大规模定制模式下基于顾客需求的物流服务商选择研究

以大规模定制(MC)为背景,根据企业顾客的服务需求,提出了一个基于质量功能展开(Quality Function Deployment,QFD)和TOPSIS(综合距离评价)算法相结合选择物流服务商的新方法。首先依据QFD的方法,对基于顾客需求的物流服务商进行了详细分析,然后运用TOPSIS算法,综合考虑几项指标,从候选物流供应商中选择满足顾客需求的"理想物流服务商"。最后,通过举例验证思路的科学性和合理性。     

The Influence of Customer Relationship Marketing Strategies on Supply Chain Relationships: The Moderating Effects of Environmental Uncertainty and Competitive Rivalry

Purpose: A firm's customer relationship marketing strategy also may affect its attitudinal loyalty toward its main supplier. Furthermore, environmental uncertainty and competitive rivalry could moderate this relationship. This research investigates both questions.

Methodology/Approach: The empirical study involves a structured survey of 141 industrial firms. A structural equation technique with EQS 6.1 estimated the causal model. Multi-sample analysis revealed whether environmental uncertainty and/or competitive rivalry act as moderators.

Findings: The influence of customer relationship marketing on attitudinal loyalty toward the main supplier is positive but indirect, working through effective communication, satisfaction, and trust. However, when environmental uncertainty is high, the negative direct effect becomes significantly more intense, and when competitive rivalry is high, the positive indirect effect through satisfaction and trust is less intense.

Originality/Value: This study explores potential new paths in the relationship marketing field. Most scholars focus on the influence of a firm's relationship marketing strategy on customers' loyalty, but no previous works consider its potential influence on the firm's relationship with other partners in the supply chain, notably its strategic suppliers.

Research Implications: Structured academic research on this topic is lacking, even though many firms have implemented customer relationship programs. Supply-side researchers must evaluate the effects of such programs. Furthermore, this study combines different theoretical approaches.

Practical Implications: Practitioners can use the findings to segment their customer base and develop specific programs adapted to each target.     

The effect of customer dress on attitudes towards selling service by sales associates

Eliminating the criticism levelled towards customer service in retail firms is a current consumer/marketing issue. Customer satisfaction encompasses factors such as sales service and first impression. Research focusing on variables pertaining to emotional labour has the potential of increasing sales productivity and consumer satisfaction. This study represents an exploratory attempt to determine if relationships exists between customer appearance and first impressions and sales service. Results of the study suggest that the potential exists for apparel to influence sales associate customer evaluations as a positive association was found between sales service and first impression.     

Reducing employee turnover intention: a customer relationship management perspective

Research examining ways to prevent employee turnover has observed varied and often inconsistent findings, yet this remains a challenge to many firms, particularly call centers. This study therefore examines the impact of customer relationship management (CRM) dimensions on employee job satisfaction and intention to quit. A two-step methodological approach utilizing data from the Malaysian call center industry was used. The study conducted preliminary qualitative investigations (from literature and a focus group), and survey data were then used to test the conceptual model via structural equation modeling. The findings establish that a properly initiated and implemented CRM strategy will engender employee job satisfaction thereby resulting in significantly reduced intention to quit. The study identifies the key CRM dimensions that can be useful for call center managers in enhancing employee job satisfaction and averting employee turnover intentions. Implications for marketing theory and practice as well as areas for future research are discussed.     

Revised planning matrix of quality function deployment

Quality function deployment (QFD) has been adopted to improve product quality and development in many fields. Numerous studies have demonstrated that attribute importance and attribute performance have a causal relationship and the customer self-stated raw importance is not the actual importance of a customer attribute. These findings generate questions regarding the applicability of the conventional planning matrix (PM) of QFD. This study presents a revised PM that integrates a back-propagation neural network and three-factor theory to assist practitioners in determining the actual importance of customer attributes. An illustrative case demonstrates the effectiveness of the revised PM and identifies the shortcomings generated when applying the conventional PM.     

A quality function deployment framework for service strategy planning

This research introduces a Quality Function Deployment (QFD) decision framework for orchestrating and aligning quality management and services marketing efforts for effective service strategy planning. Specifically, a 3-phased QFD framework is presented, emphasizing the implications of the “Voice of the Customer” in defining service quality and delivering customer value, while interpreting it into a set of prioritized strategies to guide service design activities. Method wise, an extended methodological approach is employed, the QFD-LP-GW-Fuzzy AHP (Linear Programming method to Generate Weights in the Fuzzy Analytic Hierarchy Process), to capture and rank more accurately uncertain and subjective judgments. The application of the proposed framework is discussed within the financial sector. Essentially, this study contributes to the literature by streamlining and simplifying marketing strategy planning decisions with a novel QFD factual approach that aligns customer requirements with service organizations’ market positioning and tactics.     

