Literatura académica sobre el tema "Maximising customer value"

Technological innovations will play a prominent role in the transition to climate-smart agriculture (CSA). However, CSA technological innovation diffusion is subject to socio-economic barriers. The success of innovations is partly dependent on the business models that are used to diffuse them. Within the context of innovations for CSA, the role that innovation providers’ business models play in the successful adoption and diffusion has received limited attention. In this paper we identify critical issues for business models for CSA technological innovations (BMfCSATI). Our results indicate that current BMfCSATIs are not optimised for diffusing CSA technological innovations. Critical business model elements include the value proposition, channels, customer relationships, key resources, key partners, and cost structure. We find a disparity between the views of CSA technological innovation providers and potential users. The paper explores the implications of the results and develops recommendations for CSA technological innovation providers’ business models.

Intermodal logistics service providers decide on the routing of demand through their service network. Long-haul routing decisions determine the selected departure and arrival terminals for containers and imply corresponding drayage tasks. Traditionally, given these long-haul routes and fixed drayage tasks, drayage operations are planned in a second phase by establishing truck routes to transport containers to and from terminals by truck. In this paper, operational decisions on local drayage routing in large-volume freight regions with multiple terminals on the one hand, and intermodal long-haul routing on the other hand are merged into an integrated intermodal routing problem. Different long-haul routing decisions imply different drayage tasks to be performed and thus impact total trucking costs. The approach aims at reducing the number of road kilometres and increases bundling opportunities by maximising the long-haul capacity utilisation. In this way, it contributes to the modal shift towards intermodal transport and a more sustainable transport system. As a weekly planning horizon is used, a maximum daily active time and a minimum overnight’s rest are included for multi-day drayage routing. A large neighbourhood search heuristic is proposed to solve the integrated intermodal routing problem. This integrated planning approach provides decision support for routing customer orders throughout the intermodal network with the aim of minimising total transport costs and maximising capacity utilisation. Experiments show the added value of the integrated approach, which uses more information to make better-informed decisions and increase the capacity utilisation. The largest savings in trucking costs are obtained for clustered instances with demand characteristics closest to real-life cases. Finally, a real-life case study analyses the impact of tactical service network design decisions on the total operational costs.

Purpose – The purpose of this paper is to explore the orientations of collaborative networks (CNs) for managing integrated information flow. It seeks to analyse and shed light into the main priorities of firms for sharing and coordinating information with CN partners. These priorities are needed to enhance practices to trade-off and integrate flows where appropriate for maximising profits and performance. Design/methodology/approach – In this study, inductive multiple-case logic is applied to research how six industrial firms manage integrated information flow in relation to their collaborative networked organisations (CNOs). Guided by an interpretivism epistemology, 22 face-to-face and 13 telephonic semi-structured interviews were conducted with 14 key informants in six industrial firms. Interview data were analysed in line with the research agenda to understand orientations for integrated information flow. Findings – The research finds that CN management is enhanced when flow integration for industrial firms is skill, project, agreement and relationship oriented. The investigation also finds that CNO flow integration could be enhanced when industrial firms confront and prioritise schemes for fluidity prevention, systematised templates, procedural prompts, implementation checklists, confidence building, issuance policies and concern separation. Originality/value – The major contribution of this paper is an exposition on priorities for integrated information flow within CNs. It also offers insights that suggest industrial firms can boost the performance of their CNOs by: working in small knit highly skilled teams, tactically implementing manufacturability and marketability programmes, strategising their production contracts and strengthening their company-customer-supplier ties.

