Reverse auctions for relationship marketers

Reverse auctions in logistics and procurement have grown dramatically since the advent of widespread Internet usage in the late 1990s. A literature review indicates that scholars and practitioners are reaching a consensus around a trade-off between the value and benefits of gaining lower prices versus losing long-term relationships with suppliers. Yet at the same time, a quiet evolution has come about in the economics and management literature, opening the way for new, more relationship-friendly auction designs. Based on this new work, a series of guidelines and principles are developed which describe how managers may collect the economic pricing advantage of reverse auctions—yet retain the long-term benefits of relationship marketing.     

An augmented P-star model of Indian inflation

ABSTRACT

An augmented P-Star model is estimated and tested to identify the drivers of inflation in India. The model includes monetary and non-monetary factors, demand-pull and cost-push factors, and domestic as well as foreign factors. The results show that inflation in India is driven by a combination of monetary factors and non-monetary factors, some of which affect inflation on the supply side while others operate on the demand side. It turns out, however, that inflation in India is determined more by domestic rather than foreign factors.     

The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view

Using resource-based view (RBV) of the firm as a theoretical backdrop; we aim to find out the relative impact of a firm's functional capabilities (namely, marketing and operations) and diversification strategies (product/service and international diversification) on financial performance. We hypothesize that this linkage depends on the firm's relative efficiency to integrate its resource-capabilities-performance triad. Using archival data of 102 UK based logistics companies, we find marketing capability is the key determinant for superior financial performance. This study highlights that a market-driven firm is likely to have better business performance than a firm focusing solely on operational capabilities. Also, firms are better off when they focus on a narrow portfolio of products/services for the clients and concentrate on a diverse geographical market. Our findings provide a new perspective to model a firm's functional capabilities and diversification strategy on its financial performance and offer a benchmarking tool to improve resource allocation decisions.     

The impacts of marketing and operations capabilities on financial performance in the UK retail sector: A resource-based perspective

Drawing upon the resource-based view (RBV) of the firm, this study investigates the relationships among marketing capability, operations capability, and financial performance. Using archival data of 186 retail firms in the UK, we find that that marketing capability has a significant impact on operations capability, and that operations capability is significantly and positively related to retail efficiency. The results also suggest that operations capability fully mediates the relationship between marketing capability and financial performance. The findings of this study provide practical insights for practicing managers to consider when developing functional capabilities in order to achieve superior financial performance.     

Convergence across alternative methods for forming strategic groups

We studied the convergence of three different methods for identifying group structure (strategic groups) in a single competitive environment. Using a version of the MTMM matrix, we tested the convergent validity of the concept of strategic groups in a mature, geographically delimited competitive environment. We find significant evidence of convergence between competitive structures identified using archival and perceptual data as well as those identified using archival measures of strategy and direct measures of competitors. There is limited evidence of convergence between competitive structures identified from perceptual and direct measures. Taken as a whole, these results are consistent with the emerging theory of strategic groups. We conclude that strategic groups are a theoretical construct and not a methodological artifact, as is suggested by some authors. © 1997 John Wiley & Sons, Ltd.