Partner Relationship Management Research Articles

RETRACTED: PRM Scale: An Innovative Tool for Indian Automobile Sector

The research study aims at developing a reliable partner relationship management (PRM) scale specific to Indian automobile sector. The review of literature on PRM has revealed a need to develop such scale for more effective implementation of PRM practices with sound value-laden relationship between the manufacturer and the channel partners. Literature review is followed by questionnaire development through depth interview with some of the automobile manufacturers and channel partners belonging to the northern and southern regions of India. A questionnaire survey was carried out and a standard methodology was used consisting of exploratory and confirmatory factor analysis for analyzing data and ultimately for scale development. Findings of the study revealed PRM as a multidimensional construct comprising five factors, namely organizational structure, trust, commitment, customization and market orientation. These factors should be given the utmost importance for relationship enhancement among channel partners specifically in the Indian automobile sector. The novelty of the research work lies in proposing a reliable and valid measurement instrument for enhancing PRM effectiveness.

Integrating Knowledge Management and Relationship Management in an Enterprise Environment

INTRODUCTION Value creation strategies in the 21st century have shifted from product differentiation and operational efficiency to knowledge creation and relationship building across the value network. Knowledge management (KM) and relationship management (RM) are two sides of the same coin in gaining competitive advantages in the knowledge-based economy. The focus of relationship management has been on customer relationship management (CRM), which has helped companies to acquire and retain customers and increase market share and profitability. For businesses that have a high percentage of sales through indirect channels, such as the hightech industry (Tanoury & O'Leary, 2000), partner relationship management (PRM) has become an important business strategy in the sell-side relationship management. As procurement cost and suppliers' commitment to meet production requirements can drastically impact a firm's performance (Aberdeen, 2001; Lang, Paravicini, Pigneur, & Revaz, 2002; Carey, 2005), the upstream supplier relationship management (SRM) is equally important as the downstream CRM and PRM. Enterprise relationship management (ERM) is a business strategy that optimizes the relationships between a firm and its customers, channel partners, suppliers and alliance partners in order to maximize opportunities. Knowledge management is a value creation strategy that exploits the knowledge assets of an enterprise to achieve business goals. It is concerned with the creation, sharing and utilization of knowledge in an organization. The internal focus of knowledge management to improve product innovation and operational efficiency has shifted to an external focus of enhancing business processes across the extended enterprise. In particular, the application of KM to CRM business processes and the management of customer knowledge have received increasing attention both in academia and in business. The merging of KM and ERM yields two perspectives: the ERM-oriented KM (EKM) and the KM-oriented ERM (KERM). The focus of prior research in this area has been on the integration of KM and CRM. While different models have been proposed for customer knowledge management (CKM) and knowledge-enabled CRM (KCRM), there are no standardized definitions of these terms. A commonly accepted concept is that CKM deals with the processes of managing customer knowledge, whereas KCRM deals with the utilization of knowledge to improve CRM processes. Gibbert, Leibold and Probst (2002) described CKM as the management of knowledge from customers and emphasized CKM as the strategic process by which customers are empowered as knowledge partners. It proposed five styles of CKM that can be used by companies depending on the nature of their customers. Paquette (2006) described CKM as the processes that a firm employs to manage the identification, acquisition and internal utilization of customer knowledge. Su, Chen and She (2006) proposed a conceptual framework for an E-CKM model by incorporating IT into the CKM model. Eppler, Siefried and Popnack (1999) classified business processes by knowledge intensity and process complexity. High CRM process complexity implies a high degree of knowledge to pursue the process goals. KCRM is the enablement of CRM processes by knowledge across the operations of marketing, sales and service. Gebert, Geib, Rolbe, and Piernpp (2002) and Gebert, Geil, Kobe, and Brenner (2003) described a CKM model based on a research approach in business engineering developed at the University of St. Gallen. The term CKM used by the St. Gallen authors refers to both the CKM and the KCRM aspects in the context of this paper. The St. Gallen approach derives from the reflections about CRM (Derliyski & Frohlich, 2004; Zanjani, Rouzbehani, & Dabbagh, 2008), in which customer knowledge is applied to support CRM processes (Gebert et al., 2002; Bueren, Schierholtz, Kolbe, & Brenner, 2004). The St. Gallen concept of the CKM model describes the basic elements for successful knowledge management in customer-oriented processes (Gebert et al. …

PRM index: an innovative tool for measuring partner relational aspects in Indian automobile sector

This research work aims at developing a valid and authentic partner relationship management (PRM) index specific to Indian automobile industry. Review of existing literature reveals that majority of organisations have implemented PRM for building and maintaining value-laden relationship with their channel partners but no standard measure is available to evaluate how effectively PRM is being implemented and what can be the possible strategies one must formulate for utilising best benefits out of PRM practices. This study focuses on bridging this gap. Factors contributing towards PRM were identified through exhaustive review of literature followed by depth interview and questionnaire survey. A standard methodology for scale development is used followed by index development through case-based method. PRM has emerged as a multi-dimensional construct comprising factors namely, trust, collaboration, commitment, flexibility and knowledge management. The proposed index can be tested across other business and national contexts so as to judge its robustness. Effective use of PRM index will ultimately add value to the value chain of any company.