Market Orientation and CSR: Performance Implications

Corporate social responsibility (CSR) has become of great interest to both researchers and practitioners alike with much discussion on whether the costs outweigh the performance implications. CSR has become a firm strategic tool (not only an ethical concept) as firms recognize that the customer value proposition and CSR is integrated with the focus on how to differentiate the firm from the view of the customer. We utilized market orientation (MO) theory as our foundation for our research as it explains how organizations adapt to their customer environment to develop competitive advantages. With the current customer focus on CSR, MO assists the field in identifying a possible firm differentiation. Our research found that firms that ranked high on CSR correlated positively to performance. We also found our theoretically developed constructs of firm customer orientation (CO) and firm market orientation correlated with the firm adopting CSR. The results also indicated that CSR positively mediates CO and MO to firm performance. As past research had mixed results over the direct relation of MO to performance, our research suggests that CSR may be the missing variable to explain the MO/Performance relationship.     

Creating Relevant Value Through Demand and Supply Integration

Firms that pursue cost leadership strategies tend to focus on operational efficiency but sometimes fail to fully hear the “voice of the customer.” Alternatively, firms pursuing differentiation strategies tend to focus on the customer, but sometimes to the detriment of operational excellence. To help address such imbalances, an emerging stream of supply chain research has introduced the concept of demand and supply integration (DSI). DSI involves coordinating the activities and processes reflective of a firm’s customer focus, with the operational, supply‐side activities that make demand fulfillment possible. This article contributes to this research stream by providing researchable propositions intended to foster support of a new dominant logic in supply chain management thought, describing how firms can best achieve “relevant” customer value by coordinating supply‐ and demand‐focused activities within and across their functional units.     

Capturing Retailers’ Brand and Customer Focus

This article uses information from two data sources, Compustat and Nexis Uni, and textual analysis to measure and validate the brand focus and customer focus of 109 U.S. listed retailers. The results from an analysis of their 853 earnings calls in 2010 and 2018 outline that on average, both foci increased over time. Although both foci vary substantially, brand focus varies more widely across retailers than their customer focus. Both foci are independent of each other. Specialty retailers have the highest brand focus, and internet & direct marketing retailers have the highest customer focus. A positive correlation exists between a retailer’s customer focus and its profitability, but not between a retailer’s brand focus and its profitability. The authors use the results to generate a research agenda that can direct future research in further systematically exploring firms’ brand and customer focus.     

Implementing QFD for Improving Quality in Education

Abstract

In these times of changing student demographics, diminishing government funding, and dramatically increased competition, educational institutions in the United States have discovered the need for implementing the principles of total quality management. With resources becoming more limited, efficiency and effectiveness in meeting the needs of the customer becomes more critical. The purpose of this paper is to demonstrate how the quality function deployment (QFD) method can be used to measure customer satisfaction in educational institutions. Specifically, this paper reviews TQM concepts in an educational context, briefly summarizes the application of these concepts at several institutions, and demonstrates the QFD principles as utilized to review the MBA program at Grand Valley State University. By using the QFD method as a model, this paper demonstrates how a complex process can become manageable.     

Customer Orientation and Performance in Small Firms: Examining the Moderating Influence of Risk‐Taking,Innovativeness, and Opportunity Focus

Customer orientation is considered to be an essential element for small firm success despite relatively little empirical evidence to support such a claim. This research examines the customer orientation–performance relationship among 180 small firms, and the moderating influence of risk‐taking, innovativeness, and opportunity focus on that relationship. Results support the overall positive influence of customer orientation on performance and indicate that the influence is stronger as risk‐taking, innovativeness, and opportunity focus increase. Interestingly, customer orientation does not positively influence small firm performance under low levels of risk‐taking, innovativeness, and opportunity focus.     

