Customer-Driven Product Development Through Quality Function Deployment in the U.S. and Japan

Quality Function Deployment is a tool for bringing the voice of the customer into the product development process from conceptual design through to manufacturing. It begins with a matrix that links customer desires to product engineering requirements, along with competitive benchmarking information, and further matrices can be used to ultimately link this to design of the manufacturing system. Unlike other methods originally developed in the U.S. and transferred to Japan, the QFD methodology was born out of Total Quality Control (TQC) activities in Japan during the 1960s and has been transferred to companies in the U.S. This article reports on the results of a 1995 survey of more than 400 companies in the U.S. and Japan using QFD. The research questions investigated in this study were developed both inductively from QFD case studies in the U.S. and Japan and deductively from the literature. The reported results are in part counterintuitive. The U.S. companies reported a higher degree of usage, management support, cross‐functional involvement, use of QFD driven data sources, and perceived benefits from using QFD. For the most part, the main uses of QFD in the U.S. were restricted to the first matrix (“House of Quality”) that links customer requirements to product engineering requirements and rarely was this carried forward to later matrices. U.S. companies were more apt to use newly collected customer data sources (e.g., focus groups) and methods for analyzing customer requirements. Japanese companies reported using existing product data (e.g., warranty) and a broader set of matrices to a greater extent. The use of analytical techniques in conjunction with QFD (e.g., simulation, design of experiments, regression, mathematical target setting, and analytic hierarchy process) was not wide spread in either country. U.S. companies were more likely to report benefits of QFD in improving cross‐functional integration and better decision‐making processes compared to Japanese companies. Possible reasons for these cross‐national differences as well as their implications are discussed.     

Motives behind purchasing consortia

Although purchasing cooperation between independent companies has been practiced for a long time, the phenomenon is not extensively researched. Especially purchasing consortiums formed by industrial companies have received relatively little attention in literature of the discipline. In this paper the key results of the larger study concerning industrial consortium purchasing are presented: the study was recently conducted and tested in Finnish machine manufacturing industry. The objective of this paper is to find out the motives behind purchasing consortia. As foundations for the empirical study, three theories explaining why companies form purchasing consortia are presented. The results of the study indicate that two main reasons for the companies to cooperate on purchasing are the expected cost savings and the collection of information on supply markets.     

Antecedents of functional integration during new product development: The purchasing–marketing link

In response to different economic and business trends, companies are becoming increasingly dependent on external resources and capabilities as they seek to cater for an ever more complex and challenging demand. Such dependence has led an important group of scholars to draw attention to the inevitable integration of the purchasing and marketing functions. We stress here the need for such integration during new product development, and seek the mechanisms that may promote purchasing–marketing integration. Accordingly, this study describes two essential components underlying the concept of purchasing–marketing integration, and tests the effect of different integration mechanisms gathered from the literature on these two components. The model is tested on a sample of 141 Spanish industrial companies. Our results show that each one of these integration mechanisms varies in its effectiveness in promoting each key component of purchasing–marketing integration. Taking these asymmetric effects into account is crucial for selecting the appropriate purchasing and marketing integration devices within companies.     

The impact of cultural differences in U.S. business-to-business export marketing channel strategic alliances

Given slower growth and fierce competition in the domestic market, combined with increasing opportunities in many overseas markets, more and more U.S. companies are going international. While many doing so may initially use a direct exporting approach that relies on foreign channel members to distribute the product in the host country, over time, strategic alliances among distribution partners may form based on trust, commitment, and cooperation. For these alliances to succeed, the partners' perceptions of these variables need to be congruent so that expectations on each side of the dyad are reasonably similar. However, what happens when the cultural backgrounds of each channel partner are substantially different? This study empirically examines whether cultural differences do affect trust, commitment, and cooperation in international marketing channel alliances between U.S. exporters and their foreign distribution partners. Based on the survey responses from 149 U.S. exporters with marketing alliances abroad, cultural differences do affect trust, commitment, and cooperation. The greater the cultural differences between channel partners, the lower the levels of trust, commitment, and cooperation. Managerial implications are discussed, and study limitations are identified.     

Pricing of new equity issues in Singapore

This paper analyzes the pricing performance of new equity issues by companies which came to the new issue market and sought a listing on the Stock Exchange of Singapore during the period 1975–84. We find that the new equity issues in Singapore are more underpriced than those in the U.S., the U.K. and Australia. It appears that the greater underpricing is due largely to more conservative pricing policies followed by underwriters in Singapore. This results in greater losses suffered by the existing shareholders of the issuing companies.Dr Kie A. Wong is Senior Lecturer in the School of Management at the National University of Singapore, and Mr H. L. Chiang is Bank Officer in the Citibank N.A., Singapore.     

