QUALITY,OPERATIONAL LOGISTICS STRATEGY,AND REPURCHASE INTENTIONS: A PROFILE DEVIATION ANALYSIS

Emerging thoughts on quality suggest that three principal sources of customer‐based value creation exist for firms operating in the online marketplace. These include a focus on delivering (1) service quality, (2) product quality, and (3) eBusiness quality. Drawing on strategic choice theory coupled with configuration theory, we conducted a profile deviation analysis among customers of online grocery firms using the “ideal” quality profile for four operational logistics strategies as the benchmark (semi extended strategy, fully extended strategy, de‐coupled strategy, and centralized extended strategy). The findings suggest that service, product, and eBusiness quality‐based fit with operational logistics strategy type are associated with customers' behavioral (repurchase) intentions. This lends support to the notion that capitalizing on the appropriately weighted quality‐focus represents a strategic vehicle to create superior outcomes in online businesses. The makeup of these ideal quality profiles that represent the strongest repurchase intentions of customers is also provided.     

PARTNER CONGRUENCE IN ELECTRONIC DATA INTERCHANGE (EDI)‐ENABLED RELATIONSHIPS

Business partnerships are a prerequisite for an effective supply chain. EDI‐enabled business partnerships are crucial in linking suppliers and customers. This paper develops congruence factors for customer‐supplier EDI partnerships. Data were collected from sixty‐four customer‐supplier dyads of firms using a questionnaire instrument. By factor analyzing thirty‐one items, six congruence factors were identified: top‐level strategic commitment, trading partner flexibility, joint partnering for EDI, readiness for high‐level EDI implementation, EDI infrastructure, and partner communication. Additional analysis revealed that customer firms placed significantly more emphasis on congruence factors than supplier firms except for “joint partnering for EDI.” These findings have implications for assessing business partnerships in the networked economy.     

Mitigating the Myopia of Dominant Logics: On Differential Performance and Strategic Supply Chain Research

The primary question of management scholarship is, “What leads some firms to be successful even as others fail?” Over the years, a variety of dominant logics have emerged to inform this question. Synthesized, these logics make it clear that companies win when they create customer value better than the competition and efficiently enough to be profitable. That is, firms that design distinctive and dynamic value‐added systems win competitive battles. This observation is salient to the Journal of Business Logistics community as systems design and value creation are focal decision areas of supply chain management. With this in mind, we briefly discuss two of many areas for which strategic supply chain research can inform differential performance.     

A Cross‐Disciplinary Examination of Firm Orientations’ Performance Outcomes: The Role of Supply Chain Flexibility

Although market orientation (MO) has long been considered an important business philosophy, the examination of MO outside the firm's boundaries has been rather limited. To address this, this study explores how supply chain orientation and operational flexibility (FLX) facilitate the implementation of MO. Although the positive impact of MO on firm performance has been well established, this study highlights that such benefits are enhanced by the development of supply chain related capabilities. Results indicate that market‐oriented firms are more likely to realize the strategic importance of managing the supply chain when operating under conditions of high environmental munificence, dynamism, and complexity. This provides a better understanding of the complex relationship between the demand and supply sides of the firm. This study highlights the importance of marketing theory and concepts to supply chain management scholars, and vice versa. This further accentuates the importance of eliminating the disconnect between supply and demand‐management processes, also described as the “Great Divide” (Drucker 1973; Esper et al. 2010a,b). A number of key managerial implications are offered as well.     

AN EMPIRICAL EXAMINATION OF SUPPLY CHAIN PERFORMANCE ALONG SEVERAL DIMENSIONS OF RISK

This research operationalizes several supply chain risk sources and investigates their relationships with supply chain performance. The responses of 760 executives from firms operating in Germany reveal that demand side and supply side risks do have a negative impact on performance whereas regulatory, legal and bureaucratic risks, infrastructure risks, as well as catastrophic risks do not. The analysis and results augment previous research regarding the impact of supply chain risks on the operational performance of firms and shareholder value and provide a detailed analysis of supply chain risk sources as contextual variables in strategic decision‐making.     

