Academic literature on the topic 'Business logistics Marketing channels New products'
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Journal articles on the topic "Business logistics Marketing channels New products"
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Vasylkivsky, Dmytro, and Anna Shevchuk. "THE CONCEPT OF BUSINESS COOPERATION IN THE FORMATION OF LOGISTICS DISTRIBUTION CHANNELS." Regional’ni aspekti rozvitku produktivnih sil Ukraїni, no. 25 (2020): 5–12. http://dx.doi.org/10.35774/rarrpsu2020.25.005.
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Introduction. The article is devoted to the formation of a theoretical concept about the loyalty of consumers in the distribution channels of finished products as some complex economic phenomenon. The article addresses the problem of distribution channels and their effective formation which is one of the utmost importance at present time. The results showed that distribution channels are an important link in the value chain, which contribute to achieving a balance of interests of functionally related businesses that ensure the delivery of goods from producer to consumer. It is determined that the recent changes in the activities of wholesale and retail intermediaries are associated with changes in purchasing behavior, the development of network retail, the emergence of new forms and methods of selling goods, the active use of information technology and online interaction. Goal. Development of conceptual provisions for business cooperation in marketing distribution channels. Results. It is substantiated that the traditional market space, dominated by the manufacturer, is evolving and is now taking the form of what is called a market space focused on distribution. It is proved that within this space there is a shift of emphasis from competitive relations between participants of distribution channels to relations of cooperation and partnership. This requires the development of new mechanisms of interaction in such distribution channels, taking into account the economic interests of their participants and ensuring consistency of action based on the concept of business cooperation. It is noted in the article that the need to expand the boundaries of interaction arises due to the need to increase the efficiency of enterprises through the possibility of using the skills, resources and assets of business partners. It is proved that cooperation in modern conditions becomes the basis for ideas generation, innovations development, and a source of sustainable competitive advantages that contribute to the formation of a unique strategic asset – a partnership network based on a long-term mutually beneficial relationships of business partners in the chain of created value. At the same time, the refusal to cooperate leads to differences in the interests, goals and functions of participants in marketing distribution channels, which entails conflicts and increases costs in the process of delivery of goods from producer to final consumer.
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Singh, Ramendra, Jitender Kumar, and Avilash Nayak. "AGROY: creating value through smart farming." Emerald Emerging Markets Case Studies 9, no. 3 (December 13, 2019): 1–31. http://dx.doi.org/10.1108/eemcs-10-2018-0214.
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Learning outcomes This case study outlines the marketing, strategic and organizational issues facing the ever-expanding agri-inputs market in India, through the perspective of Agroy – an agri-products company. This case can be used to assist in the teaching courses such as marketing management, rural marketing, business strategy, operations and logistics management, among others, for students of MBA or other specialized courses in management. The case has been developed to make students aware and to understand the arduous nature of setting up a company catering to the huge Indian agri-inputs market. This case delves into the complexities of marketing in rural India that is characterized by low technological awareness, low volumes of digital transactions and immense language barriers. The Indian agricultural market is huge and has undergone a considerable amount of change owing to competition among multinational companies and traditional local micro-retailers. This case discusses the various challenges faced by multinational companies in entering India and how they need to strategize to modify their Western model of a distribution channel which faces huge challenges when put to test in India. Specific learning outcomes include: the case study would help students to comprehend the new business strategies that an MNC could adopt in emerging markets. Some companies work on changing traditional and conventional value chains of activities to fit the emerging market customer’s best and hence companies needs to figure out a unique business model to compete in emerging markets. This case study gives readers the opportunity to think about strategy in an uncertain environment. The case illustrates the challenges associated with innovating new business ideas that would help the company serve a greater number of people from a diverse background. It highlights the importance of thinking about real options, a portfolio of projects and the type of organizational structure required to tackle the uncertainties associated with foreign companies aiming to enter the Indian market. It also explores marketing