Purpose – The purpose of this study is to examine whether discrete event simulation (DES) can be equally utilised in the design phase of the architecture, engineering and construction industry (AEC) projects to achieve a more efficient facility layout. Facility design is a complex process involving diverse disciplines, tasks, tools and events. Integrating key participants involved in the design generally leads to a more satisfied end-user. The AEC thoroughly examined different approaches to enhance this integration through improved communication, visualisation and coordination among the different project participants. DES has been used extensively as a tool for analysis and evaluation, especially during the construction process. Design/methodology/approach – A facility planning framework is illustrated that combines both qualitative and quantitative analysis to achieve a performance-driven design. An investigative qualitative research approach is used to determine the design criteria and performance metrics based on the end-user and authority requirements. This approach is achieved by conducting critical reviews, surveys, focus groups and interviews. The research findings and collected data are used to perform a quantitative analysis to determine the effectiveness of the proposed design if constructed using DES. The potential of the method is shown through a case study to design a mall parking facility. Findings – The case study illustrated the capability of DES to improve construction design by comparing the artificially designed facility following the proposed framework to an existing facility. Increasing customer satisfaction by enhancing safety, minimising waiting time and maximising parking spot availability were the performance metrics used to evaluate the designs. DES was used as a tool to measure these criteria. Utilising DES in facility design increased resource utilisation and resulted in a safer layout that satisfied the end-user, client and authority requirements. Originality/value – Previous studies focused on integrating other modules such as energy, HVAC, lighting, acoustics and life cycle analysis to achieve a performance-driven design. The overwhelming majority of the literature focused on the use of DES for improving construction operations. Research literature about integrating DES as a tool for concurrent life cycle design was scarce. This research demonstrated that DES is an effective method and a vital key for determining the facility’s operational efficiency after construction.

Purpose The blue ocean strategy refers to how rebuilding the inputs that customers value in the designing of a new value curve fundamentally requires a four field of action structure: reduce, eliminate, create and raise. However, this does not propose a methodology to identify these fields of action. Hence, the purpose of this study is to present importance-performance analysis (IPA), as a support tool to identify these fields of action given their relevance and utility to managers. Design/methodology/approach The 101 ex-customers of health club answered a survey to determine the cut-off boundaries for IPA, and therefore, maximising the discriminatory power of the logistical regression model. This correspondingly incorporated the evaluation of both the area below the receiver operating characteristic curve (ROC) and the adoption of coefficients for concordance and correlation. Findings The research results demonstrate the need to concentrate efforts on the attributes of: price, responses to complaints, emergency procedures, innovative services, changing rooms, support for selecting the activities members choose to undertake and an appropriate number of members per activity. With low levels of performance and importance, are candidates for elimination, specifically, the availability of specialist appointments, member socialisation activities, maintaining memories of members, bar services and services for children. Originality/value The contribution: presenting an IPA methodology applicable to identify the fields of action recognised by the blue ocean strategy as the literature currently only covers concrete situations in which organisations achieve success through reducing, eliminating, creating and elevating and does not set out any methodology to identify those same fields of action; the definition of the cut-off points in IPA based on the ROC curve, which is a more rigorous and exact statistical method than that applied in other studies; the study population, the ex-customers, who not only represent a very important source of latent demand but also because ex-customers are likely to return more impartial.

The aim of the article is to provide answers to two research questions. Firstly, what in business practice is needed to convert a contact into beneficial relationship. And secondly, whether numerous personal contacts, the so-called “connections” are sufficient to achieve sustained success in creating business relationships. The authors responded the questions by using the results of research conducted among 419 companies. As a result they proposed a scheme of the development process from contact to a beneficial relationship. Introduction Relationships are formed between entities conducting business as an effect of repeated interactions. Although crucial to the business, the notion of relationships is often not entirely understood, due to the fact that relationships are not limited to formal relations between companies. In practice of running business, relationships are seen as a remedy for the lack of opportunities for the development of the company, ensuring the expansion and success of the business. This, in turn, promotes the belief in the need to establish numerous contacts, which then have to transform into relationships being the source of many benefits. But in practice the transformation of contacts into relationships is not so simple. Hence, two research questions arise, the answer to which will be given by this article. First, what in practice of doing business is needed to transform a contact into a beneficial relationship? Second, are