsiveness and product quality. We assessed the importance of these indicators based on the relevant perceptions of key members of this chain. A structured questionnaire was developed where nineteen sustainability-related issues were examined. Two hundred and fifty three members of the Greek dairy supply chain responded including breeders, manufacturers, wholesalers, retailers and catering companies. Our findings illustrate the immediate need for improvement in many key sustainability performance indicators. They also show the critical role of large dairy manufacturers who are the “sustainability performance champions” in this chain and are the driving force for the implementation of many sustainability initiatives.     

Alignment and Misalignment in Business Relationships

‘Alignment’ and ‘misalignment’ are terms commonly used both in strategy and in marketing. In B-to-B marketing, in particular, researchers investigated alignment/misalignment between customers and suppliers and recently discussed the effects of misalignment. Research in this field remains however fragmented. There is ambiguity about the objects to be aligned, the processes that characterize their change, the effects on the relationship development and the methods used to assess them. In general, the empirical research that has examined the two concepts in business relationships is limited.In this study we will develop a theoretical framework to assess alignments/misalignments in parties' interpretations of a problem and its solution for the customer, in order to address the following questions: How and why do alignment and misalignment change over time? When can misalignment be positive for the relationship development?We use data from a longitudinal study involving 84 customers and suppliers in the ICT Security Industry. The first finding is that there are no patterns in how alignment changes, but there is a slight tendency toward misalignment over time. Second, change in the alignment is mostly linked to parties' perceptions of the available resources and how these resources are combined, along with parties' interpretations of critical events. Finally, the research suggests that when parties are aware of misalignment, when misalignment is perceptual and when there are no external constraints to action, the effort to align practices produces positive effects, even when misalignment persists.     

International trade related food miles – The case of Canada

At the beginning of the 21st century imports of agricultural and food commodities have become a major part of many nations’ food baskets. Indeed the global food system has several merits for nations, businesses and individual consumers’ well-being. However, as increasing evidence suggests that we are approaching an era of climate change and scarcity of cheap energy sources the sustainability of that system must be examined. One part of any food commodity chain is its ‘food miles’ – the distance the commodity travels from point of production to point of consumption, the required energy and resulting emissions. This paper presents a 1 year ‘snapshot’ of Canada’s total import related food miles. It presents an analysis of the distance imported foods traveled from around the world to major points of consumption in Canada and documents the equivalent carbon dioxide emissions related to those imports. It presents both a macro scale picture of the equivalent emissions related to transportation of imported food and a micro scale picture which focuses on specific commodities consumed in various parts of the country. It then discusses policy implications for food sustainability. Overall the research highlights that about 30% of the agricultural and food commodities consumed in Canada are imported, resulting in ‘food miles’ of over 61 billion tonnes km, leading to annual emissions of 3.3 million metric tonnes of CO₂. Of the various agriculture and food commodities studied, fruits and vegetables had the highest food miles related emissions.     

The relationship between legitimacy,reputation, sustainability and branding for companies and their supply chains

This paper aims at filling a gap that we perceive to exist in the scientific literature as to legitimacy, reputation and sustainability and their interrelationship to corporate and supply chain branding. A series of innovative theoretical frameworks are provided interrelating companies and their value (supply) chains with legitimacy, reputation, and branding which are essential conditions to achieve sustainability and competitive advantage based on dyadic and social context consonance to the benefit of society and all stakeholders involved. An urgently required better understanding of the concepts and their interrelations is enhanced by a synthesized explanatory basis entailing an eclectic mosaic of interdisciplinary theories (institutionalist, neo-institutionalist theories, the viable system approach, isomorphism and identity) to improve corporate and supply chain performance. To better inform managerial practice the theoretical considerations are spiced with case studies among which especially the currently debated supply chain case of the European horse meat scandal is illuminated suggesting concrete managerial cross-functional implications in the food industry. The paper culminates in the call for a newly to-be-established marketing stream we call ‘Sustainable and Curative Marketing’.     

Sustainable value co-creation in business networks

Even though the Service Dominant Logic (SDL) paradigm has contributed to the conceptualization of “value co-creation”, no academic study has further investigated the role played by sustainability in business-to-business (BtoB) value co-creation.Using case studies, we examine how BtoB companies embrace the concept of sustainability to co-create value. We determine that such a co-creation of value entails a two-stage process: first, suppliers co-create value with their customer's customers or end users by analyzing or co-creating sustainability awareness. Second, by integrating this behavioral knowledge, suppliers co-create with their direct customers, either a sustainable hybrid offering (a service bundled with a product) or an extended sustainable service. Such a service proposition enables suppliers' direct customers to increase performance (sustainability is at the core of value creation) or to integrate sustainability into their supply chain (sustainability is an incremental element of value creation).Our research enriches the SDL paradigm by demonstrating the role of sustainability in reinforcing or extending the service proposition in a value co-creation process that links the supplier and customer networks.     