Maximizing buyer–supplier relationships in the Digital Era: Concept and research agenda

As technology continues to advance and new products emerge, the interactions between buyers and suppliers have changed. The management of buyer–supplier relationships has increasingly become more dependent on new technologies, such as Partner Relationship Management (PRM) systems and computer-mediated communications (CMC). Furthermore, when new technologies emerge, suppliers are expected to educate their buyers about the benefits of the technology, train them on how to use it, and aid with the integration of the technology into pre-existing work processes. Given these issues, this special issue of Industrial Marketing Management explores the changing nature of buyer–supplier relationships in the Digital Era. This article presents a snapshot of the changes in buyer–supplier relationships brought on by new technology, provides an overview of the selected articles in this special issue, and offers a few directions for future research.

Making partner relationship management systems work: The role of partnership governance mechanisms

While the adoption of Partner Relationship Management (PRM) systems by suppliers to manage and monitor its network of partners (i.e. resellers) has been on the rise, the performance improvements have not been consistently realized. Governance theory suggests this may be due to how the PRM system builds on the mechanisms employed by the supplier to oversee their partners. This study investigates how the two capabilities of PRM systems (relationship and fulfillment capabilities) and two partnership governance mechanisms – formal (certification control) and informal (service support) – reinforce each other. These are then related to partner performance in terms of trust, commitment and customer satisfaction. Analysis of data collected from 192 partners in the information and communications technology (ICT) sector suggest a complex relationship. In terms of direct effects, a relationship capability increased trust yet, surprisingly, a fulfillment capability reduced commitment. In terms of moderating effects, certification control weakened the positive link between the relationship capability and performance. Service support, on the other hand, negated some of the detrimental impact of the fulfillment capability on performance. The results suggest the need of to tailor PRM systems in response to the specific performance expectations around them as well as a need to clearly understand how existing partnership governance mechanisms employed by the supplier will affect the performance of these systems.

The effect of supply chain security management on security performance in container shipping operations

PurposeThe aim of this study is to empirically identify crucial dimensions of security management in the container shipping sector in Taiwan and assess their impacts on security performance.Design/methodology/approachData for this study were collected by questionnaire survey. An exploratory factor analysis was performed to identify crucial security management dimensions in the container shipping sector. Multiple regression analysis was then performed to examine the effect of security management on the security performance.FindingsFour crucial security management dimensions were identified: facility and cargo management; accident prevention and processing; information management; and partner relationship management. Multiple regression analysis revealed that information management and partner relationship management had significant positive effects on safety performance, whereas partner relationship management had a significant positive effect on customs clearance performance.Research limitations/implicationsThis study primarily focuses on the effect of security management on security performance. Future research could identify the drivers and barriers to comply with supply chain security initiatives.Practical implicationsContainer shipping firms can improve safety and customs clearance performance by focusing security management efforts on facility and cargo management, accident prevention and processing, information management, and partner relationship management.Social implicationsGovernment administrators or other authorities may want to consider using crucial container shipping security management dimensions as criteria for assessing security performance in container shipping firms.Originality/valueThis study presented is the first to assess the effect of security management on security performance in the container shipping sector. Particularly, partner relationship management is found to be the key dimension for supply chain security success.

Overview of Emerging Web 2.0-Based Business Models and Web 2.0 Applications in Businesses

Web 2.0 offers business organizations an array of new ways to interact with customers and partners. Web 2.0 is continuously evolving and offers new business models and support business processes, customer relationship management, and partner relationship management. This study reviews some of the major business applications of Web 2.0, and identifies Web 2.0-based business models. Six emerging Web 2.0-based business models were identified: (1) Broad Online Community, (2) Focused Online Community, (3) Social Shopping, (4) Content Intermediary, (5) Virtual World, and (6) Shared Web 2.0 Services. Along with these new Web 2.0-based business models, this study discusses how Web 2.0 applications are used to support activities of traditional businesses in the areas of customers, value networking, capability, and sustainability. Finally, the interaction dynamics between emerging web 2.0-based businesses, existing businesses, and the Web 2.0 tool and application development industry are analyzed from an ecological viewpoint.