numerous contacts, i.e. so-called “connections” sufficient to achieve sustainable success in building business relationships? This paper will present the results of the research conducted among 419 companies of different sizes in Poland. The research “The global and local dimension of business networks” was carried out from November 2014 to June 2015. The structure of the analysed companies corresponds to the general structure of companies in Poland – 87 percent of them are small and medium-sized companies (the remaining 13 percent are large entities) and 74 percent are private entities with national capital. In the survey, we asked the representatives of management of companies about the characteristics and benefits of relationships connecting their companies with their most important key customers and key suppliers. This enabled indication of the essential conditions necessary for the creation of beneficial relationships. The essence of relationships between companies A relationship is a phenomenon that is formed during a long time and is developed through repeated interactions between entities [Easton, 1992]. Thus, a relationship is defined as an interdependent process of continuous interaction and exchange between at least two entities within a business network [Holmund, Törnroos, 1997] or as a mutual orientation of two companies towards each other, which means that the companies are prepared to work together and expect such actions from each other [Johanson, Mattsson, 1987]. During the process of development of a relationship, the entities create strong and wide, social, economic, service, and technological bonds, in order to reduce total costs over time, and to increasethe added value, thus achieving mutual benefits [Anderson, Narus, 1991]. An important characteristic of relationships is the fact that they need a longer time to be formed. The emergence of a relationship takes time and effort on the part of both entities [Forsgren, et al., 2015, Håkansson, Ford, 2002, Szymura- Tyc, 2015]. A long-term nature can be described as a reciprocal expectation on the part of entities that the relationship will continue [Ratajczak-Mrozek, 2009], although unexpected events can always lead to its break. Another typical features describing the real relationships, as opposed to usual contacts, include trust, commitment, and also loyalty [Leszczyński, 2014, Morgan, Hunt, 1994, Farrelly, Quester, 2003]. These features are related to the concept of the quality of a relationship, taking into account that from the perspective of the company, not every relationship is equally important. Relationships are developed only with a limited number of entities [Håkansson, Waluszewski, 1992], and there is also the claim that an average company has ten important relationships [Håkansson, Henders, 1992], and a limited number of relationships stems from the investments that are required in order to develop them [Ford, Håkansson, 2006]. These investments involve commitment of resources, including financial resources, as well as time. The assumption concerning a limited number of important business relationships means that the interactions themselves may or may not lead to the development of a relationship [Blois, 1997]. Hence, more important is the question about the conditions of transferring individual interactions, embodied by the network of one-off contacts, into relationships that bring benefits. Key features and benefits of relationships between companies To answer the question on what is necessary to transform a contact into a beneficial relationship in practice of running the business, the answers obtained from 419 companies, as mentioned above, have been analysed. The method applied involved a survey delivered by post and via the Internet, with both questionnaires including the same research questions, and the companies could receive the questionnaire only once. The address list has been prepared on the basis of a nationwide company database Kompass Poland, and the sampling frame included companies from all around Poland, representing all sectors and all sizes of companies. The sample was selected at random. The return rate of 11.8 percent was obtained in the case of surveys by post, and 2.4 for Internet surveys, which led to the total of 419 responses. The questions about key relationships of companies were answered by the representatives of management, which was to provide representative opinions on important relationships from the perspective of the entire company. In the first phase, the characteristics of relationships have been analysed (see Figure 1), which enables identification of the most important areas distinguishing the relationships from all contacts of the company, and allows to indicate what is necessary to convert contacts into relationships. It is widely believed that the formation of relationships takes time. The presented research confirms this dependency. For a relationship to be established, it is essential to develop informal standards of cooperation and trust, and it usually takes time. What is more, the fact of building trust is proved not only by the duration of interactions, but also by the conviction about the long-term attitude of the partners towards joint activities. It must be emphasised that these conditions apply both to the relationships with customers, as well as with suppliers. Also the quality of what is going on in the course of cooperation is important. A relationship connected with routine assignments once in a while will not necessarily bring a wide spectrum of benefits. Among other things, the transformation of a contact into a relationship can be accelerated by a frequent and regular cooperation. Whereas, it is essential for this frequency to be related not only with keeping contacts, but with actual offering of benefits. The research conducted shows that each time 59 percent of relationships, both with key customers and suppliers, is based on the economic calculation (not excluding, however, at the same time, the importance of other factors), which indicates that the relationship is not only an idealistic vision of