Alexander E. Ellinger

Consumer concern, knowledge, belief, and attitude toward renewable energy: An application of the reasoned action theory

As conventional energy resources dry up and pollution increases, utility companies and policy makers seek to develop new energy programs that are more environmentally sound and replenishable. Renewable energy has emerged as an alternative energy resource, but its marketing has not been successful despite widespread consumer concern about the environment. Using the theory of reasoned action as a theoretical framework, the current research investigates the relationship of three variables (concern with the environment, knowledge about renewable energy, and beliefs about salient consequences of using renewable energy) with consumer attitude toward paying a premium for renewable energy. As predicted by the theory of reasoned action, a positive relationship between beliefs about salient consequences and attitudes toward paying more for renewable energy was found. Overall concern levels were quite high for consumers in the sample, whereas knowledge levels were relatively low. Interestingly, it was found that consumer concern failed to translate into heightened knowledge about renewable energy. The study suggests that the consumers environmental concern and beliefs about renewable energy to date are more emotionally charged than fact- or knowledge-based. Implications for marketing strategies and consumer education are provided.

Resource‐based theory and strategic logistics research

Despite calls for more theoretical and strategically oriented work in logistics, the resource‐based theory of the firm (RBT), and the related capabilities approach ‐ which represent a dominant stream of research in strategic management over the last decade ‐ have not been prominent in the logistics literature. Provides a critical review of the large literature on the RBT and suggests areas where it can be applied to strategically‐oriented logistics research. Describes the resource‐based theory of the firm, its major assumptions, and its implications for strategic actions. Also discusses other areas of research where the RBT have been applied. Illustrates how the RBT represents the underlying theoretical support for one of the central propositions of strategic logistics: that a distinctive logistics capability is a source of sustainable competitive advantage and superior performance. Suggests that strategic logistics research may benefit from combining the RBT with organizational learning theory and evolutionary approaches to competition.

Integrated logistics: achieving logistics performance improvements

Presents the results of a recent survey of logistics executives concerning their perceptions regarding integrated logistics. Focuses discussion on an assessment of the current level of implementation of the integrated logistics concept among US firms and provides support for a relationship between integration and logistical performance improvements. Reveals that the results have significant managerial implications as more organizations place emphasis on supply chain management, and that internal and external integration are necessary to facilitate channel‐wide linkages and enhance channel efficiency.

Information accessibility: Customer responsiveness and enhanced performance

Information is generally believed to be a key component in creating corporate responsiveness, i.e. being able to anticipate or respond quickly to customer requests. Most firms are well aware of the need to become more responsive to customers in order to develop and maintain long‐term close relation‐ships. A recent survey of the warehouse industry confirms the hypothesized relationship between information and responsiveness. Firms that formally collect customer‐related information and internal service/quality information were found to be more responsive as evidenced by enhanced ability to accommodate selected events/ requests. The research also supported a link between responsiveness and improved operating performance. Responsive firms indicated greater success in achieving specific operating performance improvements – improved reliability service, improved customer service/satisfaction, quality improvements, cycle time reductions, productivity improvements, reduced costs, improved organizational structure, and enhanced goal setting – than less responsive firms.

Using Service to Create Loyalty with Key Accounts

In recent years, many retail industries have come to be dominated by a few extremely large competitors. For example, Wal‐Mart, Kmart, and Target prevail in the discount competitive set. Such customers are referred to as key accounts and are “treated differently” by selling firms. The accounts are given special treatment to keep them happy. The current research explores the issue of whether the extra services and commitment to key accounts are warranted. Based upon a survey of buyers within the personal products industry, the answer appears to be affirmative. Buyers for key accounts indicated significantly higher levels of customer satisfaction and customer loyalty in relation to distribution service than did the buyer respondents at all other accounts. The key account respondents apparently both recognize and value the extra efforts expended to service their accounts.

Automatic Replenishment Programs: Forging Supply Chain Relationships

Supply chain management has received considerable attention in recent years. The philosophy guiding supply chain management is very much a relationship perspective. By aligning buyers, sellers, and customers to focus on cooperative business processes and freely exchanging information, enhanced competitive positioning can be achieved. Supply chain trading partners such as manufacturers and retailers work together to improve overall channel operations; they attempt to reduce uncertainty through greater sharing of information and collaborative planning.

Integration and Performance: An Examination of the Marketing/Logistics Interface

Research suggests that organizations with specialized departments perform better when they devote resources to welldefined fimctional interfuces (Galbraith 1973; Lawrence and Lorsch 1967). For example, coordination between marketing and other departments is often required to deliver high quality services to customers (Cespedes 1994, 1996; Day 1994).