Udvikling af kundeattraktivitet over for strategisk vigtige leverandører

God leverandørperformance er ikke en selvfølge. Leverandørperformance afhænger imidlertid af andet end leverandørens evne til at styre egne interne processer. Hvordan leverandører performer, afhænger i høj grad også af kundens attraktivitet. Langt de fleste leverandører foretager således en bevidst prioritering af kunders attraktivitet med udgangspunkt i kunders økonomiske, ressourcemæssige og sociale attraktivitet. Artiklen illustrerer med udgangspunkt i et netværksperspektiv, hvordan JAMO via en bevidst håndtering af sine leverandørrelationer kan prioritere og øge sin kundeattraktivitet, og illustrerer samtidig, hvordan JAMO i praksis kan arbejde med attraktivitetsbegrebet over for seks strategisk vigtige kinesiske leverandører. Attraktivitetsbegrebet har tidligere ikke været forsøgt anvendt i praksis og har overvejende været beskrevet teoretisk

Udvikling af kundeattraktivitet over for strategisk vigtige leverandører

God leverandørperformance er ikke en selvfølge. Leverandørperformance afhænger imidlertid af andet end leverandørens evne til at styre egne interne processer. Hvordan leverandører performer, afhænger i høj grad også af kundens attraktivitet. Langt de fleste leverandører foretager således en bevidst prioritering af kunders attraktivitet med udgangspunkt i kunders økonomiske, ressourcemæssige og sociale attraktivitet. Artiklen illustrerer med udgangspunkt i et netværksperspektiv, hvordan JAMO via en bevidst håndtering af sine leverandørrelationer kan prioritere og øge sin kundeattraktivitet, og illustrerer samtidig, hvordan JAMO i praksis kan arbejde med attraktivitetsbegrebet over for seks strategisk vigtige kinesiske leverandører. Attraktivitetsbegrebet har tidligere ikke været forsøgt anvendt i praksis og har overvejende været beskrevet teoretisk

The International IPSERA Workshop on Customer Attractiveness, Supplier Satisfaction and Customer Value. 25-26 November 2010

Reports on supply chain management (SCM) failure are becoming more frequent in the SCM literature, despite widespread recognition of the business potential associated with such optimizations of operational buyer-supplier interfaces. Some failures can be ascribed to imbalances in the net benefits realized by the buying and supplying company implementing SCM. Failed SCM initiatives hurt the buying company’s customer attractiveness and limit opportunities for long term value creation with suppliers. Hence, an important task for the buying company is the management of SCM initiatives in a way that benefits both parties. However, SCM costs and benefits often materialise as the result of complex interactive processes between buyer and supplier actors, which makes SCM a challenging management task. To increase the understanding of these complex processes, this study identifies the various types of supplier costs and benefits resulting from the failed VMI initiative of a multinational company. While the benefits from this case turn out to be few, the costs appear in large variety and scale. More importantly, we uncover the underlying mechanisms generating these costs, thereby enabling managers to identify and avoid the costs. Based on the findings, we propose pre-project classification of supplier VMI readiness to allow more beneficial implementation as a key managerial implication

When do firms invest in offensive and/or defensive marketing?

Market conditions may lead firms to increase offensive marketing activities aimed at attracting new customers, and/or to enhance defensive relationship building intended to retain current customers. Characteristics of the marketing environment are examined, including firms' interest in technology adoption and perceived need to apply it to provide structure for the supply chain, product development, quality control, and social impact. Such indicators relate to the firm's perception of "competitive intensity" in the marketplace. Survey results from 196 manufacturing companies show that technology adoption propensity and competitive intensity are associated with greater investments in offensive marketing activities as well as customer and employee engagement.Technology adoption Competitive intensity Constituency engagement Offensive and defensive marketing strategy