cooperation. Generally, the companies guided by maximising profits are looking for the most economical and financially beneficial solutions. Thus, the question arises, what might be the motives of the companies to maintain the remaining 40 percent of relationships? If in their case the most important is not the simple economic calculation, than they must be associated with other than strictly direct financial benefits. Relationships can bring not only financial benefits but also imply the improvement of flexibility and speed of operation, reduction of transaction costs, risks, and uncertainty by the creation of routine proceedings, unwritten principles of cooperation, trust and mutual adaptation. As a consequence, the closer the cooperation is, the more difficult it becomes to change the partner. On the other hand, if for almost 60 percent of the companies the economic factor plays an important role, in their case it can mean either the lack of place for other reasons to build relationships or the lack of differences in the perception of the existing key business partners. The latter creates a special market opportunity for those companies, that have already possessed the ability to build long-term business relationships based on non-financial factors, as it allows to stand out against the closest competitors. In this context, the research conducted showed the main benefits achieved by the companies thanks to relationships with key customers and suppliers, which is the second stage of the research (Figure 2). Apparently, there is a certain group of common benefits for all relationships, regardless of the type of a partner. They are related to the widely understood development (which may be supported in terms of economics, technology, competence, reputation), creation of new products, trust, and risk mitigation associated therewith. Moreover, in the case of key customer relationships, there are benefits associated with sales – directly, its growth and factors supporting it (recommendations and prestige). In turn, in the case of relationships with key suppliers, there are benefits related with the costs of operation (directly, reduction of costs, greater flexibility, and an increase in the margin). The broad range of benefits achieved by relationships at the same time indicates the key condition that must be satisfied to convert the contacts into relationships. If one of the parties does not achieve benefits, it means that there is no interest in the development of long-term and close relationships. In such a case, the relation is a rather forced contact (for example, due to the lack of alternatives in choosing a supplier, impossibility of allowing oneself to lose the customer providing revenues). Hence, for a contact to result in a relationship, it is necessary to appropriately identify and offer benefits sought by the other party. Speaking of relationships, the importance of having connections in the business is often emphasized. Meanwhile, the research conducted shows that the personal contacts are of a limited importance and in the absence of significant benefits, business relationships gradually erode. Bearing in mind the respondents’ answers, it should rather be stated that it is the effort made in the longer period to maintain mutually beneficial relationships, including frequent contacts with customers, that promotes the widening and deepening of the existing connections, which consequently sometimes also have the chance to be continued on the business and non-business grounds. In the above situation, contacts between people play a role in creating quality of the already existing relationships. It will be expressed in the way of communication, the depth and scope of cooperation, the distinguishing feature of which will be, in particular, the informal, direct and quick solving of emerging conflicts of interest or current problems. It should be remembered that the condition for this is the presence of benefits valued by both parties. Otherwise, the effort made sooner or later will begin to be perceived by one or the other side as unjustified. It is worth to note here that due to the dominant share of financial benefits in business relationships indicated in the research, the time horizon within which the parties assess the relationships, can be relatively short. And this in turn may affect the growth of their dynamics, and can cause their low resistance to changing conditions. Therefore, as indicated above, numerous contacts do not have to convert into numerous and durable relationships of the company at all. Wide personal contacts are good as a starting point, enable breaking through formal barriers associated with complex organisational structures or the lack of resources, and establishing the first contact between the companies, but not necessarily translate into real and beneficial relationships. On the other hand, business relationships do not have to be permanent, especially if they are based only on achieving financial benefits. The process of developing a contact into a beneficial relationship Building relationships takes time and requires orientation towards a long-term cooperation. For a contact to develop into a relationship, one needs to remember about the benefits that can be offered and which are important to the future or existing partner. But such benefits cannot be provided to all customers and suppliers, thus, it is important to be selective. It does not mean being closed to new contacts, on the contrary. It is important, however, to search for such contacts for which a high potential to build relationships based on mutual benefits can be indicated. Selectivity is not just a matter of choosing of those with whom direct contacts will be established, but relates also to the scope of time and effort necessary to be borne in order to transform particular contacts into established relationships. It may be considered that the expected benefits will be greater in the case of sustained involvement in several selected contacts and building business bonds with them, than in the case of blind devotion to establishing numerous contacts, and