and distribution issues – which are the type of customers to target and which are the suitable geographic areas with suitable linguistic compatibility in which there shall be ease in doing business. Finally, it is an avenue for students to think about the changes necessary throughout the distribution channel to successfully implement and commercialize a project in rural India. The case is intended to work well as a learning tool for strategy implementation where uncertainty is inherent and as an application to lectures on real options and risk or for discussions related to marketing and distribution channels and its challenges. Case overview/synopsis The Indian agricultural market plays an important role in India’s economy having a staggering 58 per cent of rural households depending on it as the principal means of livelihood. However they have very small landholdings, and hence, they find it difficult to order either large quantities or in bulk, as a result of which the cost of agricultural inputs gets enhanced. Agroy, an MNC, is one of the many companies that have stepped in to bridge this gap by trying to tap into the huge agricultural market. Agroy aspires to be the “UBER of agriculture.” Agroy is a cloud-based buying platform for farmers to buy agri-inputs efficiently at scale and at the best price from around the world. With big data and smart farming, the company aims to enhance farm sustainability and productivity. Agroy’s competitors like Agro Star and Big Heart also have similar business models and hence the competition is stiff. The three debatable questions that the case poses are: Will Agroy be able to shatter the age-old loyalty that Indian farmers have toward local retailers and other Indian companies that have an existing strong foothold in the market? Will similar distribution models as practiced in developed Western countries work in India, given the distribution challenges in deep rural Indian hinterland? Will Agroy be able to create sustainable business models by marketing agri-inputs at low prices in India? Complexity academic level MBA in courses such as entrepreneurial marketing, strategic marketing, agricultural marketing. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 8: Marketing.
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Rao, Vithala R., and Edward W. McLaughlin. "Modeling the Decision to Add New Products by Channel Intermediaries." Journal of Marketing 53, no. 1 (January 1989): 80–88. http://dx.doi.org/10.1177/002224298905300107.
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Using data collected on new products presented to a major channel intermediary, the authors estimate logistic regression models to describe the intermediary's accept/reject decisions for those products. Results indicate how different variables influence those decisions. The logistic model is shown to fit extremely well with excellent validation performance. Implications of these results for marketing strategies and for improving performance of the marketing system are discussed.
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Karaxha, MSc Hidajet, and Dr Sc Ilia Kristo. "The Logistics and Management of Distribution Channels – The Case of Kosovo." ILIRIA International Review 6, no. 1 (July 27, 2016): 37. http://dx.doi.org/10.21113/iir.v6i1.224.
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By coordinating their activities, companies aim to provide available products for their clients in the right place and time. Logistics activities have always been essential for companies, and therefore the logistics of the business and the management of the supply chain is a synthesis of many concepts, principles and methods from some of the most traditional fields of marketing, manufacture, accountability and transport, and also of the disciplines of mathematics and economy. This paper deals with the main aspects of logistics, business and management of the supply chain, and with the main aspects of the strategies and competitive incomes of the company. These aspects include transportation, inventory, processing, purchase, storage, treatment, packing, the standards of customer service and production. We have also described the role of the marketing of logistics as a system of planning which guarantees that the order will be executed in time, in the fastest way possible and with a low cost. The effective management of distribution channels affects the firms to realize an efficient process of distribution, in distributing the final products from the producer to the last consumer and in this way it helps these firms to grow their market and sales, and built strong relations with their clients. This paper includes empirical data that were collected by questionnaires and interviews, and subsidiary data as well, based on the review of the existing literature regarding logistics and the management of distribution channels. The collection of primary data was realized by the compilation of a questionnaire, which helped in developing contacts. The research was realized with owners, directors, managers and other holders of Kosovan companies. The sample is intentional (not probable).
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Ricks, Elizabeth H., and John Yi. "Analyzing the Effectiveness of Pharmaceutical Marketing Using Business Intelligence Methods." International Journal of Business Intelligence Research 3, no. 3 (July 2012): 1–15. http://dx.doi.org/10.4018/jbir.2012070101.