Customer relationship management in competitive environments: The positive implications of a short-term focus

Researchers and business thought leaders have emphasized that firms must think and act with a long-term horizon when managing customer relationships. We demonstrate that, in contrast to this widely held view, profits in competitive environments may be maximized when firms ignore the future and instead maximize period-by-period profits from customers. Intuitively, while a long-term focus yields more loyal customers, it greatly increases short-term price competition to gain and keep customers. Consequently, overall firm profits and customer lifetime value may be lower when firms directly maximize multi-period profits from customers. Specifically, we analyze a model with segment-level pricing where firms in a duopoly can choose between period-by-period and multi-period profit maximization and demonstrate that, in many cases, a symmetric focus on period-by-period profit maximization emerges as the Pareto-dominant Nash equilibrium. We extend the model in two directions. First, we demonstrate that this superiority of the short-term focus endures even when a revenue expansion effect applies—that is, when customer loyalty leads to enhanced revenues. Second, we examine the case where customers are strategic and incorporate the long-term implications of their choices into their decision-making. Here we demonstrate that it may pay for firms to be myopic even when customers are strategic. The focus on multi-period surplus makes customers less price sensitive to price variations at the early stage of the game. Consequently, the focus on maximizing period-by-period profits enables the firms to charge higher upfront prices and leverage this lower price sensitivity into higher profits. Overall, our results highlight the paradox that, when it comes to managing customer relationships in competitive environments, a short-term focus may constitute the optimal long-term strategy.

The moderating effects of customer driven complexity on the structure and growth relationship in young firms

Close exchange relationships with customers are recognized as important for young firms. In fact, close partnerships with customers provide many advantages, such as innovation, opportunity recognition, reputation, etc. The current paper argues that customers with their close exchange relationships create significant complexities for young firms that require effective structural response. Based on past work on customer driven complexity, four parameters of customer driven complexities were conceptualized: customer variability, customer opportunism, customer-interaction variability, and customer-interaction specificity. Using both archival and survey data from 134 young (6 year old or younger) firms, this study tests the moderating influences of customer driven complexity variables on the relationship between structure and growth of young firms. Findings support the suggestion that more formalization and less delegation of authority at the customer interface significantly contribute to the growth in young firms. However, the positive relationship between formalization and revenue growth is found to be weaker when young firms face a higher level of customer variability and stronger when firms face a higher level of customer opportunism. Similarly, the negative relationship between delegation of authority and revenue growth is weaker when these firms face either a higher level of customer-interaction variability or a higher level of customer-interaction specificity.     

Manufacturing entrepreneurs: An empirical study of the correlates of employment growth in the Tulsa MSA and rural East Texas

Manufacturing firms and firms totally dependent on manufacturing provide more than 50% of the jobs in the United States and other industrialized nations. In spite of the belief that the United States has become an “information economy,” it has recently been recognized by researchers, politicians and industry experts that the loss of America's leadership position in manufacturing threatens the American industrial position. In addition, small firms provided most of the job growth in the decade of the 80s and the most innovation and new products.The impact of these factors indicates the importance of determining what it takes to be successful as a manufacturing entrepreneur. Beyond the importance to the national economy of understanding the success-related factors in manufacturing entrepreneurship, several stakeholder categories have a vested interest in this information as well. Job creation, job growth and economic development become major agenda items in the 1992 presidential campaign. Also, investors would like to have a model of small firm growth on which to base their investments in start-up firms. Finally, political units are looking for mechanisms to create much-needed new jobs to provide tax revenue.The purpose of this study was to: (1) determine the relationship between eight literature-based predictor variables and employment growth in entrepreneurial manufacturing firms and (2) attempt to develop a meaningful linear model, incorporating as many significant variables as possible from the original eight that would explain variance in firm performance.The focus of this study was 327 manufacturing entrepreneurs located in the Tulsa Metropolitan Statistical Area and 13 contiguous counties in East Texas. Manufacturing entrepreneurs were defined as the founders of their firms. The firms included in the study were all less than ten years old, independent (not a division of some other firm) and had primary SIC codes between 2000 and 3999. Usable responses to a mail survey were 103, a 31.5% response rate.Results of this study suggest that age (of the entrepreneur) at founding, entrepreneurial management experience, industry experience and environmental scanning practices are significantly correlated with firm performance as measured by employment growth.     

Drivers of the cost of capital: The joint role of non-financial metrics

Recent marketing studies suggest that non-financial metrics, such as customer satisfaction and brand value, help explain the variation in the cost of equity and the cost of debt. These studies typically focus on only one non-financial metric and one component of capital cost. In this study, we broaden the understanding of the relevance of non-financial metrics to the cost of capital. We investigate the joint role of customer satisfaction, brand value, and corporate reputation for stock market beta and credit ratings, which reflect variation in equity and debt risk premiums across firms. In addition to the joint direct influence of these metrics on capital cost, we also study their interaction effects. We develop a conceptual model to explain the effects on capital costs and test the resulting hypotheses in a broad sample of 344 firms from diverse industries using data from the 1991–2006 period.     