then making cursory attempts to “build relationships” with everybody. In this context, a considerable involvement of time and resources in building bonds with customers and suppliers that are guided only by the economic calculation (in this case the only criterion will always be a lower price), who, guided by undisclosed premises showed a lack of loyalty or turned out to be opportunist entities, who value immediate benefits more than long-term cooperation, may be found doubtful. Based on the survey, several key conditions necessary for the transformation of the established contact with a potential partner into a long-term beneficial relationship can be distinguished. They include the selectivity in relation to contacts, focusing on the target group (not – the more the better), discovering of this group and offering significant benefits to them, and then devoting time and keeping appropriate frequency of contacts. At the same time, these conditions are reflected in the process of developing relationships, which can be divided into four main stages, as shown in Figure 3. How might this process look like in practice, for example, in relation to a company providing B2B (business-tobusiness) services? The first stage can pose some difficulties, especially when one does not have extensive““connections”, and the target group, which can be offered the most benefits, while maximising one’s own, has not been precisely defined. After gaining interest in a potential partner that meets certain criteria, where the personal contacts can turn out to be helpful, the company oriented towards building longterm relationships will be more focused on awakening and increasing confidence than on maximising their financial benefits in the short-term. Due to the lack of previous experience in working together, and the risk associated therewith, the first contacts may be limited to rather small assignments. The development of the relationship at this stage will be promoted by considerable commitment, frequent contacts between people, ensuring that certain benefits have been achieved, which in turn should build trust, which will allow for the continuation of cooperation and obtaining new, possibly larger assignments. They will be an opportunity to strengthen cooperation, mutual matching, simplifying and making the operations more routine, which will greatly reduce the costs incurred and will improve the profitability of orders. In turn, a well-established cooperation will promote building relationships aiming at achieving objectives other than purely financial (Figure 2). Summary and managerial implications The suggestions presented in this article are not a guarantee of success and building beneficial, long-term relationships with every business partner. The results of the research indicate, however, that the orientation towards the simultaneous achievement of financial and nonfinancial benefits by both sides of the relationship is not common, and therefore, it may become a significant factor differentiating the company from others operating on the given market. Above all, however, this will require time, added value offered to the other partner, selection of and concentration on the most prospective partners, and effort spent on searching for mutually beneficial solutions and maintenance of proper daily contacts. Sometimes, despite the efforts undertaken, there may appear disappointment, frustration and discouragement. This is due to the fact that the assessment of the benefits arising from business relationships may change together with changing circumstances, and even despite the best efforts of one of the partners, the overall balance of benefits may lead the other party to decide to terminate or limit the existing relationship. Potential benefits of permanent business relationships, indicated by the surveyed respondents, however, are high enough to fully justify this effort. On the other hand, it may be so large that despite its efforts the entity will be able to create only few or one strong relationship with its business partner. It is, therefore, recommended for this partner to be significant or at least with a large development potential. It is important to recognise that a personal feeling and gaining a direct contact to a decision-maker of a potential business partner does not necessarily mean that there will be a commercial transaction completed, and even more, that one managed to establish a lasting business relationship. As shown in the article, there is still a long way to go, and requires crossing a number of stages of the defined process of developing the contact into the beneficial relationship.

Purpose The purpose of this paper is to review the past, current and future trends in empirical research and theoretical insights into online relationship marketing. Design/methodology/approach Review over 100 empirical and theoretical studies in the online relationship marketing from top marketing and management journals. Findings This paper examined three areas pertinent to online relationship marketing: first, the evolution of online relationship marketing from pre-1990s to the present, which offers a temporal snapshot of changes in and an overview of the critical components that make up the structure of online relationship marketing; second, key theoretical perspectives are underlying the development of online relationship marketing; and third, empirical insights into online relationship marketing. In general, online relationship marketing has evolved from customers being passive receivers of online information and services to active co-producers and value co-creators. Research limitations/implications The paper identifies future research areas, including multiple layers of interactions, use of new technologies and platforms and the dark side of online communications. Originality/value The authors dedicated summary tables for each area, highlighting key findings, which in turn suggest a series of managerial recommendations for facilitating efficient, effective buyer–seller interactions and maximising firm performance in relation to online relationship marketing.