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Pharmaceutical companies have traditionally marketed their products through a combination of several channels: sales details to physicians, direct-to-consumer advertising, professional medical journal advertising, sponsorship of meetings and events and e-promotion. With an impending patent cliff and subsequent loss in revenue, the industry must depend on, among many factors, recently launched products to offset the revenue loss. Coupled with increased generic competition, companies must evaluate the return on investment of their marketing dollars. This paper analyzes the effectiveness of traditional marketing methods, both industry-wide and for recently launched products, using the latest Business Intelligent methods. The dataset used in this paper is a sample of prescription, promotional, competitive, and product data from SDI Health. The analysis in this paper reveals that traditional marketing methods have a decreasing level of impact with the number of prescriptions dispensed, and describes new potential channels for marketing, as well as collecting and analyzing data to aid the industry improve its resource utilization.
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Rubio, Sergio, Beatriz Jiménez-Parra, Antonio Chamorro-Mera, and Francisco J. Miranda. "Reverse Logistics and Urban Logistics: Making a Link." Sustainability 11, no. 20 (October 15, 2019): 5684. http://dx.doi.org/10.3390/su11205684.
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This work is aimed at analyzing potential links between reverse logistics and urban logistics and describing opportunities for collaboration between both areas of research. A description of the current state-of-the-art is provided in order to highlight the main challenges faced by both disciplines. For example, regarding reverse logistics, new recovery options, marketing strategies for recovered products, and legislation issues on the return of products in specific contexts; in regards to urban logistics, long-term planning, stakeholders’ engagement, information management, efficiency, reliability and safety, and new business models are some of such key challenges. Despite the growing interest shown in both logistics areas and their relevance for companies and consumers, reverse logistics and urban logistics are two concepts that are still somewhat unknown and, above all, treated as being relatively separated. However, there exist some aspects where the two disciplines converge and that may represent opportunities for collaboration, for example, the proper treatment and management of urban waste, and the efficient management of commercial refunds and returns. In addition, other key issues, such as land use, city typology, infrastructures, and stakeholders’ engagement should be further analyzed in order to keep advancing in the description of links between both areas.
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van Damme, Dick A., and Marinus J. Ploos van Amstel. "Outsourcing Logistics Management Activities." International Journal of Logistics Management 7, no. 2 (July 1, 1996): 85–94. http://dx.doi.org/10.1108/09574099610805548.
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In most developed economies the costs of logistics management are steadily growing and account for an increasing proportion of the gross national product. Logistics costs have become an important part of the added value of products and logistics management is increasingly regarded as an important weapon in the international competitive struggle, in particular by large market‐oriented companies. The emphasis in marketing strategies is shifting from product and price to promotion and place. Rapidly changing customer demands have an increasing effect on company policies. Reduction of product life cycles and assortment expansion will lead to faster development and delivery of new products and to smaller‐sized and more frequently placed delivery orders. Advancing technology will cause production to require more focus. Customers are becoming more demanding and manufacturers have to react faster to changing demand on the part of both private consumers and industrial customers. This requires enormous flexibility, which will be increasingly aimed at conquering and securing sales potential in the liberalized European market. Successful companies will focus on core activities. Activities other than core activities, but serving them, will have to be outsourced.
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Grewal, Rajdeep, Amit Saini, Alok Kumar, F. Robert Dwyer, and Robert Dahlstrom. "Marketing Channel Management by Multinational Corporations in Foreign Markets." Journal of Marketing 82, no. 4 (July 2018): 49–69. http://dx.doi.org/10.1509/jm.16.0335.