PROMETHEE Group Decision Support System and the House of Quality

Quality function deployment (QFD) is a multi-step method that monitors customer needs throughout a product development process. The House of Quality (HOQ) exercise undertaken in the first phase of QFD is considered as the most important, since customer needs must be accurately translated into a set of technical requirements for the final product. This paper provides a PROMETHEE group decision support system (GDSS) approach that integrates the design preferences of the QFD team. We highlight the selection and ranking of the technical requirements in the HOQ exercise, where a group of multidisciplinary decision makers (DMs) in a globally dispersed QFD team is required to input their individual preferences. Our approach advances the HOQ group decision making context in three important areas. First, it treats each criterion and DM as unique in terms of the preference function and threshold levels. Second, it seeks a multi-criteria approach for the HOQ process, where some DMs may play a more important role than others on a certain criterion. Third, sensitivity analysis through the Geometrical Analysis for Interactive Assistance (GAIA) plane provides valuable information about the conflicts, similarities, or independencies between the criterion and the DMs, respectively. A case on an automotive part illustrates the performance of the PROMOTHEE approach with GAIA.     

Logistics service capabilities and firm performance of international distribution center operators

This study empirically evaluated the crucial logistics service capabilities and firm performance of international distribution center operators in Taiwan. Three critical logistics service capabilities were identified based on factor analysis: (a) innovation capability, (b) customer response capability, and (c) flexible operation capability. Cluster analysis was subsequently used and based on their mean scores in the three logistics capability dimensions, respondents' firms were assigned to one of three groups, namely: customer response and flexible operation capabilities-oriented firms, customer response and innovation capabilities-oriented firms, and customer response capability-oriented firms. Findings indicated that customer response and innovation capabilities-oriented firms had the best firm performance, followed by customer response and flexible operation capabilities-oriented firms and customer response capability-oriented firms.     

Organizational and Interorganizational Determinants of EDI Diffusion and Organizational Performance: A Causal Model

Electronic data interchange (EDI), a specific form of interorganizational systems, has the potential to significantly influence business operations and the exchange of business documents in a number of industries and to provide substantive tangible and intangible benefits to the participating firms. However, successful implementation and diffusion of these systems innovations requires the cooperation and commitment of all participating member firms. A number of interorganizational as well as internal, organization-specific factors can influence both the extent to which EDI is diffused and used and the level of subsequent benefits that accrue to the firms.

Research from sociopolitical process framework in marketing, organizational theory, innovation theory, use of information technology for competitive advantage, and information systems (IS) implementation was used to identify 3 interorganizational variables (customer support, customer expertise, competitive pressure) and 4 organizational variables (internal support, EDI's benefits potential, EDI compatibility, resource intensity). In this study, we develop a multidimensional measure for EDI diffusion to capture both external integration and internal integration. We then examine the influence of these 7 variables on the extent to which EDI adopter firms pursue diffusion and whether more diffusion leads to superior organizational-level outcomes.

Two senior executives (the chief executive officer and a senior manager responsible for the IS function or EDI) from 83 firms in the motor carrier industry participated in a field survey. The results from a structural equation model (SEM), developed using LISREL, provide quite a strong support for the hypothesized relations. All 4 organizational variables and 2 of the 3 interorganizational variables (customer support and competitive pressure) influence EDI diffusion. The results also indicate that external integration dimension of diffusion enables adopter firms to achieve improved operational and market-oriented performance, whereas internal integration contributes only to operational performance.     

“Switching is easy”—Service firm communications to encourage customer switching

For several service industries, customer acquisition is challenged because of matured markets. Winning new customers typically means encouraging the competitors׳ customers to switch. This article analyzes “Switching is easy”-messages of retail banks. In their marketing communication, UK banks focus on several aspects to decrease perceived switching costs of their competitor customers. However, many facets stay unmentioned such as stress-related dimensions of switching a relationship. The study therefore contributes to service research by outlining how service firms focus on to decrease perceived switching costs of bank customers to acquire them from competitors.     

Internal Relationship Management

SUMMARY

In the quest for sustainable competitive advantage, managers have sought to differentiate themselves through a customer (as opposed to product) focus. This has given rise to successive strategies designed to improve the customer experience (e.g., objective quality, service quality, customer satisfaction, customer retention, customer loyalty, etc.). The problem, however, is that a satisfied, loyal customer who is persuaded to consistently buy a firm's product or service over and over again because of its quality can be and often is unprofitable. Therefore, using such strategies does not guarantee increased profits. As a result, firms will increasingly rely on the measurement and management of customers' lifetime values to guide their customer loyalty efforts.