Customer flow: evaluating the long-term impact of marketing on value creation
Purpose: The purpose of this paper is to construct a system of indicators that will allow firms to evaluate the long-term results of their marketing activities along the value chain. Design/methodology/approach: The paper integrates the concepts of network relationships, value chain management, and customer lifetime value (CLV). The authors use participative inquiry and case studies to validate and clarify the model. Findings: The authors develop the customer flow conceptual model and propose a sequence of actions to translate it into measures and indicators that will allow firms to understand their role in the creation of sustainable value. Using this model, the authors conduct comparative analyses of the acquisition and retention strategies of a multinational firm in the European and Russian markets. The results provide a crucial justification for new directions in future long-term marketing activities. Research limitations/implications: The model is validated in two cases in different industries. Further research is required to examine the implementation of suggested tools in different industries. Practical implications: The model was simplified for a practical application and indicators for future monitoring process and customer flow management were developed. Originality/value: The authors developed the concept of customer flow to assess the long-term results of marketing activities and to emphasize the difference between managing new and existing customers. New performance metrics are proposed based on customer flow and its structural characteristics. This allowed comparing of acquisition and retention strategies of the same company in different markets and reveals the crucial differences between the marketing strategies prevailing in Russia and those in Europe. The authors have demonstrated how the concept may help firms to develop and implement successful strategies.
This paper proposes a conceptual approach to take into account both short-and long-term effects of marketing activities in enterprises across the value chain and developed a set if new indicators that allow for the analysis of the contribution of companies involved in creating value for customers in the aggregate terms across the value chain. This paper integrates the concepts of network relations, value chain management and inter-firm marketing effort that focus on customer orientation. Based on this conceptual basis we propose a sequence of actions that can translate these concepts into measures and indicators that allow a firm to understand their role in creating sustainable value. These measures are then validated through the analysis of customer orientation marketing approach.
Multi- and interdisciplinary nature of the supply chain management and modern logistic strategic potential define logistical context of a business model.
Some implications have been made based on the reviewed articles about logistics and business models. (1) It is evident that authors have little agreement about logistical challenges in business models that can be explained by lack of unity in understanding the business model concept. (2) Logistics and business models are interrelated. Logistics influences efficiency, results and possibilities of a business model development. Moreover, a business model defines requirements for logistics. (3) Significance of logistics in a business model is determined by the object of logistics which is an aggregate of interrelated material, information and financial flows. The system of material flows ensures management of information flows in the value chain. This in turn is a basis of fair distribution of financial results between supply chain partners.
The author uses a consolidated definition of a business model as an object that deals with assessment, creation, distribution and supply of value to the client, and also with allocation of profit collected thanks to its acknowledgement on the market. The researcher attempts to update logistics as an instrument of developing and applying a business model. It is emphasized that it has an unquestionable primary role in the chain to create, distribute and supply value to the client.
The author suggests and describes the model of a logistics business model and develops a system of indicators to evaluate and analyze logistics in a business model. The system of indicators can be used to complete two tasks. The first task is to evaluate logistical component of a business model to develop logistical strategy in a company. The second task is to analyze the results of logistical activity in the framework of a business model to understand the rationale to develop a new business model in a company.
Smoking is a problem, bringing signifi cant social and economic costs to Russiansociety. However, ratifi cation of the World health organization Framework conventionon tobacco control makes it possible to improve Russian legislation accordingto the international standards. So, I describe some measures that should be taken bythe Russian authorities in the nearest future, and I examine their effi ciency. By studyingthe international evidence I analyze the impact of the smoke-free areas, advertisementand sponsorship bans, tax increases, etc. on the prevalence of smoking, cigaretteconsumption and some other indicators. I also investigate the obstacles confrontingthe Russian authorities when they introduce new policy measures and the public attitudetowards these measures. I conclude that there is a number of easy-to-implementanti-smoking activities that need no fi nancial resources but only a political will.
One of the most important indicators of company's success is the increase of its value. The article investigates traditional methods of company's value assessment and the evidence that the application of these methods is incorrect in the new stage of economy. So it is necessary to create a new method of valuation based on the new main sources of company's success that is its intellectual capital.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management