PurposeThis paper responds to a range of theory and industry reporting, to provide an informed narrative which explores the current state of accessibility at UK festivals for people who are Deaf or disabled and the potential implications of developments in ICT for enhancing design, marketing, operations and performances across all phases of festival delivery, in order to improve inclusivity and accessibility. To this end, the paper addresses the following question: What do representatives of the UK live music industry perceive as barriers to accessibility and exemplars of current best practice for music festival attendees who are Deaf or disabled? What do representatives of the UK live music industry consider as the role of ICT to increase accessibility for music festival attendees who are Deaf or disabled?Design/methodology/approachPrimary research focused on supply-side considerations with a sample group of 10 UK live music industry professionals. The scope of the research was limited geographically to England and by artform to open-air music festivals, venues which host some music festival provision and a Sector Support Organisation. Open questions elucidated qualitative information around; awareness of accessibility and inclusivity initiatives; potential for co-creation; non-digital improvements; current technological influences; and potential digital futures for accessible “live” experiences. A conceptual framework was constructed and semi-structured face-to-face interviews were carried out with six respondents, and four respondents completed a structured, self-administered e-mail questionnaire.FindingsFindings include: ICT can facilitate enhanced dialogue with existing and potential audience members who are Deaf or disabled to both; reduce existing social exclusion (Duffy et al., 2019) and improve the visitor experience for all attendees. All respondents agreed that physical enhancements are important and some mentioned communications and customer care. Respondents reported increasingly ambitious usages of ICT at music festivals, which may support suggestions of a virtual experience trend (Robertson et al., 2015). Online ticketing systems have potential to grant equal functionality to people who are Deaf or disabled, as recommended by the Department for Culture, Media & Sport (2015). Respondents broadly welcomed the potential for positive impacts of ICT on increasingly accessible live experiences at music festivals which retained a sense of authenticity and “liveness”. Challenges around “as live” ICT-derived experiences were identified including risks of creating second-class experiences for Deaf and disabled attendees.Research limitations/implicationsThe limitations of this case study include the small sample size and limited scope.Practical implicationsPromoters should: consider further developing the co-creation of accessibility initiatives, utilising ICT to both deliver improvements and engage with potential audience members who are Deaf or disabled. Seek to pro-actively recruit staff members who are Deaf or disabled and significantly increase their programming of performers who are Deaf or disabled. Consider reviewing their ticketing processes for music festivals, to identify accessibility challenges for audience members and implement appropriate ICT-based solutions. Consider maximising accessibility benefits for audience members who are Deaf or disabled from existing ICT provision on site and explore additional bespoke ICT solutions at music festivals.Social implicationsAdopting the best practices described across the festival sector may improve inclusivity for disabled people at music festivals and other events. Event management educators should consider reviewing provision to ensure that best practice is embedded around accessibility for audience members who are Deaf or disabled. Additional public funding should be provided to drive ICT-derived improvements to accessibility for audience members who are Deaf or disabled at smaller-scale music festivals. Further research should be considered around inclusive approaches to digital experiences within a music festival environment for audience members who are Deaf or disabled and tensions between accessibility and notions of “liveness”.Originality/valueThe “snapshot” of digital aspects of accessibility at UK festivals within this research is of particular value due to paucity of other research in this area, and it's narrative from varied industry professionals. The paper makes recommendations to promoters, academics and public funders, to attempt to advance inclusion (or at least to mitigate current exclusion) and identify directions for future research into accessible digital experiences at music festivals for people who are Deaf or disabled.

