Role of Electronic Customer Relationship Management in Demand Chain Management

2017 ◽  
Vol 10 (1) ◽  
pp. 53-67
Author(s):  
T. G. K. Vasista ◽  
A. M. AlAbdullatif
Keyword(s):  
Supply Chain ◽  
Predictive Analytics ◽  
Customer Relationship ◽  
Chain Management ◽  
Cycle Times ◽  
Demand Chain ◽  
Knowledge Based ◽  
New Business ◽  
Strategy Building ◽  
Demand Chain Management

In 21st century, collaborative business supply chain environments are required to be proactive rather than reactive so that they can better deal with the uncertainty, growing competition, shorter cycle times, more demanding customers and pressure to cut costs. Demand chain management as a new business model requires investing in consumer insights and closer relationships in the supply chain to conduct predictive analysis of retail intelligent solutions. In this regard new kinds of methodologies are required to be discussed. However, at the execution level the limitations in terms of scalability, data integration and knowledge based decision support to providers or suppliers in terms of strategy building and in providing deductive inference capabilities are to be addressed. Therefore, it is required to describe how predictive analytics helps in constructing the knowledge base to conduct verification and validation in terms of semantic predictive analytic for the domain of demand chain management.

Buffet Effect Simulation Model on Demand Chain Management

2010 ◽  
Vol 44-47 ◽  
pp. 688-692
Author(s):  
Xiao Yan Wang ◽  
Jian Sun
Keyword(s):  
Supply Chain ◽  
Side Information ◽  
Bullwhip Effect ◽  
Chain Management ◽  
Demand Chain ◽  
Supply Chain Efficiency ◽  
Demand Fluctuations ◽  
Partner Collaboration ◽  
Transmission Ability ◽  
Demand Chain Management

Bullwhip effect means the magnification of demand fluctuations, which is evident in a supply chain when demand increases and decreases, while the concept of Demand Chain Management means to make the planning on the basis of the demand side information so as to solve the problem of inconsistent upstream and downstream information by means of partner collaboration in the supply chain. Demand chain emphasizes the customer demand as its core value so as to achieve the best balance between the supply chain efficiency and customer satisfaction. Compared with the supply chain, the demand chain advises the enterprise to strengthen the information transmission ability to promote the performance. Under the demand chain management, the extent of bullwhip effect are weakened, and the fluctuation range against demand chain management is lower than against traditional supply chain.

Continuous Demand Chain Management

2011 ◽  
pp. 163-182 ◽  
Author(s):  
Merrill Warkentin ◽  
Akhilesh Bajaj
Keyword(s):  
Chain Structure ◽  
Third Party ◽  
Structured Interviews ◽  
Senior Managers ◽  
Chain Management ◽  
Demand Chain ◽  
New Business ◽  
Model C ◽  
Continuous Demand ◽  
Demand Chain Management

The demand side of supply chain management has drawn considerable research attention, with focus on disintermediation and syndication models. In this chapter, we evaluate new business models for establishing a continuous demand chain structure to streamline the logistics between the vendor and its direct consumers. The Continuous Demand Chain Management (CDCM) model of E-Commerce is one in which the physical products for sale are delivered directly to the customer without the use of a third party logistics provider, such as a common carrier, and in which the physical product may be continuously “pulled” from the seller. We present three submodels of CDCM. The CDCM Model A applies to business-to-consumer (B2C) online sellers of physical goods who own or control their own delivery vehicles, and may provide further services to extend the value proposition for the buyer. The online grocer is a typical example of businesses in this category. The CDCM Model B applies to business-to-business (B2B) sellers of physical goods, who also own a significant portion of their delivery fleet and deliver goods on demand to local distributors or business customers. Office supply E-Merchants provide an example of this model. The CDCM Model C applies to businesses that typically provide virtually instantaneous delivery of third party goods to consumers or businesses. Businesses in this category own or control their own delivery fleet and add value by delivering items within very short periods of time, usually one-hour delivery. In order to analyze these models, we conducted structured interviews with key senior managers of one representative business each in the CDCM Model A and Model B categories. We extensively surveyed recent literature on companies in the CDCM Model C category. We use the results of our study to analyze different aspects, such as revenue streams, cost structure, and operational peculiarities of businesses following the CDCM model and, finally, discuss the long-term viability of the sub models.

Reconceptualizing the meaning and domain of marketing knowledge

2003 ◽  
Vol 7 (4) ◽  
pp. 124-135 ◽  
Author(s):  
Sangphet Hanvanich ◽  
Cornelia Dröge ◽  
Roger Calantone
Keyword(s):  
Supply Chain ◽  
Product Development ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Economic Rent ◽  
Chain Management ◽  
Marketing Innovation ◽  
Knowledge Based ◽  
Predictive Validation

The knowledge‐based view of the firm suggests that knowledge is the firm’s key resource for creating and sustaining economic rent. This perspective raises an important question for marketers: What is marketing knowledge? We argue first that marketing knowledge resides in three key marketing processes: product development management, customer relationship management, and supply chain management. Second, we argue that marketing knowledge is the extent of understanding of these three marketing processes, an extent which can be measured by evaluating awareness of factors, control of factors, and application of knowledge in new markets. We empirically test this conceptualization of marketing knowledge and, as a predictive validation, examine its relationship with marketing innovation.

