Alderson’s General Theory of Marketing: A Formalization

Hunt, Shelby D.; Muncy, James A.; Ray, Nina M.

doi:10.1007/0-387-28181-9_26

Cited by 25 publications

(27 citation statements)

References 6 publications

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“…These taxonomies were based primarily on classic economic concepts of form, time, place, and possession utility. More recent portrayals of customer and demand focused and supply focused activities appear in Hunt et al (1981), Day (1994), andSrivastava et al (1999). A synthesis of this body of literature leads us to define demand side activities as relating to individuals and processes both inside and outside the focal organization that are responsible for generating and maintaining demand, and supply side activities relating to the individuals and processes both inside and outside the focal organization for managing operational areas that support and supply the products and services necessary for demand fulfillment.…”

Section: A Framework For Demand and Supply Integrationmentioning

confidence: 96%

Demand and supply integration: a conceptual framework of value creation through knowledge management

Esper

Ellinger

Stank

et al. 2009

J. of the Acad. Mark. Sci.

273

310

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Strategy identifies two primary sets of processes through which the firm creates value for its customers by moving goods and information through marketing channels: demand-focused and supply-focused processes. Historically, firms have invested resources to develop a core differential advantage in one or other of these areas-but rarely in both-often resulting in mismatches between demand (what customers want) and supply (what is available in the marketplace). This paper suggests that successfully managing the supply chain to create customer value requires extensive integration between demandfocused processes and supply-focused processes that is based on a foundation of value creation through intraorganizational knowledge management. Integrating demand and supply processes helps firms prioritize and ensure fulfillment based upon the shared generation, dissemination, interpretation and application of real-time customer demand as well as ongoing supply capacity constraints. We draw upon literature in marketing, logistics, supply chain management and strategy to introduce a conceptual framework of demand and supply integration (DSI). We also offer insights for managerial practice and an agenda for future research in the relatively under-researched, but strategically important, area of demand and supply integration.

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Section: A Framework For Demand and Supply Integrationmentioning

confidence: 96%

Demand and supply integration: a conceptual framework of value creation through knowledge management

Esper

Ellinger

Stank

et al. 2009

J. of the Acad. Mark. Sci.

273

310

View full text Add to dashboard Cite

show abstract

“…The institutional advantage of matching rests with the degree to which such a matching process can reduce discrepancies of assortments of offerings and wants and thus the overall transaction costs of searching and sorting (Alderson 1957(Alderson , 1965Fisk 1967;Hunt, Muncy, and Ray 1981;Reekie and Savitt 1982;Dixon and Wilkinson 1982;Priem 1992). Table 4 presents a simple illustration of some possible intermediary matching roles for the discrepant markets shown in Table 3.…”

Section: A Model Of Generalized Exchange a Matching Process And A Tmentioning

confidence: 99%

Market Mechanisms and the External Benefits of Consumption

Cadeaux

2000

Journal of Macromarketing

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The consumption or use of a number of goods and services can yield real benefits to nonusers. The consumption of goods yielding external benefits differs from several related phenomena-notably, meritorious behavior, the production and use of public goods, the reduction of negative externalities, and the possibility of consumption surprises. Many goods and services that yield external benefits constitute sets of differentiable substitutes. Furthermore, potential third-party beneficiaries may hold not only diverse preferences for external benefits but also diverse preferences for the alternative goods and services that create these benefits. Finally, markets, if restricted to simple bilateral exchange structures, can mistakenly appear to fail in the case of external benefits. These observations lead to the development of (1) an analytic framework addressing heterogeneous supply and demand and incorporating generalized exchange structures and (2) a typology of market situations for external benefits of consumption that suggests several alternatives to conventional public policies.

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“…Alderson (1957Alderson ( , 1965 further states that an organization may withstand competition at its core, even while yielding market share at its fringe. Thus, the organization competes at both levels; competition at the fringe, since it is operationally riskier, must offer some profit potential to justify the loss of differential advantage to the firm (Alderson 1957(Alderson , 1965Hunt et al 1981;Hunt 1983). Alderson's (1957) hypothesis may be extended from assessment of organizational portfolio management to retail evolution by examining the phenomenon of the 'polarity of retail trade'.…”

Section: Darwinian Evolution (National Selection)mentioning

confidence: 99%