This thesis reports on a study that examined customer accounting (CA) in Australian companies. The broad aims of the thesis are to develop an understanding of the organisational role played by CA practice and the role accounting plays in providing information about a firm's customer base. Three empirical phases have been undertaken in the study. The first phase involved exploratory interviews with accountants and marketers from a number of Australian firms. The second phase comprised an in-depth case study that involved the development of a segmental customer profitability analysis in a major Australian telecommunications company. The third empirical phase involved the administration of a survey questionnaire to chief accountants and marketing managers from a number of large Australian companies. A number of significant findings are reported and include: (1) A level of CA practice has been observed that is reasonably in line with what was anticipated based on the minimal previous academic interest in this area. (2) There appears to be a potential for further CA development in Australian companies. (3) The interview findings identified 'short-term tactical decisions' and 'focus attention on maximising customer value' as the two most important organisational roles CA may play. (4) CA systems were found to provide important information for marketing resource allocation decisions, customer retention decisions, customer service management decisions and customer pricing decisions. (5) The main barriers to CA implementation identified during the segmental CPA case study and exploratory interviews concerned information technology and data acquisition problems. This finding was supported by the results of the survey questionnaire phase of the study where in addition to these two barriers, 'other competing organisational priorities' was rated highly as an impediment to CA system development. (6) Some support was found for the proposed relationships between CA and the contingent factors of company size, customisation, and organisational structure. (7) Limited support was found for the proposed positive association between CA systems and competition intensity and marketing orientation. (8) No support was found for the proposed relationships between perceived environmental uncertainty, organisational strategy, organisational performance and CA systems. (9) Customisation was the only contingent factor found to have a significant impact upon the potential of CA to aid management.

This thesis reports on a study that examined customer accounting (CA) in Australian companies. The broad aims of the thesis are to develop an understanding of the organisational role played by CA practice and the role accounting plays in providing information about a firm's customer base. Three empirical phases have been undertaken in the study. The first phase involved exploratory interviews with accountants and marketers from a number of Australian firms. The second phase comprised an in-depth case study that involved the development of a segmental customer profitability analysis in a major Australian telecommunications company. The third empirical phase involved the administration of a survey questionnaire to chief accountants and marketing managers from a number of large Australian companies. A number of significant findings are reported and include: (1) A level of CA practice has been observed that is reasonably in line with what was anticipated based on the minimal previous academic interest in this area. (2) There appears to be a potential for further CA development in Australian companies. (3) The interview findings identified 'short-term tactical decisions' and 'focus attention on maximising customer value' as the two most important organisational roles CA may play. (4) CA systems were found to provide important information for marketing resource allocation decisions, customer retention decisions, customer service management decisions and customer pricing decisions. (5) The main barriers to CA implementation identified during the segmental CPA case study and exploratory interviews concerned information technology and data acquisition problems. This finding was supported by the results of the survey questionnaire phase of the study where in addition to these two barriers, 'other competing organisational priorities' was rated highly as an impediment to CA system development. (6) Some support was found for the proposed relationships between CA and the contingent factors of company size, customisation, and organisational structure. (7) Limited support was found for the proposed positive association between CA systems and competition intensity and marketing orientation. (8) No support was found for the proposed relationships between perceived environmental uncertainty, organisational strategy, organisational performance and CA systems. (9) Customisation was the only contingent factor found to have a significant impact upon the potential of CA to aid management.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Abstract This paper introduces a new approach: Value Chain Thinking or VCT. VCT involves chain members collaborating to understand, create, deliver and share value as defined by shoppers and consumers. The aim of collaboration is that the value chain improves its effectivenes(maximising the opportunities for creating value) and its efficiency (creating and delivering that value at least cost and with minimum wastage). In this way, collaboration increases the size of the pie, and so chain members collectively can increase the size of each of their own slices without needing to reduce someone else's. VCT increases chain members' incomes by sharing the higher returns which come from: (1) Increasing revenue into the chain through understanding market opportunities, and cooperating to focus on creating and delivering what these opportunities require; (2) Reducing waste by tracing and tackling the root causes of waste across the chain; and (3) Everyone being a better supplier to their customers (more reliable and more consistent), and so avoiding the need to compete with other suppliers on price alone. The paper also provides case studies on which VCT can be applied and also tips on how to apply this new approach.

Innovation in the field of industrial digital technologies (IDTs), the physical assets of Industry 4.0, continues apace. Other chapters in this handbook describe many examples of the diverse spectrum of IDTs on offer and in practice. The potential benefits of IDTs in enhancing productivity and competitiveness in the manufacturing value chain are much promoted by vendors, but to a lesser extent by academics and researchers, and even less so by suppliers, manufacturers, and customers. This chapter considers the reasons why adoption of IDTs has been slow in many industrialised countries, including the UK, and sets out a business-led approach to maximising productivity and competitiveness in the manufacturing value chain.