Prioritizing and Analyzing Demand Chain Management (DCM) Processes in Indian Retailing Using AHP

2017 ◽  
pp. 157-175
Author(s):  
Arun Kumar Deshmukh ◽  
Ashutosh Mohan
Keyword(s):  
Customer Service ◽  
Inventory Management ◽  
Service Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Survey Method ◽  
Chain Management ◽  
Demand Chain ◽  
Top Management Commitment ◽  
Demand Chain Management

The extant body of literature on demand chain management (DCM) is predominantly conceptual and unequivocal on how to implement it in a real business setting. Keeping the research gap into account, the study aims to identify and prioritize the DCM processes or variables in the context of Indian retailing. The data were collected using survey method using a structured questionnaire with Saaty (1980) scale. The method employed for analyzing the collected data was analytical hierarchy process or AHP. The results of the study have interesting implications for the industry vis-à-vis literature. Some quick measures revealed that the processes which are critical to implementation of DCM in retail context, in the order of importance, comprises supplier relationship management, customer relationship management assortment planning, top-management commitment and support, marketing orientation, information management, supply chain leagility, customer service management, category management, purchasing management, inventory management, and category tactics.

Online Real Estate Demand Chain Integration

2020 ◽  
pp. 910-944
Author(s):  
Emna Cherif
Keyword(s):  
Real Estate ◽  
Value Chain ◽  
Management System ◽  
Value Added ◽  
Customer Relationship ◽  
Third Party ◽  
Chain Management ◽  
Demand Chain ◽  
Real Estate Management ◽  
Demand Chain Management

In this paper, we propose a solution for demand chain management using APIs (application programming interfaces) integration in the online real estate. We propose online real estate management system that includes advanced modules that can be bundled together, creating differentiation and enhancing the value chain. We propose a simplified implementation architecture for an integrated demand and supply chain management system for online real estate services. We use a formal specification language for specifying the functional components of the demand chain management system and interaction with real estate entities and actors. We choose an open source Customer Relationship Management system as a platform to manage some of the online real estate modules. Other value-added modules are integrated from third-party providers using their open interfaces.

Inverting the Supply Chain Using Demand Chain Management

2017 ◽  
Vol 2017 (1) ◽  
pp. 13064
Author(s):  
Dan Bumblauskas ◽  
Paul Bumblauskas ◽  
Kishor Sapkota
Keyword(s):  
Supply Chain ◽  
Chain Management ◽  
Demand Chain ◽  
Demand Chain Management

Corporate Strategies in a Digital World

2011 ◽  
pp. 359-380
Author(s):  
Purva Kansal ◽  
Keshni A. Arora
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Orientation ◽  
Customer Relationship ◽  
Chain Management ◽  
Cycle Times ◽  
Corporate Strategies ◽  
Digital World ◽  
Business Operations ◽  
Impact Of Technology

These days, the majority of management literature stresses the concept of “learning organizations”, i.e., an organization’s capacity to change. However, it is not easy for people to accept this fundamental aspect especially when it comes to the Internet and technologies’ growing importance in business operations. They claim it’s a temporary trend that will leave little visible change in the way business is conducted. For these businessmen, the philosophy seems to be “keep making better products and offering new services, and the customers will keep buying”. They ignore changes occurring in the buying habits of customers and impact of technology. There are some businesses who are happy to follow the leader and adopt tools like supply chain management. Supply chain management is a recognized discipline to shorten cycle times, reduce inventories, decrease logistics costs and streamline communication process across the business network. On the other hand are the businessmen who understand the learning organization concept and develop a forward orientation. They are prepared to ride the technology wave to new heights and accomplishments by using technology as a defining element in business operations. This chapter suggests a new approach to this new breed of entrepreneurs. In this chapter, we are trying to give supply chain management a customer orientation and to study its results. We highlight the synergistic advantage of linking supply chain management with customer relationship management into a tightly knit network using technology. The main focus is on finding a solution to deal with Internet empowered customers and to learn how to apply technologies demanded in the new digital economy.

Transformation of CRM and Supply Chain Management Techniques in a New Venture

2017 ◽  
pp. 96-114
Author(s):  
Amber A. Ditizio ◽  
Alan D. Smith
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Relationship ◽  
New Venture ◽  
Management Approach ◽  
Chain Management ◽  
Upper Management ◽  
Supplier Integration ◽  
New Business ◽  
Research Interviews

The implementations of successful Customer Relationship Management (CRM) and Supply Chain Management (SCM) systems and their associated techniques in order to optimize the analytics available in any organization are daunting task, especially in a new business venture. Upper management must to be committed to focusing these embedded systems in order to enhance supplier integration and customer satisfaction. This chapter focuses on the implementation of CRM systems and analytics as well as SCM considerations in the new startup of the Hard Rock Rocksino at Northfield Park (HRRNP) and the transformation/refinement of their systems over their few years of business. A combination of literature research, interviews of upper management, and personal observations, HRRNP has illustrate their ability to deal with these challenges in a continuous improvement and lean management approach.

Establishment of a customer-oriented model for demand chain management

2007 ◽  
Vol 26 (1) ◽  
pp. 23-33
Author(s):  
Ming-Hon Hwang ◽  
Hsin Rau
Keyword(s):  
Supply Chain ◽  
Corrective Action ◽  
Supply Chain Design ◽  
Target Market ◽  
Chain Management ◽  
Customer Needs ◽  
Demand Chain ◽  
Proposed Model ◽  
Demand Chain Management

This study attempts to solve problems encountered in traditional supply chain design, including: products not being designed or manufactured according to customer needs; low profit or over-crowded competitors in the chosen target market, and conflicts between the objectives for each member of the supply chain. Moreover, this study recommends a model for calculating the objectives for the overall demand chain and for each member. This model maximizes the overall demand chain performance by satisfying customer needs. It not only gives demand chain members for value adding direction, but also monitors the members during execution. The proposed model provides immediate corrective action if any members of the demand chain deviate from the objectives.

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