eCommerce as Computer-Mediated Social Action

We regard business-to-customer electronic commerce (eCommerce) a form of social action that can be analyzed with Habermas’s (1985) communicative action theory. This theory presents a typology consisting of instrumental, strategic, normatively regulated, dramaturgical, and communicative action. We propose that social action theory in general and the action typology in particular are useful for analyzing eCommerce applications and as a framework for eCommerce research

Customer Relations Management in Information Systems Research

Customer Relations Management (CRM) involves attracting and keeping “Economically Valuable” customers while repelling and eliminating “Economically Invaluable” ones. CRM involves changing relationships and improving return-on-investment from customer relationships (ROI-CR.) We are experiencing a shift from a transaction-based economy to a relationship-based one (Keen 1999.) Two important business relationship types exist: those between enterprises and customers; and those between and among enterprises (Kalakota 1996.) This paper addresses the former. However, a there is a significant amount of research into traditional “Market Channels” (See (Bowersox 1990; Ganesan 1994; Syed Saad 1996; Cannon 1999; Geyskens 1999) for examples) as well as into eCommerce (EC) Market Channels (See (Kim 1999; Menon 1999; Son 1999)) Recent and upcoming scholarship and professional activities illustrate the importance the IS Research Community places on CRM. This paper presents a framework for IS CRM Research Topics, a discussion of IS CRM scholarly and professional research directions and activities

Building an Effective Health Insurance Exchange Website

Offers lessons and resources from Massachusetts about teams and partnerships, vendors, stakeholder input, system requirements, and ongoing improvement to help states plan, build, and implement Web sites for health insurance exchanges

An analysis of current supply chain best practices in the retail industry with case studies of Wal-Mart and Amazon.com

Thesis (M. Eng. in Logistics)--Massachusetts Institute of Technology, Engineering Systems Division, 2005.Includes bibliographical references (leaves 184-188).In support of the Supply Chain 2020 Project at MIT, this thesis identifies current best practices in retail industry supply chains, with a specific focus on mass merchandising and Internet retailing. Using a survey of current literature for context and industry expert interviews, this thesis assesses the current state of the retail industry and analyzes case studies of Wal-Mart and Amazon.com to illustrate retail supply chain best practices. Topics covered in each case study include supply chain strategy and business strategy linkage, operating models, supply chain design, replenishment and distribution processes, and ongoing supply chain improvement initiatives. Wal-Mart and Amazon.com are found to have very different supply chains in terms of structure and processes, based on their different operating models. However, there are many supply chain themes that are common among the two companies. Both case study companies have supply chain strategies, designs, and processes that clearly support their business strategies. Additionally, these companies tailor processes to fit specific product and demand profiles, collaborate extensively with supply chain partners, invest significantly in information technology, focus on operational efficiency, and leverage scale to facilitate competitive advantage through supply chain management. Based on the common and unique aspects of Wal- Mart and Amazon.com's supply chains, we provide recommendations for the potential transferability of Wal-Mart and Amazon.com practices within the retail industry and to other industries.by Colby Ronald Chiles and Marguarette Thi Dau.M.Eng.in Logistic

Federally-Facilitated Exchanges and the Continuum of State Options

Examines the features in eligibility, enrollment, plan management, consumer assistance, and financial management of three health insurance exchange models: state-based, federally facilitated, and partnership exchanges. Considers implications for states

The Effect of Perceived Service Quality, Perceived Sacrifice and Perceived Service Outcome on Online Customer Loyalty

Customer loyalty is a key driver of financial performance in service organizations. We investigate whether or not online customer loyalty can be increased through enhancing the perceived service quality, reducing perceived sacrifice and improving the perceived service outcome in the online service context with the possible availability of live help service technology. We also investigate the moderating role of customer product knowledge on these relationships. The empirical results indicate that 1) online customer loyalty increases with higher perceived service quality, lower perceived sacrifice and better perceived service outcome, 2) perceived service quality positively influences perceived service outcome while perceived sacrifice negatively influences perceived service outcome, 3) customer product knowledge negatively moderates the relationship between perceived service quality and online customer loyalty such that greater product knowledge weakens that relationship, 4) customer product knowledge positively moderates the relationship between perceived sacrifice and online customer loyalty. Theoretical and practical implications are discussed

THE IMPACT OF RETAILER\u27S CENTRALIZED PURCHASING STRUCTURE ON VENDOR ORDER FULFILLMENT: A CASE STUDY ANALYSIS

To remain competitive in today\u27s market and economy, retail companies must provide products and services in the form, time and place that their consumers demand. The rise in e-commerce and improved logistics capabilities have changed how products are sold. Companies are looking to decrease costs and lead times to remain profitable as competition and consumer demands intensify. Retailers are looking to lower costs in their supply chain. Using sales data and forecasting methods, retailers are placing smaller, more frequent orders to decrease inventory and associated inventory costs throughout their network. This faster replenishment model has led to small containers becoming more common in wholesale fulfillment than large containers.Though there has been a shift in order size and frequency, there has been little change in ordering structure. Many major retailers use a centralized purchasing structure. Within the structure, there are different product categories, or departments, with buyers that place orders for the entire company. This allows for departmental expertise. Under this structure, employees from each buying department are placing multiple orders per week. This has a huge impact on vendors that supply products that fall into more than one retail category. Different orders cannot be combined so vendors could potentially receive multiple orders from the same customers that originated from different buying departments.A case study on buying strategy and structure demonstrates that a change from current retailer ordering structure with multiple buying departments to a single source of orders can decrease vendor corrugate and labor costs by 16%. This change allows the vendor to deliver the same products while using less labor and packaging materials. A company’s supply chain can be a competitive advantage for those that constantly evaluate their current systems and practices. The process of placing and fulfilling orders will remain an essential activity in the supply chain, so these processes and practices should be evaluated