Extending the supply chain: Integrating operations and marketing in the online grocery industry

Abstract

This study reports results from case studies of four Internet-ordering and home-delivery grocers and 2440 of their customers. Each grocer follows a different operations strategy as determined by choice of where to fulfill customer orders (from existing stores or from a dedicated DC) and by choice of delivery method (direct to the customer's home/office or indirect via customer pickup or third-party logistics provider). The survey data from customers are used to assess the degree of integration between marketing and operations and the relationship with customer behavioral intentions. The results indicate that eBusiness-, product-, and service-quality, all have a significant direct effect on customer behavioral intentions to purchase again. There is limited support for technology as a moderating factor. Finally, the relationships between the predictor variables and customer behavioral intentions differ across grocers. This supports the idea that grocers utilizing different operational strategies should focus attention on different facets of their business and provides insight as to where efforts should be directed. #

An examination of drivers and barriers to reducing carbon emissions in China’s manufacturing sector

“…This finding is in line with literature that suggests that a liberal return policy as an integral part of customer relationship management keeps customers satisfied and loyal and enables companies to benefit from customers' lifetime value (Boyer and Hult, 2005;Witt, 2008;Souiden and Pons, 2009). In other words, manufacturers who aimed at protecting their reputation through CEPs witnessed significant impact on product redesign capabilities.…”

Examining sustainability performance in the supply chain: The case of the Greek dairy sector

“…In general, supply chain management (SCM) is at the confluence of many disciplines and it is placed at the core interface between marketing, logistics and operations domains. This view is supported by most marketing, logistics, operations and SCM scholars (see Boyer & Hult 2005;Ellinger 2000;Jüttner, et al 2010;Lambert & Cooper 2000;Mentzer, et al 2001). To this end, SCM is defined as the "integration of key business processes from end user through original suppliers that provide products, services and information that add value for customers and other stakeholders" (Lambert & Cooper 2000, p.66).…”

Consumer-driven e-commerce

“…The destination can either be consumers' homes or, increasingly, their workplaces (McKinnon and Tallam, 2003). The mode of delivery can be in-sourced (using retailer's own vehicle fleet), outsourced to a third-party logistics provider (3PL) (Boyer and Hult, 2005), or crowd-sourced using independent contractors (Wang et al, 2016). When selecting a distribution channel, retailers need to trade-off between fulfilment capabilities, inventory levels , product availability and variety (Agatz et al, 2008), transportation cost (Rabinovich et al, 2008), and responsiveness (Chopra, 2003).…”

“…To illustrate the former, Chopra (2003), Boyer and Hult (2005), and Gevaers et al (2011) each produced their own lists of contingency variables. Regarding the latter, Boyer et al (2009), for example, performed a simulation analysis of two independent variables (consumer density and delivery window size) and one dependent variable (delivery cost).…”