MODELING LEAN,AGILE, AND LEAGILE SUPPLY CHAIN STRATEGIES

The merits of lean and agile supply chain strategies have been much debated among practitioners and academics. While these strategies are often viewed as opposites, this research supports the view that they must not necessarily compete and can, in fact, be employed simultaneously through a so‐called “leagile” approach. Lean, agile, and leagile strategies are illustrated by modeling their respective applications at a tier‐1 supplier to the Heating, Ventilating, and Air‐Conditioning (HVAC) industry. Simulation analyses indicate that the lean system excels in customer service performance while the leagile system results in lower enterprise‐wide inventory levels under modeled circumstances. Subsequent analysis suggests that trade‐offs exist among the systems in the base case and under varying cost conditions.     

The Relationship Between Strategic Supply Chain Integration and Performance: A Meta‐Analytic Evaluation and Implications for Supply Chain Management Research

Although research evaluating the impact of supply chain integration on performance has advanced substantially in the last decade, inconsistency and considerable variability of empirical findings leave unanswered questions for both research and practice. Using a meta‐analysis, we examine empirical studies to clarify the actual relationship, suggest new directions, and ultimately contribute toward the development of supply chain management theory. We focus on “strategic” supply chain integration rather than on functional or operational/tactical studies, which would weaken the practical value of the analysis and findings. To ascertain focus and homogeneity of the sample, we adopt a rigorous search protocol and sample construction. We find that integration–performance relationships are complex and nuanced such that integration should not be universally viewed as improving performance. We identify relationships that are more generalizable and also those that need additional scrutiny. Finally, we discuss the implications of our findings and provide directions for future research.     

Market entry into Africa: Acquisitions and international joint ventures. Studies of foreign firms' market entry strategies,challenges, and performance in Africa

While the interest in investing in Africa is rising, the know‐how of business on the continent is very limited. There have been only recently few special issues focusing on sub‐Saharan Africa in the top international business journals: “Sub‐Saharan Africa at a key inflection point” (Thunderbird International Business Review 2009); “Contemporary developments in the management of human resources in Africa” (Journal of World Business 2011); “Contemporary challenges and opportunities of doing business in Africa” (Journal of Technological Forecasting and Social Change 2016); “Critical perspectives on international business in Africa (Critical Perspectives on International Business 2016); “Strategic Management in Africa (Global Strategy Journal, 2017); and “The internationalization of African firms (Thunderbird International Business Review 2016). The aim of this special issue is to advance understanding of international business in Africa and specifically focus on how foreign firms enter African markets via acquisitions and international joint ventures and extend knowledge of these market entry strategies and performance in Africa for research and for foreign firms intending to, or currently doing business in Africa. This guest editorial provides a summary of the five articles and one book review in this special issue categorized into three broad thematic issues: International joint ventures and acquisitions as market entry strategies in Africa; cross‐border investments of African firms; and theoretical underpinnings.     

Strategic and Operational Determinants of Relationship Outcomes With New Venture Suppliers

While the vast majority of the supplier selection and development literature has focused on relationships between mature, established firms, significantly less attention has been paid to relationships between established firms and new, entrepreneurial ventures. This study addresses this important topic and, using an interdisciplinary lens, investigates the question of how established buying firms can work with new ventures to achieve desired relationship outcomes. Drawing on the literature from the disciplines of entrepreneurship and supply chain management, we propose a theoretical model that links buying firms' strategic orientation in supplier selection (innovation and cost in strategic supplier selection) and operational approach in supplier development (direct and indirect development of new venture suppliers) with new venture‐specific relationship outcomes (purchasing volume and realized innovations). The model's predictions are tested on cross‐sectional survey data from 136 buying firms. Our results contribute to the emerging research stream at the supply chain management–entrepreneurship interface and enhance the understanding of relationships between established firms and new ventures.     

How Environmental Management Competitive Pressure Affects a Focal Firm's Environmental Innovation Activities: A Green Supply Chain Perspective

Recently, environmental management offers firms a source of competitive advantage in the marketplace. The development of environmental innovations is critical to the success of today's firms. Drawing on the Schumpeterian perspective of competition, this research examines how the perception of rival firms' green success influences a firm to pursue and produce environmental innovation through its green supply chain integration activities. Using survey data from 230 firms, a conceptual model is developed and tested using structural equation modeling. We find that the firms in our sample do perceive pressure from their competitors' success in environmental management activities, and thus take supply chain action to pursue integration activities. By differentiating incremental and radical environmental innovation, this study also reveals the role of three dimensions of green supply chain integration (internal, supplier, and customer integration of green product development) on incremental and radical environmental innovation separately. Specifically, findings suggest that green supply chain integration has a positive impact on developing incremental environmental innovation, while only customer integration has a significant positive impact on developing radical environmental innovation.     

