Performance improvement of supplier-side e-tender-driven marketing process
02 Nov 2021-International Journal of Productivity and Performance Management (Emerald Publishing Limited)-Vol. 70, Iss: 8, pp 2032-2051
TL;DR: This study provides an attempt to improve the performance of a supplier-side e-tender-driven marketing process of an original equipment manufacturer (OEM) incorporating stakeholder's inputs using the DESM methodology incorporating stakeholders' inputs.
Abstract: PurposeConsiderable amount of purchases in business-to-business (B2B) markets make through the tendering process. As technology keeps driving B2B procurement, both the supplier/contractor and buyer firms have settled down in their respective roles in the electronic-tendering environment. Researchers have ignored the supplier-side e-tender-driven marketing process that might lead to substantively successful financial performance. The purpose of this study is to improve the performance of an e-tender-driven marketing process of an original equipment manufacturer (OEM) incorporating the stakeholder's inputs.Design/methodology/approachDiscrete event simulation modelling (DESM) has been used as a methodology to model, analyse and improve the process with the involvement of stakeholders at every stage of the study. Different scenarios are analysed to identify the near-optimal scenario based on agreed-upon key performance indicators.FindingsScenario that incorporated man-power sharing and eliminating avoidable activities gives the near-optimal solution for implementation.Research limitations/implicationsThis study highlights that better insights can be gained by adopting the process-oriented view of the marketing–operations interface. Embracing a stakeholder-based consultative approach gives research a more practical outlook and reduces the gap between theory and practice. Suggestions for further research are provided.Practical implicationsB2B organizations, where lines between marketing and operations are blurred, can improve their marketing processes by implementing operations research tools.Originality/valueThis study provides an attempt to improve the performance of a supplier-side e-tender-driven marketing process of an OEM using the DESM methodology incorporating stakeholder's inputs.
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04 Nov 2019
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TL;DR: In this article , the authors investigated the cardiology department's operational system for improving flexibility by minimizing the patient waiting time and simultaneously maximizing the utilization of service capacity in an uncertain environment and proposed a policy framework that suggests a pool of additional resources and inter-firm collaboration can boost healthcare service delivery excellence.
Abstract: PurposeThe paper aims to investigate the cardiology department’s operational system for improving flexibility by minimizing the patient waiting time and simultaneously maximizing the utilization of service capacity in an uncertain environment. This article also proposes a policy framework that suggests a pool of additional resources and inter-firm collaboration can boost healthcare service delivery excellence.Design/methodology/approachA discrete event simulation (DES) approach is followed for modeling patient flow and determining the service capacity to respond to demand variability and uncertainty. The model's outputs are used to minimize patient waiting time, maximize the utilization of the resources and match the service capacity with the patient demand.FindingsThis research has tested two hypotheses and proved that an increase in waiting time decimates the throughput rate, and additional resources deployment in bottleneck activity positively impacts the throughput rate. The simulated scenarios prescribe an enhanced service capacity with quality care and further contribute to operational performance in reduced waiting time and cost. The results indicate that flexibility reduces the patient waiting time and maximizes the throughput rate.Practical implicationsThe study guides the healthcare policymakers to develop flexible competence and facilitate service mechanisms that are adaptive and robust while operating under a volatile environment. The article contributes to the healthcare literature that conjoins flexibility through simulation and resource utilization.Originality/valueThis research is based on real-life primary data collected from healthcare providers. This study adds value to the healthcare systems to adopt strategic decisions to build flexibility through resource allocation, sharing and coordinated care.
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TL;DR: In this article, the authors examine three aspects of the stakeholder theory and critique and integrate important contributions to the literature related to each, concluding that the three aspects are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental.
Abstract: ?The stakeholder theory has been advanced and justified in the management literature on the basis of its descriptive accuracy, instrumental power, and normative validity. These three aspects of the theory, although interrelated, are quite distinct; they involve different types of evidence and argument and have different implications. In this article, we examine these three aspects of the theory and critique and integrate important contributions to the literature related to each. We conclude that the three aspects of stakeholder theory are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental. If the unity of the corporate body is real, then there is reality and not simply legal fiction in the proposition that the managers of the unit are fiduciaries for it and not merely for its individual members, that they are . . . trustees for an institution [with multiple constituents] rather than attorneys for the stockholders.