Global supply chain design considerations: Mitigating product safety and security risks

Supply chain disruptions pose an increasingly significant risk to supply chains. This research develops a framework to examine the threat of potential disruptions on supply chain processes and focuses on potential mitigation and supply chain design strategies that can be implemented to mitigate this risk. The framework was developed by integrating three theoretical perspectives—normal accident theory, high reliability theory, and situational crime prevention. The research uses a multi-method approach to identify key safety and security initiatives (process management, information sharing, and supply chain partner and service provider relationship management) that can be implemented and the conditions under which each initiative is best suited. The research results illustrate that the depth and breadth of security initiatives depends on top management mindfulness, operational complexity, product risk, and coupling.

Supply chain performance improvement through partner relationship management in the high tech industry

This paper aims to investigate how high-tech companies improve their weaknesses through partner relationship management to maximize their supply chain performance. Through literature review, four constructs of the research are obtained, namely information sharing, e-process, partner relationship management, and supply chain performance. Based on these constructs, we develop the research structure, hypotheses, and a questionnaire. We then administer the questionnaire to executives in Taiwan’s high-tech industries and analyze their responses using confirmatory factory analysis (CFA) and structural equation modeling (SEM) to validate the proposed structure and hypotheses. Results indicate that information sharing has positive influence on partner relationship management and supply chain performance; e-Process has positive influence on partner relationship management and supply chain performance; finally, partner relationship management has positive influence on supply chain performance. Overall, through information sharing and use of e-process, enterprises can enhance the closeness of their relationship with partners to increase their own competitiveness and maximize supply chain performance. Therefore, high-tech companies can use the above findings as a reference to establish win-win partnerships and enhance their supply chain performance.

Unbalanced supply chain design using the analytic network process and a hybrid heuristic-based algorithm with balance modulating mechanism

In this study, an optimisation mathematical model is developed for presenting the supply chain design problem which is based on a single-product and multi-echelon unbalanced system, and considering four criteria, including cost, quality, delivery time and partner relationship management (PRM), as well as decision factors such as quantity discount and capacity limits. To extract critical factors of PRM evaluation and estimate relative weight among the criteria, the analytic network process (ANP) is utilised. In addition, we propose a heuristic-based approach, called GP-TBM, based on a hybrid of the genetic algorithm (GA) and particle swarm optimisation (PSO) algorithm by introducing the balance modulating (BM) mechanism to solving the mathematical model to find the optimal supply chain network pattern. In the GP-TBM, the parameters are designed by the Taguchi method. Finally, a case of a {4-3-3-3} supply chain network structure is used to demonstrate the effectiveness of the proposed approach, and GP-TBM compared with standard PSO and GA. The empirical analysis results demonstrate GP-TBM is superior to standard PSO and GA in the proposed supply chain planning problems.

Developing the partner relationship management system for franchised electronic stores

The internet age and e-business have not only modified the way enterprises see its customers but have also brought some significant changes to the way enterprises interact with each other. The purpose of this study is to develop a Partner Relationship Management (PRM) system to fit the partner management process and to provide necessary tools focusing on the characteristics of franchising e-stores, which can improve partner relationship in the Franchising Electronic Store Model (FESM). The functions of the PRM system were derived after reviewing the related literature. The PRM system comprises six modules: partner management, partner training, sales management, collaborative procurement, marketing information sharing and business operating know-how. Through empirical testing, the study also provides evidence that all modules of the PRM system can increase the satisfaction of the partner relationship of the franchisees.

Successful Practices in California Wine Exporting

California is one of the world's largest wine producers, yet it has exported only a small portion of its products. Many US wineries want to pursue opportunities in foreign markets but only a few are actually doing this successfully. Therefore, this study attempts to identify the successful practices of 12 California wineries that have achieved their financial targets and other export goals. A qualitative research design of in-depth interviews was employed. Results indicate that there are 5 major success factors, with the two most important being the foreign partner relationship and top management vision and commitment to exporting.