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Multinational corporations (MNCs) are adopting increasingly diverse and complex marketing channels to sell their products worldwide. They strive to manage channels that confront diverse demands from headquarters, foreign subsidiaries, and local partners as well as complex market environments. Because extant research on MNCs’ marketing channels is sparse, the authors propose an organizing framework to spur and guide research on MNC channel management. As a meta-theory that integrates economic and social elements of MNC channel management, the political economy perspective is used to propose two testable frameworks pertaining to determinants of (1) MNC marketing channel structures and processes and (2) MNC marketing channel outcomes. Building on these frameworks, the authors advance a research agenda to test substantive relationships, elaborate new constructs, and illustrate new contexts pertaining to MNC marketing channels. A set of propositions illustrates the applicability of these conceptual frameworks.
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Kiessling, Timothy, Michael Harvey, and Levent Akdeniz. "The evolving role of supply chain managers in global channels of distribution and logistics systems." International Journal of Physical Distribution & Logistics Management 44, no. 8/9 (September 30, 2014): 671–88. http://dx.doi.org/10.1108/ijpdlm-06-2013-0166.
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Purpose – Supply chains have become a strategic strength to many firms due to the nature of the globalization of business. The past roles of supply chain managers have changed dramatically and now also include various new duties that will enhance firm competitiveness due to their boundary spanning nature and the new focus of learning organizations. The paper aims to discuss these issues. Design/methodology/approach – This was a theoretically developed paper exploring trust, learning organizations, and supply chains. Findings – Researchers are now focussing on the relationship among the supply chain network through the paradigm of relational marketing as the governance structures of contractual arrangements globally cannot be anticipated. Originality/value – The research through the lens of relational marketing explores how supply chain managers’ core duties are now compounded by global/cultural nuances in respect to implicit knowledge acquisition and relationship development through strong-form trust.
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Schmit, Todd M., and Stephen E. Hadcock. "Assessing Barriers to Expansion of Farm-to-Chef Sales: A Case Study from Upstate New York." Journal of Food Research 1, no. 1 (January 31, 2012): 117. http://dx.doi.org/10.5539/jfr.v1n1p117.
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<p>Columbia County Bounty is a local organization made up of farmer and culinary business members, with a mission that includes promoting connections between local agricultural producers and culinary businesses. A case study was conducted to address questions raised by CCB related to expanding farm-to-chef marketing in their area. Common barriers for restaurants included larger time commitments, inconvenience, and consistency in product volumes and quality; however, satisfaction with local wholesale distributors may create new opportunities for farmers to work collaboratively with them in including more local products in their distribution. A closer inspection of channel performance by farms in the study will drive changes in future channel strategies and utilization of farm-to-chef marketing, as farms are already benefiting from strong direct marketing channels and restaurants procuring local products from these channels.</p>
Dissertations / Theses on the topic "Business logistics Marketing channels New products"
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Wu, Philip. "The logistics support strategy for fast moving consumer products distribution in China." Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636671.
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Bhaskaran, Nair Sreekumar Radhadevi. "Competitive and collaborative supply chains: the strategic role of product innovation, secondary markets and channel structure." Thesis, 2006. http://hdl.handle.net/2152/2680.
Full textBook chapters on the topic "Business logistics Marketing channels New products"
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Kasemsap, Kijpokin. "Mastering Fashion Supply Chain Management and New Product Development in the Digital Age." In Advances in Business Information Systems and Analytics, 65–91. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1865-5.ch003.
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This chapter indicates the perspectives on retailing and Supply Chain Management (SCM); trends and issues with fast fashion industry; the overview of Fashion Supply Chain Management (FSCM); fashion retail supply chains and fashion sales forecasting; fashion retail supply chains and sustainability; the overview of New Product Development (NPD); NPD process, social media, and digital environments; NPD, ecological marketing, and Life Cycle Assessment (LCA); NPD performance and supplier-buyer relationship; and the importance of NPD collaboration. In addition to the traditional functions of logistics management in fashion companies, which include inventory management and transportation management, FSCM places a strong emphasis on both collaboration and partnership among various channel members along with the fashion retail supply chains. With the advance of the Internet and social media, NPD strategy provides a beneficial framework for creating the new products and improving the product performance, product cost, and quality of the existing products.