SUPPLY CHAIN STRATEGY FOR NASCENT FIRMS IN EMERGING TECHNOLOGY MARKETS

The extant literature provides sound guidance for applying appropriate supply chain strategies to address conventional market structures and supply chain objectives. However, our knowledge of the unique objectives, characteristics, and elements of supply chain development by nascent technology firms in new markets they have helped create is more limited. We outline the strategy for this “emergent” phase of a firm's development of their supply chain. This strategy emphasizes establishing market legitimacy and a basic structural foundation through a core of strong collaborative relationships. The strategy also maximizes organizational flexibility and iterative market intelligence gathering through continuous experimentation with potential markets and through potential partners. The strategy is contrasted with extant supply chain strategies and implications and directions for future research are offered.     

A Note on the Use of Survey Research Firms to Enable Empirical Data Collection

This forward thinking article examines the risks and rewards of using survey research firms to enable empirical data collection, and issues a cautionary note about its application. An exposition and discussion of this form of data collection in supply chain management is relevant today, due to the “survey‐fatigue” among the population of business professionals from whom we seek a response. While this approach has some history in other disciplines, it is still relatively new among supply chain management researchers. To help supply chain management scholars assess the appropriateness of this type of data collection method, this forward thinking article provides invaluable guidance as derived from the authors' recent experiences with the approach. As such, we share our observations and lessons learned. The conclusion is that the use of survey research firms for empirical data collection can be a viable, alternative approach to self‐administered surveys. However, care should be taken in its application.     

EXPLORING PROCESSES FOR CUSTOMER VALUE INSIGHTS,SUPPLY CHAIN LEARNING AND INNOVATION: AN INTERNATIONAL STUDY

This paper reports results from a study designed to assess the extent to which firms across industries and several countries lay the groundwork for and use customer value insight, supply chain learning, and innovation processes. The cross‐sectional study serves as an exploration of the theoretical relationships among these activities and their impact on perceptions of organizational performance. Through an international survey study drawing on samples from the U.S., Sweden and Denmark, the authors find support for the notions that supply chain learning and innovation processes are driven by processes aimed at studying changes in customer value and contribute to perceptions of superior organizational performance. These findings have significant implications for logistics and supply chain management.     

The Effect of Scarcity on the Purchase Intentions of Prevention and Promotion Motivated Consumers

This study investigates the influence of consumers’ motivational orientations (“prevention” vs. “promotion”) on their susceptibility to demand‐based versus supply‐based scarcity, measured by purchase intention scores. Prevention‐focused participants were more inclined to adopt a product when it was perceived to be demand‐scarce rather than supply‐scarce, while those who were identified as promotion‐focused responded positively to scarcity attributed to supply shortfall. In addition, products that could be associated with a prevention motive enhanced purchase intentions when presented as demand‐scarce but not if perceived to be supply‐scarce; conversely, products associated with the promotion motive scored better if the scarcity was seen to be supply‐generated rather than demand‐generated. Lastly, messages focused on prevention were more effective than those focused on promotion in the case of perceived demand scarcity, whereas the converse holds true for supply scarcity. These findings highlight the importance of understanding the motivational differences underlying the effectiveness of scarcity appeals. They furthermore suggest the strategic implication that improved intention to purchase occurs when the regulatory focus evoked by a scarcity‐related message is compatible with the appeal it communicates.     