Supply source selection criteria: The impact of supplier performance on distributor performance

In drawing attention to certain important gaps in the purchasing literature, the study reports on a systematic examination of supplier performance in purchasing decision criteria of U.K. distributor firms of information technology (IT) products. An attempt is made to explore the presence of dimensions underlying supplier performance in buying decision elements and identify potential differences in distributor performance with regard to supplier performance in important purchasing decision criteria. Based on a survey sample of 237 distributors, the results suggest significant differences between highly performing and poorly performing distributors in relation to their suppliers' performance in four buying decision criterion dimensions: reliability, competitive pricing, service support, and technological capability. The implications of the findings for business practitioners are highlighted, and directions for future research are identified.     

Hierarchies and markets: An empirical test of the multidivisional hypothesis in West Germany

Whereas previous empirical studies have found performance gains from the adoption of multidivisional organization in U.S. and U.K. companies, this paper reports a reduction in profitability for German M-form firms for several years following reorganization, with no sign of an eventual positive gain. These results emerge from a cross-section analysis of 48 among the top 100 German companies. We suggest the constrasting results may flow from certain legal and institutional features, not present in the U.S. and U.K., attenuating potential gains and enlarging short-run transactions costs. These include the role of the banks, the relative concentration of shareholdings and the dual system of company boards.     

Local food prices and the purchasing power of SNAP benefits

While the nominal value of Supplemental Nutrition Assistance Program (SNAP) benefits is fixed across states (except for Hawaii and Alaska), variation in food prices across the U.S. is dramatic. We provide new evidence describing geographic variation in the purchasing power of SNAP benefits, measured by the extent to which SNAP-recipient households are able to afford the Thrifty Food Plan (TFP), the U.S. Department of Agriculture (USDA) food plan on which legislated SNAP benefit levels are based. For more than one-quarter of SNAP households, SNAP benefits are too low to cover the cost of the TFP at the primary stores where they report shopping. SNAP purchasing power increases somewhat as we assume households can travel farther to shop and increases much more with the assumed ability to identify and travel to the lowest-cost store in a given area. It is unlikely, however, that SNAP households are sufficiently informed and mobile to shop at the lowest-cost store in a large (e.g., 10 to 20-mile) geographic area. We demonstrate that aggregate dollar shortfalls for SNAP households who cannot afford the TFP could be completely eliminated by redistributing from households in low-cost areas to those in high-cost areas, e.g., by indexing SNAP benefits to local food prices.     

R & D management practices:* chemical industry in Europe

The paper summarizes the results of interviews with R & D managers in forty-three chemical companies in France, Germany, Italy, the Netherlands, Switzerland and the U.K. covering questions concerned with: R & D planning, size and distribution of R & D efforts, organization of R & D and project management. The results are presented in quantitative and qualitative terms, and the differences between various categories of chemical industry and between various national practices are discussed.     

Understanding the role of marketing-purchasing collaboration in industrial markets: The case of Russia

This study aims to investigate the role of interfunctional collaboration between marketing and purchasing functions in industrial companies. Interfunctional collaboration is considered as a measure of the internal alignment and partnership between departments in the firm, which in turn contributes to the creation of sustainable advantages via improved external partnerships and facilitating demand chain integration. We test the impact of customer orientation as well as the interactions between departments (specifically marketing and purchasing) as collaboration antecedents, and analyze the direct impact of marketing-purchasing collaboration on business performance. The model is tested on a sample of 148 industrial companies in Russia with two key respondents in each firm, incorporating the purchasing as well as the marketing perspective. The results show that marketing-purchasing collaboration mediates the effects of interfunctional interaction as well as customer orientation on business performance. Alternative model testing shows that the direct effects of these antecedent constructs on performance are non-significant in the context of Russian industrial companies.     

Multiple scenario approach and strategic behaviour in European companies

Nowadays, scenarios are a popular subject in management literature. However, information available about how extensively scenarios are used and the possible motives for their use, as well as their effects on strategic behaviour in companies, has hitherto been very limited. Results of a survey among Fortune's top 1000 companies in the U.S.A. in 1977 and 1981 showed a growing corporate interest in scenarios. A survey of the use of scenarios in large Western European companies in 1981 provided evidence of similar interest in Europe. In this article, results of the European survey are presented and the differences between user and non-user attitudes towards the future among European firms analysed and the implications for strategic behaviour outlined.     

Business customers' satisfaction: What happens when suppliers downsize?

Organizational downsizing has become commonplace in today's competitive environments. Over the past 10 years in the U.S. alone over 10 million positions have been eliminated. Recently, questions related to the holistic benefits of downsizing have emerged. One of these questions suggests that downsized companies may find it more difficult to fully satisfy their customers; especially if there have been significant cuts in key contact personnel. In view of this question, the work presented here examines whether downsized suppliers, as compared to non-downsized suppliers, enjoy higher (or lower) levels of customer satisfaction and loyalty among their business customers. Based on a sample of 560 purchasing professionals, this study indicates that contrary to popular managerial schema ([Lewin, J. E. (2003). An empirical investigation of the effects of downsizing on buyer-seller relationships. Journal of Business Research, 56(4), 283-293]; [McKinley, W., Zhao, J., & Rust, K. (2000). A socio-cognitive interpretation of organizational downsizing. Academy of Management Review, 25(1), 227-243]), downsized suppliers do a significantly worse job in delivering quality and value to their business customers. As a result, their customers are less satisfied and less loyal.     