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Vidal-García, Javier, Marta Vidal, and Rafael Hernandez Barros. "Computational Business Intelligence, Big Data, and Their Role in Business Decisions in the Age of the Internet of Things." In The Internet of Things in the Modern Business Environment, 249–68. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2104-4.ch013.
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The evolution of the big data and new techniques related to the processing and analysis of large databases is revolutionizing the management of companies in the age of the Internet of Things (IoT). In this chapter, we examine the possibilities of big data to improve the services offered by companies and the customer experience and increase the efficiency of these companies. Companies must accept the challenge of self-assessment and measure the barriers that threaten to prevent them from reaching to get the maximum potential derived from big data and analytics. The combination of big data and computational business intelligence will change completely processes, logistics and distribution strategies, the choice of marketing channels and any aspect of the production and marketing of products and services. A case of GE is presented to showcase the use of the IoT and big data. All companies, regardless of size or sector, will improve their business operations due to big data generated from the social media and IoT applications and its use in computational business intelligence.
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Vidal-García, Javier, Marta Vidal, and Rafael Hernández Barros. "Computational Business Intelligence, Big Data, and Their Role in Business Decisions in the Age of the Internet of Things." In Web Services, 1048–67. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7501-6.ch055.
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The evolution of the big data and new techniques related to the processing and analysis of large databases is revolutionizing the management of companies in the age of the Internet of Things (IoT). In this chapter, we examine the possibilities of big data to improve the services offered by companies and the customer experience and increase the efficiency of these companies. Companies must accept the challenge of self-assessment and measure the barriers that threaten to prevent them from reaching to get the maximum potential derived from big data and analytics. The combination of big data and computational business intelligence will change completely processes, logistics and distribution strategies, the choice of marketing channels and any aspect of the production and marketing of products and services. A case of GE is presented to showcase the use of the IoT and big data. All companies, regardless of size or sector, will improve their business operations due to big data generated from the social media and IoT applications and its use in computational business intelligence.
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Elghannam, Ahmed, and Francisco J. Mesías. "Social Marketing." In Advances in Business Strategy and Competitive Advantage, 91–106. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2107-5.ch006.
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Consumers purchase food from different sources, mainly via traditional/long chains where hypermarkets are the final link between producer and consumer. However, consumers are seeking direct relationships with producers. This, together with the increase of social media usage offer producers the potential to build short chains for promoting/selling their products. The aim of this work is to summarize the role that online short food supply chains could play as an opportunity for SMEs in the agri-food sector. Moreover, it highlights a new perspective based on social media as potential short supply chains. To this end, a thorough review of the literature has been carried out, together with an online survey where social networks as food marketing channels have being studied. The chapter concludes pondering about the different food products/sectors that could take advantage of the creation of short supply chains and of the wider use of social networks as marketing tools.
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Maravilhas, Sérgio. "Social Media Intelligence for Business." In Social Media Marketing, 383–411. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5637-4.ch019.
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Social Media intelligence allow the knowledge of competitor's moves and the analysis of trends from the communications exchanged in the networks of individual consumers, making it easy for companies to develop solutions according to their clients and prospects desires. There are several characteristics that describe the quality of information that will allow the analysis of the value of the information used. Information is an important aid in the decision making process and must be of quality to improve its value. Marketing trends and competitive information is needed to clear decision-making about what products develop, for what customers, at what cost, through which distribution channels, reducing the uncertainty that a new product/service development always brings. Learning how to extract quality information, unbiased, valuable for business, from these social tools is the aim of this work, sharing with the interested parties some ways of using it for their profit and competitive sustainability.
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Maravilhas, Sérgio. "Social Media Tools for Quality Business Information." In Social Media Marketing, 883–912. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5637-4.ch044.
