PurposeCritical infrastructure (CI) plays an essential role in reading, reacting and responding while dealing with natural disasters. This study address food supply chain resilience by proposing an FSC resilience model that explains the food product and transport flow via production, processing, distribution and retailing in circumstances of (CI) collapses post a natural disaster.Design/methodology/approachA combination of qualitative methods was conducted to obtain a comprehensive overview of the food and beverage sector in Puerto Rico. The full dataset comprised of seven focus groups for a total of 52 participants and 12 in-depth interviews.FindingsFSC resilience is seen in this study through the managerial actions taken by members of the Chain: innovating, transforming, adapting, and flexibilising business models and operations.Originality/valueThis study is the first to address FSC resilience from the perspective of net food importer economy in the context of natural disasters and prolonged Critical infrastructure (CI) breakdown, and the first one in proposing an FSC resilience model that explains the food product and transport flow via production, processing, distribution and retailing in circumstances of CI collapses post a natural disaster.
PurposeGiven that few studies examine how disruptive events affect customer relationships during and after the event, this study examines the resilience of companies in Puerto Rico, their underlying vulnerabilities, and how they deployed customer relationship management (CRM) resilience strategies during and after Hurricane Maria.Design/methodology/approachThe study analyzed data gathered from qualitative focus groups composed of 41 firms via an exploratory approach. Participants were business owners and managers of enterprises in Puerto Rico.FindingsAll companies faced critical government infrastructure failures that affected their CRM activities. Firms implemented one or more CRM resilience strategies in response to the natural disaster. Accordingly, a comprehensive, adaptive CRM contingency model was postulated using marketing crisis management strategies discussed in the literature, existing resilience models and research studies in marketing resilience. The adaptive CRM contingency model operationalizes all processes at the business-logic level via the event-driven process chain (EPC) language, thus making it easier to understand and employ.Originality/valueThis study presents a unique model that shows the value of CRM and its capacity to evolve under disruptive environments that affect company–customer relationships. The operationalization of the model allows practitioners, policymakers and academic researchers to better understand how CRM is not only a suitable tool for managing business continuity after a natural disaster but also a mitigating technique for responding to new customer needs and expectations.
Given Puerto Rico’s colonial exclusion from Latin American and Caribbean regionalism and its ruling parties’ disregard for stimulating an industrial base of small and medium-sized local enterprises rather than U.S. multinational corporations, Puerto Rico needs to construct new pathways to inclusive socioeconomic development. One approach is articulating strategic and industrial policies to stimulate these enterprises from below by promoting value chains focused on exports or export potential. A proposed systematization draws on the experience gained in a project carried out under an agreement between the University of Puerto Rico and Puerto Rico’s Trade and Export Company to generate strategic export plans and map value chains for small and medium-sized enterprises. Dada la exclusión colonial de Puerto Rico del regionalismo latinoamericano y caribeño y el desprecio de sus partidos gobernantes por estimular una base industrial de pequeñas y medianas empresas locales en lugar de corporaciones multinacionales estadounidenses, Puerto Rico necesita construir nuevas vías hacia el desarrollo socioeconómico inclusivo. Un enfoque es articular políticas estratégicas e industriales para estimular a estas empresas desde abajo mediante la promoción de cadenas de valor centradas en las exportaciones o el potencial de exportación. La sistematización propuesta se basa en la experiencia adquirida en un proyecto llevado a cabo en virtud de un acuerdo entre la Universidad de Puerto Rico y la Compañía de Comercio y Exportación de Puerto Rico para generar planes estratégicos de exportación y mapear cadenas de valor para pequeñas y medianas empresas.
This study describes Customer Relationship Management (CRM) resiliency activities carried out in Puerto Rico by small and medium-sized enterprises (SMEs) during a series of earthquakes and the COVID-19 pandemic. The objective of the study is to provide strategies to help businesses move forward and cope with negative effects of unexpected disruptive events. The data gathering process comprised 121 firms surveyed and 7 in-depth interviews with business owners and managers operating in Puerto Rico. Results reveal that reinforcing customer communications, followed by distribution and logistics re-engineering were some of the CRM resilience strategies frequently used by SMEs. By backing up their Critical Infrastructure (CI), businesses avoid telecommunications interruptions and stay in communication with stakeholders mainly via satellite and mobile Wi-Fi connections.
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