Kształtowanie relacji partnerskich zintegrowanych sieci handlowych

Kształtowanie relacji partnerskich zintegrowanych sieci handlowych

Transforming partner relationships through technological innovation

PurposeTo develop and propose a conceptual model that explains why downstream channel members (e.g. retailers) are likely to adopt or resist the implementation of emerging partner relationship management (PRM) technologies by their channel counterparts (i.e. suppliers).Design/methodology/approachThe conceptual model is grounded in organizational innovation theory and utilizes select case examples to support posited relationships.FindingsResellers' level of commitment to new PRM tools deployed by suppliers is likely to be driven by their perception of the technology's impact on the equity (i.e. fairness) and efficiency (i.e. cost) of existing channel relationships. In turn, resellers' perceptions about the equity and efficiency implications of PRM technology adoption are expected to be influenced by several factors, including: environmental factors, suppliers' choice of influence strategies and the characteristics of the exchange relationship.Research limitations/implicationsAside from offering several testable propositions, the paper also raises various questions that are worthy of investigation, such as: To what extent (if at all) do boundary‐spanning technologies alter the basic nature of channel relationships? Can the deployment of PRM tools simultaneously lead to both greater channel conflict and coordination? Do differences in reseller commitment result when different implementation partners (i.e. third‐party software firms) handle the deployment of the technology across geographic regions?Originality/valueThe paper builds on the inter‐organizational concepts of equity and efficiency to offer a new perspective on the adoption of boundary‐spanning technologies in a channel setting.

Effective Customer Relationship Management through Web Services

Managing effective relationships with customers has become increasingly important in the era of constrained resources and global competition. The term Customer Relationship Management (CRM) encompasses all methodologies, strategies, tools, and other technology-based capabilities that help an enterprise organize and manage its customer relationships. The focus of CRM is on providing optimal value to customers through pre-sale interactions, sales process, and post-sale interactions. Especially for companies doing business online, either completely or partly, CRM is essential for a long-term survival and success. A major prerequisite to an efficient CRM effort is the complete view of the customer, which in turn requires data — a data that is complete, accurate, current, and in the right format. An equivalent of CRM in the business-to-business arena is Partner Relationship Management (PRM). For successful PRM also what is required is business-to-business application and data integration. This paper presents an overview of the issues related to lack of data consistency, and difficulties of data/application integration within a business and inter-business environments. It also discusses how emerging Internet standards and Web services can be used to alleviate data/application integration problems.

Partners relationship management of e‐logistics networks

The establishment of an integrated Partner Relationship Management (PRM) system can potentially address several aspects of channel collaboration in a digital environment and offers a wide range of benefits to the members of the logistics networks. In this paper, a logistics partnerships typology is suggested related to the channel management in a virtual environment. Fur ther more, the basic components and an architectural platform of an integrated E‐Logistics PRM solution are designed. The proposed integrated e‐Logistics PRM solution offers a systematic process for ensuring that specific partnerships criteria are developed and managed in the most beneficial way.

Managing Information for Effective Business Partner Relationships

Partner Relationship Management (PRM) is an information strategy that employs a set of applications focused on directly impacting an enterprise and its business partners' sales and services. Web services employ a distributed computing architecture that consists of many different computers that communicate over the Internet to form one system. the communication standards and protocols used in Web services are universally accepted. These Web services can be requested by client applications: Web based, windows, or mobile devices. This article presents an overview of PRM and Web services, and discusses the potential for improving partner relationship processes through the use of Web services.

Interoperability in the service of coordination: expanding practical choices for supply chain integration

Information and inventory are alternate approaches to managing uncertainty and coordination among trading partners. Application of these approaches is carried out through business processes that mediate customer/supplier relationships. These business processes vary on a continuum from tight coordination, e.g. vendor managed inventory, to loose coordination, spot-buy auctions. The value of electronic business is that it lowers the cost of implementing these business processes, and thereby expands the range of choices available to trading partners. Ideally, dyadic trading partner relationship management should be extended to whole-system supply chain coordination. Given business realities, however, supply chain change will be limited to better multiple, one-to-one relationships. A powerful mechanism for improving these relationships is the ability to inform local choice with knowledge about system-wide behaviour. To achieve this improvement, collective action is needed to develop standards in support of data interoperability. This work was done under Contract #50SBN7C1249, awarded to the Research Triangle Institute by the National Institute of Standards and Technology.

Emerging Technologies for Enhancing Supplier–Reseller Partnerships

Suppliers have traditionally managed their relationships in the indirect reseller channel using inefficient, labor-intensive communications processes. As a result, the tasks of managing resellers and of precisely monitoring reseller productivity in converting leads to sales have been difficult. Today, a whole new category of Web-based software has emerged to address these opportunities. Software modules and systems in this new market space, now referred to as “Partner Relationship Management (PRM),” provide solutions specifically targeted to build closer and more productive supplier–reseller relationships. This paper overviews the origin, evolution, and potential role of PRM solutions in general channel management, and considers their link to existing Customer Relations Management software solutions. Also addressed is the prospective future of PRM—most notably, the possibility that dedicated PRM companies and their specialized best-of-breed solutions may be absorbed by broader-based software solution providers.