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01 Apr 2010TL;DR: In this paper, the major uses and adaptations of stakeholder theory across a broad array of disciplines such as business ethics, corporate strategy, finance, accounting, management, and marketing are reviewed.
Abstract: For the last 30 years a growing number of scholars and practitioners have been experimenting with concepts and models that facilitate our understanding of the complexities of today’s business challenges. Among these, “stakeholder theory” or “stakeholder thinking” has emerged as a new narrative to understand and remedy three interconnected business problems—the problem of understanding how value is created and traded, the problem of connecting ethics and capitalism, and the problem of helping managers think about management such that the first two problems are addressed. In this article, we review the major uses and adaptations of stakeholder theory across a broad array of disciplines such as business ethics, corporate strategy, finance, accounting, management, and marketing. We also evaluate and suggest future directions in which research on stakeholder theory can continue to provide useful insights into the practice of sustainable and ethical value creation.
2,778 citations
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TL;DR: In this article, the authors present a survey of verification and validation of simulation models in operations research, focusing on good programming practice (such as modular programming), checking intermediate simulation outputs through tracing and statistical testing per module, statistical testing of final simulation outputs against analytical results, and animation.
Abstract: This paper surveys verification and validation of models, especially simulation models in operations research. For verification it discusses 1) general good programming practice (such as modular programming), 2) checking intermediate simulation outputs through tracing and statistical testing per module, 3) statistical testing of final simulation outputs against analytical results, and 4) animation. For validation it discusses 1) obtaining real-worl data, 2) comparing simulated and real data through simple tests such as graphical, Schruben-Turing, and t tests, 3) testing whether simulated and real responses are positively correlated and moreover have the same mean, using two new statistical procedures based on regression analysis, 4) sensitivity analysis based on design of experiments and regression analysis, and risk or uncertainty analysis based on Monte Carlo sampling, and 5) white versus black box simulation models. Both verification and validation require good documentation, and are crucial parts of assessment, credibility, and accreditation. A bibliography with 61 references is included.
1,462 citations
TL;DR: This paper surveys verification and validation of models, especially simulation models in operations research, and discusses general good programming practice (such as modular programming), and checking intermediate simulation outputs through tracing and statistical testing per module.
640 citations
Journal Article•
TL;DR: The authors illuminate the pitfalls of current approaches, then present a systematic method for developing value propositions that are meaningful to target customers and that focus suppliers' efforts on creating superior value.
Abstract: Examples of consumer value propositions that resonate with customers are exceptionally difficult to find. When properly constructed, value propositions force suppliers to focus on what their offerings are really worth. Once companies become disciplined about understanding their customers, they can make smarter choices about where to allocate scarce resources. The authors illuminate the pitfalls of current approaches, then present a systematic method for developing value propositions that are meaningful to target customers and that focus suppliers' efforts on creating superior value. When managers construct a customer value proposition, they often simply list all the benefits their offering might deliver. But the relative simplicity of this all-benefits approach may have a major drawback: benefit assertion. In other words, managers may claim advantages for features their customers don't care about in the least. Other suppliers try to answer the question, Why should our firm purchase your offering instead of your competitor's? But without a detailed understanding of the customer's requirements and preferences, suppliers can end up stressing points of difference that deliver relatively little value to the target customer. The pitfall with this approach is value presumption: assuming that any favorable points of difference must be valuable for the customer. Drawing on the best practices of a handful of suppliers in business markets, the authors advocate a resonating focus approach. Suppliers can provide simple, yet powerfully captivating, consumer value propositions by making their offerings superior on the few elements that matter most to target customers, demonstrating and documenting the value of this superior performance, and communicating it in a way that conveys a sophisticated understanding of the customer's business priorities.
607 citations