An exploratory study of factors influencing make-or-buy of sales activities

Purpose This paper aims to explore how sales managers make resourcing decisions with particular focus on their perceptions of outsourcing. Design/methodology/approach This paper is based on in-depth interviews with 29 senior sales managers from a variety of industry sectors based in the UK. All had more than five years’ experience of making resourcing decisions. Findings The findings are that resourcing decisions are prompted by cost pressure, the need to access skills or to improve flexibility. Outsourcing preferences are strongly moderated by perceived reputational risk. Availability of suitable suppliers and the ability to manage outsourcing are also practical moderators. Research limitations/implications The sample was purposeful in identifying and accessing senior respondents in substantial companies with extensive experience, but it was not random. Practical implications Respondents reported a lack of information available when making resourcing decisions; the model proposed provides a framework by which sales managers can identify the factors which should be taken into account and the information they need to make objective evaluations of resourcing options. Originality/value It has been acknowledged in prior literature that there is relatively little outsourcing of sales activities. This is the first exploratory study of the perceptions of sales managers about resourcing options and the first conceptualisation of how sales resourcing decisions are made

The strategic integration of agile and lean supply

Lean supply is closely associated with enabling flow and the elimination of wasteful variation within the supply chain. However, lean operations depend on level scheduling and the growing need to accommodate variety and demand uncertainty has resulted in the emergence of the concept of agility. This paper explores the role of inventory and capacity in accommodating such variation and identifies how TRIZ separation principles and TOC tools may be combined in the integrated development of responsive and efficient supply chains. A detailed apparel industry case study is used to illustrate the application of these concepts and tools

The impact of post-merger integration on the customer-supplier relationship

While the impact of mergers and acquisitions (M&A) on internal stakeholders has generated considerable empirical study, comparatively little academic attention has been paid as to how external stakeholders such as customers are affected by, and respond to, M&A activity. This study adopts case-study methodology to illuminate how the customer–supplier relationship is affected by post-merger integration processes in the business-to-business context, with the aim of increasing our understanding of why customers respond to M&A in the ways that they do. The findings highlight the importance of a set of critical customer relationship variables through which post-M&A integration actions can influence customers' perceptions of the merged organisation and, ultimately, their purchase decisions. We also identify a set of specific individual integration actions that appear to trigger changes in the critical customer relationship variables. Together, the findings contribute to our understanding of the precise mechanisms through which M&A can affect customers' purchase decisions and the combining firms' market-related performance. More broadly, consistent with the stakeholder perspective, they reinforce the need to take account of external as well as internal stakeholders when considering the drivers of M&A outcome. Implications are discussed for future research as well as for B2B service industry executives involved in M&A

Flexibility of industrial product service systems: An assessment based on concept modelling

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Policy, economic, and industry repercussions of current e-business diffusion rate In European food industry

European policy is focussed on promoting the business techniques and new ways of working which will provide the economic and social foundation of the information society in Europe. To help policy makers define their programmes, and to monitor the effectiveness of these policies, it is essential to examine progress as well as identify areas requiring active support. This study examined the repercussions of e-business progress in the food sector based on the findings of a large quantitative survey that investigated the extent, scope, nature of and factors affecting the speed of e-business development in Europe for the Food, beverages and tobacco sector. For this purpose a pan European survey was conducted by EU market observatory called “European e-Business Market Watch” during the period February and March 2003. This study is based on the findings and reports of “European e-Business Market Watch” which can be accessed in the Internet (www.e-businesswatch.org). This study discusses the economic implications for the individual enterprise, the industry structure as well as policy issues such as quality assurance, promotion of ICT education, training and “cultural” change. Regarding economic implications, e-business has played a indirect role because it has significantly involved only in Large Scale Enterprises which proportionally are a small percentage in food industry. For SMEs, the impact of e-business was mainly to the ICT facilities currently at their disposal: websites, the Internet, and e-mail. Regarding industry implications, e-business has not led to significant structural changes, but it has steamed up certain processes. E-business has armoured supply chain management with advanced but sophisticated network technologies. Regarding policy issues, an e-business solution capable of guaranteeing food safety to consumers and vertically integrating business operations across the supply chain would have a good chance of extraordinary diffusion in the food industry

Online marketing:When to offer a refund for advanced sales

Advance selling is a marketing strategy commonly used by online retailers to increase sales by exploiting consumer valuation uncertainty. Recently, some online retailers have started to allow refunds on products sold in advance. On the one hand this reduces the net advance sales, but on the other hand it allows a higher advance sales price. This research is the first to explore the overall effect of allowing a refund on profits from advance sales, identifying conditions where advance selling with or without refunds (or no advance selling at all) is best. We analytically compare the profits of three advance selling strategies: none, without refund, and with refund. We show that selling in advance and allowing a refund is optimal for products with a relatively small profit margin and small strategic market size, and that the added profit can be considerable. Our results guide managers in selecting the right advance selling strategy. To facilitate this, we graphically display, based on the two dimensions of regular profit margin and strategic market size, under what conditions the different strategies are optimal

Factors for a successful sales forceduring the corporate life cycle

The organisations, like all living organisms, have a lifecycle and undergo very predictable and repetitive patterns of behaviour as they grow and develop. Although companies devote considerable time and money to managing their sales forces, few focus much on how the sale forces needs to change over the life cycle of an organisation. In this article, the authors explain how, at each stage, company can best tackle the relevant issues and get the most out of their sales forces, how to develop the best sales force structures for each of the four stages of the business life cycle. Specifically, companies must alter four factors over time: the roles that the sales force and selling partners play, the size of the sales force, the sales force’s degree of specialization, and how salespeople apportion their efforts among different customers, products and activities.corporate lifecycle, sales, sales force, efficiency

The Unseen Face of E-Business Project Development

The purpose of this paper is intent on identify and analyze the unseen factors of successful or failure of e-business project development. The IT managers must take into account both all costs involved in e-business development and all phases (analysis, design, testing, implementation, maintenance and operation) according to principle of project management for software/systems life cycle development. There are many solutions to exceed these factors of failure among could be counted outsourcing, a good project management, involvement of senior management, a real cost estimation etc.Zadanie pt. „Digitalizacja i udostępnienie w Cyfrowym Repozytorium Uniwersytetu Łódzkiego kolekcji czasopism naukowych wydawanych przez Uniwersytet Łódzki” nr 885/P-DUN/2014 zostało dofinansowane ze środków MNiSW w ramach działalności upowszechniającej nauk