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Information, as a tool to reduce uncertainty and to develop knowledge in organizations, is an important aid in the decision-making process and must be of quality to improve its value. We are living in an information society where organizational and personal life are mediated by information and knowledge, with the help of technologies that gather, disseminate, and deliver that raw material to support our decisions. There are several characteristics that describe the quality of information that will allow the analysis of the value of the information used. In the globalized world we are living in, quality information warrants best results when competing with other organizations. Its value is related to the results that it will allow to be obtained and the dependability on its context. Marketing trends and competitive information is needed for clear decision making about what products to develop, for what customers, at what cost, through which distribution channels, reducing the uncertainty that a new product/service development always brings with it. Social Media tools allow the knowledge of competitor's moves and the analysis of trends from the communications exchanged in the networks of individual consumers, making it easy for companies to develop solutions according to their clients and prospects desires. Learning how to extract quality information, unbiased, valuable for business, from these social tools is the aim of this work, sharing with the interested parties some ways of using it for their profit and competitive sustainability.
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Sudarsanam, S. K. "Social Media Metrics." In Social Media Marketing, 790–808. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5637-4.ch040.
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Concepts and the theories related to social media are discussed in this chapter. This chapter talks about the various frameworks of social media for the use of organizations in developing social media framework with the business objectives. Definitions and guidelines in respect of social media metrics are mentioned in this chapter. Further it suggests the methods in choosing the right metrics for the key social media objectives in respect of canvassing or product launches. A new Social media metrics framework has been suggested and also the metrics have been identified for each framework group. This Chapter will help Organizations in identifying the key social media metrics for tracking and monitoring the measurement of the performance of one's brands, products, and services in the social media channels. Once the key social media metrics are identified, organizations can choose the right tool to measure the metrics defined. This would help Organizations to improve or enhance their marketing and operational business strategies by leveraging the power and reach of the social media channels. The future directions for research and the references indicated in this chapter would be of great help to researchers in the area of social media metrics.
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Mendonca, John. "Educating the Business Information Technologist." In Encyclopedia of Information Science and Technology, First Edition, 972–75. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-553-5.ch171.
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The ways in which computers have been applied to business have evolved over the past 40 years. In the commonly accepted three-era model of applied computing, the first era focused on automating processes, and the second on providing management information. The current era embraces information technology (IT) as a strategic resource and critical asset of the organization (Jessup & Velacich, 1999; Ward & Griffiths, 1996; and others). IT is a transformation enabler or driver that allows organizations to meet both their short-term and long-term objectives. Under this latter model, organizations expect IT to create new ways to compete, new products, new processes, new marketing channels, and even new organizational forms that promote “better-faster-cheaper.” Strategic IT thus provides an anchor for competitive advantage—enabling the efficiencies, innovation, market expansion, speed, and alliances that differentiate one company from another.
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Caceres Cabana, Yezelia Danira, David Aguilar del Carpio, Erika Velásquez Chacón, and Juan Mardonio Rivera Medina. "Peruvian Consumer Responses to the Use of Technologies in the Context of COVID-19." In Advances in Business Information Systems and Analytics, 323–41. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6985-6.ch015.
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The pandemic caused by COVID-19 has led many states, in an attempt to control the spread of the virus, to decree social immobilization, which meant the introduction of restrictions on the free movement of people and the opening of shops. This led them to seek new marketing channels for purchases. Among these, ICTs have been important. This is the focus of the analysis in this document. Through surveys and interviews, information was obtained, divided into four age groups, which showed that an important part of the population has had to resort to ICTs to acquire goods and/or pay for services. This change in the way of acquiring had different particularities according to the age group analyzed, with a greater change in the oldest group (56 to 74 years old). It can be concluded that the massification of these tools has generated a change in the ways of acquiring products, and this is likely to transcend the pandemic and these channels will be maintained and strengthened in the future.