The omnichannel continuum: Integrating online and offline channels along the customer journey

This paper provides a framework for conceptualizing omnichannel integration as a continuum, identifies phenomena that determine how firms should position along that continuum, and summarizes empirical research regarding these phenomena. The framework combines the customer journey (search to purchase to aftersales) and channel choice (online vs. offline). This generates a range of omnichannel strategies, anchored by “Unconnected” on one extreme and “Complete” on the other. In between, “Vertical” strategies integrate channels over the customer journey, while “Horizontal” strategies integrate across channels at a given stage in the customer journey. We draw on more than 200 articles to identify 10 consumer and marketing phenomena (“determinants”) that influence where a firm should position along the continuum. This however raises challenges. For example, empirical research surprisingly finds many customers belong to an offline-focused segment. This suggests a Vertical strategy linking offline channels. However, today's turbulent retail environment questions whether the offline-focused segment will endure. Should the retailer cater to offline-focused customers or facilitate their progression to “multichannelism”? Another finding is that consumers strongly prefer consistency across channels. This suggests a Horizontal strategy. However, consistency might create channel cannibalization. How can the retailer avoid this? We discuss these and several other findings regarding the impact of the 10 determinants on omnichannel continuum strategy. We identify issues researchers need to research and managers need to consider when developing omnichannel continuum strategy.     

直播电商的本质、逻辑与趋势展望

直播电商是直播与电商的结合,它具有强有力的经济赋能作用,展现新经济特征。从本质来看,直播电商围绕“人、货、场”核心要素重构,优化“成本、效率、体验”系统目标,总体上是在技术赋能和消费升级背景下,融购物需求与情感需求于一体,建构“货到人”沉浸式商业场景,满足消费者购物、娱乐、社交多维一体需求。从行为逻辑来看,直播电商以触发消费者购买为目标进行场景构建,直接或间接优化了福格行为模型中的能力、动机、触发点三要素的条件,同时缩短消费者决策链路,有效挖掘显性和隐性需求。从产业逻辑来看,直播电商有效链接供应端与消费者从而缩短供应链路,同时精准匹配供需,助力客对商(C2B)、消费直连制造(C2M)产业链路建构,可有效解决传统电商商家、平台、消费者的诸多痛点。从趋势来看,直播货品无边界化、直播场景向全渠道渗透、头部主播品牌溢出、供应链多元塑造、行业竞争加剧、行业监管加强等趋势明显。随着行业规范化程度的不断提高,直播电商对产业变革、经济赋能以及社会影响效应还将不断增强。     

Marketing planning in the larger family business

In recent decades a considerable literature on marketing planning has accumulated. The larger part relates to marketing planning in big firms with specialized, professional managers. There are books on the subject, like that of Malcolm McDonald which has gone through several editions, and there is also a steady stream of articles in the academic journals. In addition, the marketing planning activities of big firms are referred to by many more writers in the overlapping but broader contexts of “strategic marketing” and “strategic planning”. A lesser part of the literature relates to marketing planning in small firms. The small firms in question are usually very small. Typically they are owner‐managed and employ just a handful of people in a single location. The purpose of this study is to fill a gap in the literature by examining a medium‐sized firm; a category which seems to have been neglected by researchers.

Most modern economies are characterized by a significant group of middle‐sized firms, still owner‐managed, but with multi‐million dollar turnovers. Many of these remain family companies and constitute an important reservoir of business initiative. One such family business is the focus of this study. Given the relative lack of scrutiny of such firms to date, the author decided to conduct an in depth evaluation from within one large, family firm rather than seek by means of questionnaire to obtain information from a significant sample of the group. The results of the study suggest that neither the existing typologies of small firm approaches to marketing nor the formal models of marketing planning attributed to big companies necessarily characterize the marketing planning and management of larger, family businesses.     

中国认证服务业B2B顾客满意影响机理分析

在越来越多的顾客倾向于与企业建立稳定的合作关系情境下,影响顾客满意的因素不仅存在于交易活动中,还有可能受双方关系互动效果的影响。在以往顾客满意测评成果的基础上,本文从交易和关系两个层次构建起了工业市场情境下的顾客满意测评模型,通过对国内认证服务行业近800位认证客户的问卷调查,对该模型的有效性进行了实证检验。分析结果显示,本模型很好地阐述了工业市场中顾客满意的形成机理,此外还揭示出当前中国认证服务行业当前的发展特性。     

Best–Worst Scaling Approach to Predict Customer Choice for 3PL Services

This study describes a simple, theoretically based methodology to analyze the nature of customer demand for third‐party logistics provider service components. The method overcomes limitations in prior studies and enables us to examine the relative importance of product and service attributes as they pertain to the choice of third‐party logistics providers. Two distinct types of customers populate our data: those professing operational attributes and those seeking relational attributes. The theoretical and practical implications are that improved supply chain models can be developed when separate demand structures are taken into account.