Will a supplier's origin make a difference to its business customers?

Whether companies are extending or defending international markets, decision makers often are advised to carefully consider their products' country-of-origin images for their marketing and sales activities. Although extensive research shows the dominant effect of country-of-origin images in consumer markets, some doubt arises when shifting to business markets. Here, image differences may weaken due to longstanding practices of market interaction between customers and suppliers, and the discriminatory power of country-of-origin image may fade. To shed light on this issue, the authors first propose the novel concept of the supplier-country-image (SCI). They develop a corresponding SCI measurement scale and empirically validate it. Their survey of 157 German and French purchasing agents from automotive and machinery manufacturers yields a database of 628 ratings for four supplier countries of origin: Germany, France, the United States, and Japan. The authors then use the scale to provide evidence that SCIs indeed vary when purchasing agents evaluate suppliers from different countries. These agents exhibit cross-national invariance in their SCI, such that the authors are able to use the German and French rater subsamples to create manifest SCI profiles for the four supplier countries of origin.     

Diffusion at Sub-National Levels: A Regional Analysis of New Product Growth

Nearly all studies of diffusion in the business literature focus attention on the rate of diffusion over time. In contrast, William Redmond draws our attention to spatial dimensions of innovation diffusion. His research examines sub-national units within the U.S. for differences in diffusion rates and relates there differences to relevant variables representing socioeconomic characteristics. Sales data on color TV and VCRs reveal differences in regional diffusion rates; these differences are associated with purchasing power, age, and mobility. This approach extends diffusion research into spatial dimensions and has implications for both adoption and diffusion theories.     

Service procurement in manufacturing companies: Results of three embedded case studies

An increasing part of companies' purchasing expenditures is being spent on (business) services. At the same time, the interactive character of business services has so far largely been neglected in purchasing and supply management studies. The success of a service purchase is however established during the ongoing production and consumption of that service, which takes place in continuous interaction between buyer and seller.This paper investigates these ongoing interactive processes between buyer and seller after the purchase decision has been made. The specific focus is on services buying by manufacturers, since manufacturers' services spend increasingly encompasses services that eventually become part of the final offering to customers. This is expected to pose specific challenges for manufacturing companies, who have traditionally been involved with purchasing goods.Case studies into ongoing buyer-seller interaction are conducted at three manufacturing companies. Starting from a usage-based classification which contains four types of business services, four services are studied at each manufacturing company. The results show that indeed the different types of services can be associated with distinct patterns of ongoing interaction. Furthermore, the results provide initial support for the idea that having differentiated patterns of interaction contributes to successful ongoing service exchange.     

新能源再战

天然气能否在新能源汽车的应用中占据一席之地？上柴正试图改变墙内花开,墙外香的尴尬局面。     

Firm Investment Behavior and Collective Bargaining Strategy

Using survey data on labor union coverage at the firm level, this paper examines union-nonunion differences in investment activity among 706 U.S. companies during the 1970s. Consistent with a model of union rent seeking, firm-level collective bargaining is associated with significantly lower physical capital and R&D investment, even after controlling for firm and industry characteristics. Deleterious union effects on investment are considerable throughout the 1972–80 period, but they vary across industries. Without significant changes in collective bargaining power or strategies, diminished investment activity by unionized companies is likely to exacerbate the already considerable decline in U.S. union coverage     

Barriers to the “key supplierization” of the firm

The phenomenon of key supply management (KSM) in business companies is far less investigated than the phenomenon of key account management (KAM) which beneficiates, both in practice and in an academic context, from a growing interest. This article is based on the empirical analysis of a sample of 10 international companies which have recently launched KSM programmes or are currently working on launching such programs. It examines the difficulties these companies come up against when implementing such programmes and proposes to organize these difficulties around three dimensions: 1) the difficulties in implementing real supplier portfolio approaches; 2) the narrow view of value co-creation with suppliers, and 3) the persistent lack of integration of the purchasing function with other internal functions within the company. The conclusion of the article is that KSM is far from being a mere symmetric phenomenon of KAM. Several implications are then discussed in relation to the implementation of KSM programmes within companies.     

Comparing U.S. and Japanese corporate-level operating performance using financial statement data

This study uses financial statement data restated to a similar reporting basis to compare the operating performance of U.S. and Japanese companies, identifying possible strategic and environmental explanations for the differences observed. Comparisons are made for U.S. and Japanese samples as a whole, for groups of Japanese firms (keiretsu v. nonkeiretsu), and for 11 industries. The results show that neither country appears to generate systematically higher profit margins, but that U.S. firms turnover assets other than inventory more quickly and therefore have higher rates of return on assets. More intensive examination of these results suggests that environmental factors, such as cultural or structural differences, are the primary causes of the observed differences in the data analyzed.