With increasingly intense competition many companies have extended the scope of their cost management activities across organizational boundaries. Supply chain cost reduction becomes a new source of achieving competitive advantage. Although interests in reducing supply chain cost are growing, few researches have been directed towards a systematic development of supply chain cost reduction. To reduce supply chain cost, firstly the structure of it should be seen clearly. This study analyzes the supply chain processes and supply chain time, identifies the components of supply chain cost and how these costs occur and be influenced. Based on the analysis and integrating previous research findings, this paper presents a theoretical model, which provides the foundation and specific techniques for cost reduction in supply chain.
We examined the interaction of the level of Chinese employees' traditionality (CT) and the quality of leader-member exchange (LMX) in their workplaces and how both CT and LMX influence the knowledge-sharing (KS) behaviors of these employees. We distributed surveys to employees working for firms located in the Yangzi Delta area of Mainland China and performed a hierarchical regression analysis of responses from 304 individuals. Our results indicated that there was a significant positive correlation between LMX and KS and, furthermore, that the relationship between LMX and KS was moderated by the level of employees' Chinese traditionality.
Customer retention is increasingly pressing issue in today's competitive commercial arena. This is relevant and important for sales and services related industries. Practicing customer relationship management (CRM) demands the ability to explore the strategy of customer retention. Despite existing the importance of customer retention to CRM, there is a lack of a comprehensive and effective approach to realize it under dynamic markets. Identifying customer segments and tracking their change over time, mining the pattern of customer segmentation are important applications for companies who need to understand what their customers expect from them now and in the future. This is significant for companies who operate in dynamic markets better fit the needs and wants of customers who, driven by new innovations and competing products. In this paper, we present a model for customer retention which accounts for the dynamics of today's markets. Our study provides a new road-map to guide future research concerning the application of data mining techniques in customer retention under dynamic markets.
Purpose – This paper is devoted to describe how innovation should be branded and bridge the gap between branding and innovation, where the role of branding capability is crucial. The study aims to discuss the link between branding and innovation, both theoretically and empirically. Design/methodology/approach – On the basis of current resource-based theory and dynamic capabilities theory and brand management, the research explores the role of branding capability for innovative companies. For the empirical part, an event study is first used to calculate the abnormal returns from new product announcement. Second, different regression models are analyzed to check the effect of branding capability on the stock market reaction to new product announcements made by those innovative companies. Findings – The stock market response to new product announcements is related to branding capability, but negatively. The reason could be that the more famous the brand is, the higher expectations the investors would hold with its new products. Research limitations/implications – The empirical study is based on the computer/electronics industry, and the pooled sample consists of those strong brands in the marketplace, which is not representative for the innovative companies as a whole. Thus, this paper has limited scope to generalize the results. Practical implications – With the development of wireless communication technologies, the new offerings from innovative companies would not be simply categorized by tangible devices or intangible services. Moreover, the brand alliance strategy in the tablet and handset market, or even PCs and netbook market, is much more complicated than simply choosing partners. Originality/value – The main contribution of this paper is to extend the prior researches in branded innovation and fill in the gap between innovation and brand.
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