مدیریت لجستیک معکوس به منظور افزایش پایداری بازاریابی صنعتی
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|1439||2012||10 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Industrial Marketing Management, Volume 41, Issue 4, May 2012, Pages 589–598
In this paper, a sustainable industrial marketing framework of latest requirement of green and sustainable operation is proposed. When literatures in strategy, marketing and operation have provided insight about the efficiency of reverse logistics and business value for the customer, the interrelationship is still under explored. This raises the question whether manufacturers could determine ecological friendly strategies to address their customer's environmental conscious needs and design the suitable solution to strike the balance between ecology and economics. Based on the case study of a medical product manufacturer, this study addresses this question by investigating how manufacturers identify the problem of reverse logistics; design and develop of sustainable product and service by enhancing the efficiency of operations, and market competencies that add value to their customers' business processes. Within the strategy for designing for effective reverse logistics, these findings contribute to understand the use of information system and technology for reverse logistics to enhance the customer's business process and provide value-added process for customer retention.
The increasing concern about environmental and energy conservation leads enterprises to rethink about their market position; reformulate the strategy and reengineer the business process. A recent survey showed that around 82% of respondents are willing to increase spending on green marketing (Environmental Leader LLC & MediaBuyerPlanner LLC, 2009) because the enterprises realize the opportunity to sell the product at a higher price due to the green image and social responsibility. In the past decade, most enterprises found that it is not economic to remanufacture, recycle or refurbish and enterprises struggle and strike for the balance between economic and ecology. As there is a high price related to climate change or global warming, legislation has been enforced to request manufacturers to take back the sold product and reduce carbon footprint. Enterprises realize the need of developing green competence to have effective and efficient reverse logistics. As remanufacturing can reduce the waste and landfill space and save energy, in certain cases, it may be more cost effective for remanufacturing rather than producing the product from raw material. Sharma, Iyer, Mehrotra, and Krishnan (2010) devised the strategy of reducing surplus supply and reducing reverse supply to achieve sustainable environment. From an operational point of view, to manage the value of reverse logistics system, plant manager may base on volume and use plant managed and process control approach for managing ferrous scrap reverse networks. The barrier for enterprises to implement green movement is due to the complexity in interrelated issues in ecology, incomplete information, lack of expertise and commitment, and lack of disparities between regions and industry (Peattie & Ratnayaka, 1992). Enterprises mainly concern about the marketing and promotion before sales and they may usually ignore the roles and responsibility of green marketing after sales which can further improve a company's reputation and the loyalty of green customers. From the strategic point of view, it is important to explore the value proposition of customers and operational benefit of companies. However, the top management usually faces the dilemma of advocating green movement as the cost and benefit is difficult to be evaluated and correlation among various factors for sustainable industrial marketing is unclear. The objective of this research includes strategic and operational aspects. For strategic aspect, the objective is to analyze the main contributors for sustainability of industrial operational management. The operational goals of this study are to identify the daily problem faced by industry and analyze the cause of the problems. Through comprehensive literature review and case study, a sustainable industrial marketing framework is proposed and eight propositions are derived from the discussion. In order to solve the problem, corresponding solution is suggested to enhance the performance and efficiency of reverse logistics. The managerial implications are discussed and a direction for future research is listed in the Conclusion. The significance of the paper is to develop a framework that explores how green marketing affects sustainable operations management which mainly focuses on the domain of business-to-business marketing. Based on the comprehensive study of recent work of researchers in sustainability development, several propositions are derived. The propositions developed in the framework can be used as a guide for further empirical research. The case study can also provide potential contribution to the body of knowledge in sustainable supply chain operations. The study about how company detects the problem by identifying symptoms to formulate the strategy and develop solutions to the problems and finally to measure the effectiveness of the implemented solution can provide insight for industrial practitioners and researchers for the financial, policy and operational aspects in reverse logistics programs. The managerial implications are discussed and the future work is listed for researcher's further study.
نتیجه گیری انگلیسی
A framework of green and sustainable marketing has been proposed. The proposed framework mainly constitutes of four constructs which are green market analysis, green market development, sustainable operations management and customer acquisition. Based on the case study, challenges and difficulties faced by the OEM have been identified and the potential solution and performance measurement of reverse logistics have been suggested. The paper is limited in its extent of addressing the detail issues of KK company as it is a business entity with strict disclosure practices (hence it is unlikely to analyze some internal problems of their operations). However, the research team has attempted to circumvent this limitation by appraising the general reverse logistics problems that all companies in KK companies are exposed to. Given more information and a longer planning horizon, the issues could be analyzed in a more sophisticated and dynamic manner, possibly delving into modification heuristics to fit the evolving business conditions. In future research, a confirmatory factor analysis can be performed to analyze the measurement properties of the four constructs to determine how well the items represent the latent factors. The next step would be performing examination of the propositions put forth. More case studies of other industry sectors can be conducted. Also other methods can be employed for empirical investigation in the future. For instance, empirical test can be done in a larger scale facilitated by surveys so as to enhance research validity. The literature contributed much more to the understanding of the situations in the United States and Europe. Emerging economies in Asia and other regions deserve more research in sustainable development as they go through rapid industrialization while addressing environmental and social concerns. This paper is one of the few theoretical explorations in the research area, and opens up opportunities for further research. Unlike most case studies which concentrate on high-growth companies or single factor, the case study of this paper attempts to look into the in-depth operational problems, as well as symptoms and causes of the problems. A novel framework which contains the major elements of sustainable industrial marketing is proposed and eight propositions are derived from case observation and discussion. They suggested a solution that facilitates the creation of a lean reverse logistic operation through strategic coordination of marketing, production and logistics.