Sprzedaż wielokanałowa (omnichannel) w kształtowaniu procesu dystrybucji na rynku konsumpcyjnym

<p class="MsoNormal" xss=removed>W dobie rozwoju gospodarki cyfrowej rośnie znaczenie modelu omnichannel w oddziaływaniu na zachowania klientów przy dokonywaniu wyboru form dystrybucji, co znajduje wyraz w modelach biznesowych przedsiębiorstw. Celem artykułu jest przedstawienie przesłanek i roli omnichannel w kształtowaniu zachowań konsumentów oraz w oddziaływaniu na modele biznesowe współczesnych przedsiębiorstw w obszarze dystrybucji. <o></o></p><p xss=removed> Obserwowane zmiany zachowań zakupowych konsumentów wskazują na wykształcanie się nowych modeli zakupowych coraz bardziej korzystnych dla współczesnych konsumentów, którzy doceniają rolę nowoczesnych technologii informacyjno-komunikacyjnych. Zmieniają się też modele biznesowe przedsiębiorstw, które dążąc do sprostania oczekiwaniom konsumentów, realizują sprzedaż w dwu lub więcej kanałach dystrybucji. Jednak słabością stosowanych rozwiązań sprzedażowych jest brak spójnego przekazu we wszystkich tych wielu punktach kontaktu z firmą. Dla zachowania tej spójności ważne jest stosowanie analityki Customer Intelligence , aby identyfikować obszary na ścieżce klienta , które utrudniają płynne przechodzenie między kanałami dystrybucji.<br></p>

Reinventing product-service systems: the case of Singapore

PurposeThis paper aims to discuss a foresight study conducted in Singapore’s national R&D agency to help science and technology decision makers identify key capability areas of R&D investment to support the manufacturing industry’s growth in the country and the region.Design/methodology/approachUsing horizon scanning, scenario analysis and expert opinion, nine capabilities are identified as core areas to be developed to support the country’s future growth of product-service systems.FindingsThe results of a Delphi survey involving 30 industry and academic thought leaders recommend priorities of these capabilities. This paper concludes with a discussion of the study implications for theory, research and practice in the domain of servitisation and product-service systems.Research limitations/implicationsThe foresight study presented here on the future of servitisation in Singapore demonstrates one of the first fully fledged applications of foresight in constructing a coherent vision of future product-service system markets. In this study, the authors applied systemic foresight methodology (SFM) comprising the first six phases: initiation (scoping), intelligence (scanning), imagination (scenarios), integration (priorities), interpretation (strategies) and implementation (action).For future research, an ideal step would be to proceed with the final phase of the SFM, impact, to develop indicators for servitisation and to monitor and evaluate the transition process.Practical implicationsManufacturing and services are no longer distinct concepts with a clear divide. Manufacturing firms not only become more service dependent but also produce and provide services for their consumers. This transformation towards servitisation implies fundamental re-organisation of the production and management practices. Furthermore, through new business models, new and loyal customers will be gained, which will in turn bring additional income, while making the companies less prone to economic and business fluctuations.Social implicationsThe results of this study have practical implications for policymakers of public and private sectors that are interested in playing a key role in future product-service system innovation. These have implications for developing the human and intellectual capital that are required for supporting the future innovation. Institutes of higher learning and vocational institutes should also consider incorporating new curricula and modules to build the capabilities for knowledge creation and transfer.Originality/valueThe findings of the present study on strategic growth areas and relevant critical capabilities provide new directions for research in the field of servitisation. Among the nine capabilities identified, the top three were advanced customer intelligence capability, socio-physical service quality, traceability and maintainability and integrated strategic decision-making. From the results, it is apparent that advanced customer intelligence capability is both an area of importance to Singapore and the world.

Using a Revised Knowledge Pyramid to Redefine Knowledge Management Strategy

The knowledge pyramid has been used for several years to illustrate the hierarchical relationships between data, information, knowledge, and wisdom. This chapter posits that the knowledge pyramid is too basic and fails to represent reality and presents a revised knowledge-KM pyramid. One key difference is that the revised knowledge-KM pyramid includes knowledge management as an extraction of reality with a focus on organizational learning. The revised pyramid includes newer initiatives such as business and/or customer intelligence, big data, analytics, internet of things. Finally, this chapter discusses how KM strategy can be generated using the final revised pyramid.