Investigating the decision criteria used in electronic components procurement

Previous research has reported that the decision criteria used to evaluate suppliers differs by product category. Rather than investigating the “key buying criteria” across the entire gamut of products and services, this research takes a novel approach by investigating the evaluation criteria used in the procurement of component parts. The survey results suggest that the content and structure of the decision criteria used by business customers to assess their suppliers does not differ across an array of electronic components. The business implication is that business customers that formally track the performance of their suppliers along the critical evaluation criteria will be in a better position to gain a competitive advantage by effectively managing the inbound supply chain.     

The new communication age in Japan

Moriya Koyama, Japanese Vice-Minester of Posts and Telecommunications, outlines the need for and format of the recent reforms in Japan's telecommunications. Importantly, the principle of competition has been introduced throughout Japanese telecommunications, with private enterprises now able to provide main categories of service. The principles of impartiality between domestic and foreign suppliers and of fairness in competition have been enshrined in the reform. Further, Japan wishes to promote cooperation in the Pacific basin area to develop economic growth throughout the region.     

The sustainability syndicate: Shared responsibility in a trans-organizational business model

This paper proposes design principles for the ‘sustainability syndicate’: shared responsibility among diverse stakeholders for sustainability; an agenda for unifying economic and ethical rationales; and plural governance based primarily on markets, contracts and collaborative relationships. The paper suggests a research agenda directed at issues that constrain sustainability syndicates. Syndication's contributions to sustainability build upon its trans-organizational structures for shared responsibility. Syndication works as an insurance cooperative that reduces the financial burden of risk. In addition, members could rent skill sets from other stakeholders, reduce barriers to entry into bigger projects, and improve efficiencies. As underlying sustainability are both economic and ethical rationales for shared responsibility, sustainability syndicates induct diverse non-commercial stakeholders into inclusive settings. A unifying agenda in these settings, as it grapples with externalities and constructs welfare-enhancing solutions, enhances sustainability brand differentiation. Plural self-governance, as it corrects for failures of individual self-governance modes, enables market making and market access, reduces transaction costs in contracting, and enables members to build the trust and commitment necessary for collaborations. Sustainability syndicates obviate the need for command-and-control interventions. Although institutional, performance and instrumental constraints still remain, syndicate business models offer potentially game-changing strategies in sustainability marketing.     

Do resource differences between manufacturers and suppliers help or hinder product innovation of manufacturers? The moderating role of trust and contracts

It is a common practice of manufacturers to involve suppliers in new product development (NPD). Extant literature indicates that supplier integration has mixed effects on manufacturers' NPD and the contradicting findings result from either the external contingent factors or the tactical integration practices. We argue instead that the mixed effects are rooted in resource differences between manufacturers and suppliers. Further, we examine the functions of trust and contracts as the resource integration and coordination mechanisms to manage the effects of resource differences on product innovation of manufacturers. Based on a survey among 189 manufacturing firms, our research shows that resource differences follow an inverted U-shaped effect on product innovation of manufacturers and that trust strengthens while contract complexity attenuates the curvilinear relationship. As such, our research extends the existing body of literature to account for the divergent outcomes of supplier integration from the perspective of resource differences. Moreover, it demonstrates the double-edged effects of trust and contracts as devices of resource integration and coordination. Our research offers useful research and managerial implications.     

Shared ownership and pricing in a network switch

We observe that many wholesale switches in automated teller machine (ATM) networks are jointly owned by their members and that this tends to occur more frequently when the wholesale industry is highly concentrated. We also observe that network switches are ‘natural monopolies’, their costs being largely fixed and their demand exhibiting substantial network externalities. Motivated by these observations, we model the competition for members between wholesale switches and the role joint ownership can play in attracting members. The model analyzes both the adoption decision (which network a bank chooses to join) and the subsequent pricing of switch and ATM services. We compare competition between two solely owned switches with competition between one solely owned and one jointly owned switch. Our analysis shows that a more concentrated structure results under the latter and that retail prices are higher. This calls into question the leniency of antitrust policy toward jointly owned structures.     

订单模拟模式在《成衣跟单学》教学中的应用研究

随着国际劳动力结构的变化,我国的纺织服装生产加工开始向越南、孟加拉、印度、柬埔寨等国转移,为了能提升我国出口订单的盈利能力,提升我国纺织服装出口发展的空间,把握好订单运作,提高订单履行品质,做好高端化产品是应对劳动力低廉国竞争的主要手段。然而优质的订单需要更多优秀跟单员来实现。本文对《成衣跟单学》课程的教学思路、课程设计及教学模式进行了研究,提出了订单模拟教学的实际操作步骤,并对课程教学今后的改进提出了建议。目的是为企业培养能及时上岗的优秀跟单人才。