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Purchasing power

About: Purchasing power is a research topic. Over the lifetime, 2714 publications have been published within this topic receiving 36866 citations. The topic is also known as: adjusted for inflation.


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Proceedings ArticleDOI
05 Jan 2010
TL;DR: An overview of the existing literature on GPOs is presented, the emerging roles of GPOs beyond group purchasing are described, and the overlooked research areas that invite further studies by the research community are identified.
Abstract: The Group Purchasing Organizations (GPOs) facilitate group buying on a large scale by aggregating the demands of several buyers. The GPO negotiates a lower purchase price with the seller by using the collective purchasing power of the buyers and lowers the buyers' procurement cost further by reducing the unit search costs and the unit transaction costs through scale. The role of healthcare GPOs has evolved noticeably in the last few years. The technology has enabled them to add substantial value to the supply chain by using information. In addition to group purchasing, today's healthcare GPOs act as informational powerhouse and empower the buyers with strategic information, technology, and consulting services to identify opportunities of cost savings and prevent possible revenue leakages. The early literature on GPOs has mainly focused on the different aspects of group purchasing, e.g. power of group buying, allocation of cost savings among members, group formation and member commitment, pricing of GPOs' intermediary services, and the issues regarding competition and anti-trust. However, not much research has been done analyzing the economic consequences of GPOs' new roles as information powerhouses and strategic consultants. In this paper, we present an overview of the existing literature, describe the emerging roles of GPOs beyond group purchasing, and then identify the overlooked research areas that invite further studies by the research community.

11 citations

Journal ArticleDOI
TL;DR: The authors traces the course of world commodity prices back to the middle of the 19th century and attempts to assess the changes in their purchasing value by deflating them by the export prices of manufactured goods.
Abstract: This article traces the course of world commodity prices back to the middle of the 19th century and attempts to assess the changes in their purchasing value by deflating them by the export prices of manufactured goods. The purchasing power of commodity prices was in decline over long periods but they usually regained their earlier real value, or improved on it, in powerful upsurges of which the 1972-74 boom was the most recent; it was also unique in peacetime and, though with fluctuations, the purchasing value of commodities has since remained at a relatively high level.

11 citations

Journal ArticleDOI
TL;DR: In the increasingly competitive environment in India, the development and launch of new products have become an important competitive tool In a crowded marketplace, there is a greater need for differentiation; in markets that tend to be stagnant there is pressure to create excitement The development of new product helps in both situations as discussed by the authors.
Abstract: In the increasingly competitive environment in India, the development and launch of new products have become an important competitive tool In a crowded marketplace, there is greater need for differentiation; in markets that tend to be stagnant there is pressure to create excitement The development and launch of new products helps in both situationsIn certain industries like the two wheeler industry, new product development has become critical to survival Stringent new emission standards and multi-point competition are pushing two wheeler companies to broaden their product lines and introduce new technologies such as four stroke scooters and mopeds Today, the Indian two wheeler industry has more than fifty models/variants with one or two new launch announcements every month Such developments are happening in other industries as well, though perhaps not as visibly as in the two wheeler industryThis paper is prompted by our belief that there are unique problems faced by Indian companies in rapidly developing a new product development capability While the new product development challenges faced by large, established firms in developed markets have received considerable attention in recent years since the publication of the epochal The machine that changed the world (Womack, Jones and Roos, 1990), the problems faced by 'emerging market companies' are different and have not received enough attentionEmerging markets like India are different from developed markets Emerging markets are often characterised by specific local needs, limited purchasing power and high price sensitivity (Prahalad and Lieberthal, 1998) Khanna and Palepu (1997) have suggested that in emerging economies, to make up for the absence of well-developed markets for labor and capital, firms may have to create their own infrastructure There are thus contextual factors which can potentially influence an important strategic activity like new product development in the emerging market context and make the challenges before companies in these markets different from those in established economiesSpecifically, unlike established companies in developed markets, Indian companies are facing the challenge of structuring, ab initio, the new product development process in an environment of limited design skills and experience, few qualified vendors and inappropriate engineering resources At the same time, they are constrained by limited financial and human resources, a lack of a market orientation, strong centralized control by business family heads, functional chimneys without deep functional expertise, and pressures to change on numerous fronts all at once to cope with the competitive environment Further, over the last eight years, the complexity of strategy formulation and implementation has increased manifold - from merely obtaining an industrial license and preventing others from doing so, to managing growth, cost-competitiveness, knowledge, innovation, and business portfolios simultaneously in a globally competitive environmentIn this paper, our focus will be on the challenges in new product development faced by companies in India, an important emerging economy Our ideas are based on discussions we have had with managers involved in new product development in about twenty Indian companies, reports in the business press and some projects undertaken by our students At the end, we identify questions that remain either partly or fully unanswered in the hope that these can be the subject of research for Indian companies, consultants advising them, and researchersMost of the issues discussed in this paper have their origins in the problems faced by Indian companies manufacturing discrete, engineered goods for either consumer or industrial markets However, we will also discuss some of the challenges faced by Indian companies manufacturing fast moving consumer goods (FMCG), and by Indian firms involved in information technology/software product development

11 citations

Journal ArticleDOI
TL;DR: The Rochdale Society of Equitable Pioneers as discussed by the authors was founded in England in 1844, with twenty-eight members, operated upon principles that since then have been basic to co-operative associations in forty-six of the United States of America and thirtynine countries of the world, serving approximately fifty million co-operators in nearly sixty thousand societies a significant factor in this global Machine Age.
Abstract: ATRONS OF THE AMERICAN free enterprise system who are alert to international projects for world collectivism may perceive certain defenses from such projects in the Rochdale principles which, since World War II, have abided pragmatic tests especially in the Western states. Moreover, during the past century, other Rochdale triumphs have been extended world-wide despite international encumbrances. For the Rochdale Society of Equitable Pioneers as founded in England in 1844, with twenty-eight members, operated upon principles that since then have been basic to co-operative associations in forty-six of the United States of America and thirty-nine countries of the world, serving approximately fifty million co-operators in nearly sixty thousand societies a significant factor in this global Machine Age. In England in the 1950's, the co-operative movement embraced more than ten million members and its annual retail trade exceeded ?500,000,000.1 In the United States during the same years there were approximately six million co-operative association members participating in about $6,000,000,000 worth of annual business through nearly twenty thousand local co-operative associations the memberships in America having increased eight times in fifteen years, the organizations four times, and the business volume eleven times. Accordingly, about 2 per cent of the annual American retailing was through co-operatives. In some communities from 30 to 50 per cent of the retailing was co-operative. This expansion from the original Rochdale model comprised four specific kinds of co-operatives: production, marketing, purchasing, and financing in which labor power, products, purchasing power, and funds respectively were pooled. Likewise, it comprised wholesale as well as retail operations, and various forms of organization: "centralized," with its collective bargaining features; "federated"; and the "co-operative terminal sales agency." These naturally involved a great variety of subject-matter services: housing, health, and insurance, as well as a wide multiplicity of commodity supplies. The essential Rochdale principle of co-operative association economy is that the association shall be operated purely for service and not at all for direct profit as such. Indirectly, the patron may enjoy a quasi-profit in that he may accumulate more savings than he would accumulate in a profit-

11 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023158
2022393
202190
2020113
2019103
2018110