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Maravilhas, Sérgio. "Applying Social Media Intelligence for Successful Business Management." In Strategic Collaborative Innovations in Organizational Systems, 1–30. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7390-6.ch001.
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Marketing trends and competitive information is needed for clear decision making about what products to develop for what customers, at what cost, and through which distribution channels, reducing the uncertainty that a new product/service development always brings. There are several characteristics that describe the quality of information that will allow the analysis of the value of the information used. Information is an important aid in the decision-making process and must be of quality to improve its value. Social media intelligence allows the knowledge of competitors' moves and the analysis of trends from the communications exchanged in the networks of individual consumers, making it easy for companies to develop solutions according to their clients and prospects desires. Learning how to extract quality, unbiased, valuable information from these social tools is the aim of this chapter.
Conference papers on the topic "Business logistics Marketing channels New products"
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Mađarac, Sandra Mrvica, Marko Eljuga, and Zvonimir Filipović. "THE IMPACT OF THE PANDEMIC CRISIS ON SALES BUSINESSES – CASE STUDIES." In 6th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eraz.2020.21.
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The entire world is facing with the impact and consequences of the COVID 19 pandemic, what is reflected in various spheres of social life. In the conditions of the crisis management, companies are forced to adapt to the new situation in order to survive on the market. Sales companies have had to make changes in their former business; namely in their organization, logistics, retail supply channels that are now oriented towards the online sales without contact when delivering to customers. The Civil Protection Headquarters of the Republic of Croatia has brought a Decision by which are regulated the working hours and the method of work in the trade business during the Coronavirus epidemic, according to which it is obligatory for all stores to organize their work in compliance with general anti-epidemic measures and special recommendations of the Croatian Institute of Public Health. In the paper are listed and analyzed changes in the sales operations of the two companies due to the pandemic crisis; one company deals with the sale of agricultural machinery and the other with the sale of food products.
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Moeller, Klaus, Julian Gabel, and Frank Bertagnolli. "FISCHER FIXING SYSTEMS: MOVING FORWARD WITH THE WORKFORCE - CHANGE COMMUNICATION AT THE GLOBAL DISTRIBUTION CENTER." In InSITE 2016: Informing Science + IT Education Conferences: Lithuania. Informing Science Institute, 2016. http://dx.doi.org/10.28945/3432.
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[This paper is published in the Journal of Information Technology Education: Discussion Cases, Volume 5] The investment decision was made last year, and after a time-consuming selection process and intensive negotiations, the contract with the general contractor was signed. The business segment Fixing systems of the fischer group of companies faced a significant investment in its logistics – the development of automation technology in the Global Distribution Center (GDC). According to the project schedule, the transition to the automated small parts storage with shuttle technology would take place in December of this year. It was mid-April, and therefore the right time for the Head of Logistics of the business segment fischer Fixing systems, Matthias Wehle, to describe the current status: Were all the important milestones achieved and would the subsequent steps ensure a smooth transition? The employees in the logistics got accustomed to changes over the years. Structural changes such as the introduction of SAP R/3 in early 2000 and the establishment of the automated high-bay warehouse in 2008 had been successfully implemented. It was the same with the continuous improvement process through the use of the fischerProzessSystem fPS. The introduction of pick-by-light technology for the picking of small sized products with high demand had worked well, too. But the last staff meeting about launch of the shuttle system had left with him a feeling of uncertainty. He could already feel the spirit of optimism from some of the employees triggered by the upcoming introduction of the new system. The majority, however, listened patiently and Mr. Wehle sensed insecurity among the employees – how does this change affect me? Up until now, management had used multiple channels to communicate information to the employees. But feedback from the workforce to those in charge was rather rare. And the logistics manager remembered that the use of pick-by-voice for picking had been stopped for a number of reasons. Now as a result of the largest investment in recent years, the GDC faced a drastic operational change. With this in mind, Mr. Wehle pondered over the issue of employee communication again and again. And they had eight more months in order to take action until December…