Journal of Research in Interactive Marketing

Sales and operations planning: Using the internet and internet-based tools to further
supply chain integration
Richard E. Plank Robert Hooker

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

Article information:
To cite this document:
Richard E. Plank Robert Hooker , (2014),"Sales and operations planning", Journal of Research in
Interactive Marketing, Vol. 8 Iss 1 pp. 18 - 36
Permanent link to this document:
http://dx.doi.org/10.1108/JRIM-08-2013-0059
Downloaded on: 17 May 2016, At: 04:35 (PT)
References: this document contains references to 124 other documents.
To copy this document: permissions@emeraldinsight.com
The fulltext of this document has been downloaded 1452 times since 2014*

Users who downloaded this article also downloaded:

(2014),"Interactive, direct and digital marketing: A future that depends on better use of business
intelligence", Journal of Research in Interactive Marketing, Vol. 8 Iss 1 pp. 4-17 http://dx.doi.org/10.1108/
JRIM-07-2013-0046
(2014),"Global use and access of social networking web sites: a national culture perspective", Journal of
Research in Interactive Marketing, Vol. 8 Iss 1 pp. 37-55 http://dx.doi.org/10.1108/JRIM-09-2013-0064
(2014),"Business to business digital content marketing: marketers perceptions of best practice", Journal of
Research in Interactive Marketing, Vol. 8 Iss 4 pp. 269-293 http://dx.doi.org/10.1108/JRIM-02-2014-0013

Access to this document was granted through an Emerald subscription provided by emerald-srm:499644 []

For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.

About Emerald www.emeraldinsight.com

Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as
providing an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
preservation.
*Related content and download information correct at time of download.

The current issue and full text archive of this journal is available at
www.emeraldinsight.com/2040-7122.htm

JRIM
8,1

Sales and operations planning

Using the internet and internet-based tools
to further supply chain integration

18

Richard E. Plank and Robert Hooker

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

Marketing, University of South Florida, Tampa, Florida, USA

Received 22 August 2013
Revised 10 October 2013
15 November 2013
8 December 2013
Accepted 8 December 2013

Abstract
Purpose The purpose of this paper is to outline the usage of interactive marketing tools in the area
of sales and operations planning (S&OP) to further collaboration among supply chain partners.
Emergent challenges and research directions are proposed.
Design/methodology/approach Using extant literature from S&OP, supply chain management
and interactive marketing, the authors integrate those to show the value of using interactive marketing
tools to further integration across the supply chain of important S&OP processes.
Findings S&OP utilizes sophisticated software to integrate various business processes beyond
B2C and into B2B relationships.
Research limitations/implications Uncertainty exists as to the measurement of the
performance of a supply chain, or the network or system of companies, is not developed enough to
deal with that issue. However, this is addressed in the research questions section.
Practical implications The practical implications for the use of integrative marketing tools to
link B2C as well as B2B partners through S&OP are numerous and far reaching.
Originality/value This study uniquely examines the use of interactive marketing tools for B2B,
as opposed to simply B2C.
Keywords Supply chain management, B2B marketing, Interactivity, Channel management,
Supply networks
Paper type Conceptual paper

Journal of Research in Interactive

Marketing
Vol. 8 No. 1, 2014
pp. 18-36
q Emerald Group Publishing Limited
2040-7122
DOI 10.1108/JRIM-08-2013-0059

Introduction
Interactive marketing research, also known as direct marketing or internet marketing,
is still a relatively new, burgeoning field. Schibrowsky et al. (2007) provide a strong
indication of the direction that most research has taken. Of the 902 articles identified in
their study, 253 focused on some aspect of end consumer behavior on the internet,
210 dealt with internet strategy, and 155 dealt with internet communications. Although
some work in the area of business-to-business (B2B) and integrated distribution exists,
there appears to be a lack of both sales and operations planning (S&OP), as well as
supply chain management (SCM) research. This presents an important research
opportunity, which is discussed in this research.
Much like interactive marketing, SCM is a new term, and suggests that companies
manage business processes across networks, which includes upstream and
downstream suppliers and distribution partners (Oliver and Webber, 1982; Power,
2005; Fabbe-Costes and Jahre, 2008). In essence, SCM can be thought of as a focus on
the interorganizational governance of the firms identified as members of the supply
chain (Wang and Wei, 2007).
As Thome et al. (2012) note S&OP goes beyond the selling function, and is a tool
that is meant to bring together different business plans or functional plans into a single

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

unified plan within the firm. Software like that from SAP, has also greatly increased an
organizations ability to not only execute S&OP, but does so in a way that greatly
impacts corporate growth, profitability, and customer satisfaction (Muzumdar and
Fontanella, 2006). The internet and associated technologies like cloud computing will
continue to impact S&OP and further link S&OP across supply chain members.
Given the inherent differences between B2B and B2C marketing, a review of the
literature is needed before more in-depth research can take place. This study is the first
effort towards that goal. This paper contributes to the body of knowledge by
highlighting the linkages of S&OP and interactive marketing within B2B marketing.
This is a very different perspective from that of traditional discussions of interactive
marketing, as most of the research and spending is related to dealing with end
consumers. Emergent challenges from this review, as well as questions guiding future
research are discussed and proposed.
Interactive marketing
In its earliest form, interactive marketing has been an area of interest since Gummesson
(1987), where it was noted that the marketing concept, which was not by nature
interactive, was in need of being renewed. Relationship marketing and customer
engagement became the new mantras (Pagini and Mirabello, 2011-2012). Success in
interactive (or relationship) marketing depends upon the ability to interact with parties of
interest. In the B2B context, this interaction between firms is maintained over the long
term. Barwise and Farley (2005) identify a number of different interactive marketing
technologies and activities, including web sites, web advertising, email, messaging, and
other online promotion, finding that interactive marketing accounted for 8 percent of total
marketing spend, was higher in the services sector, and was also more prevalent in B2B.
Blattberg and Deighton (1991, p. 5) define interactive marketing as the ability to
develop interactive relationships with individual customers. This is consistent with
what is commonly associated with selling, which is typically, but not necessarily, a face
to face process that engenders interaction. However, Blattberg and Deighton (1991)
looked at the growing capability of databases, as well as the growing trend of data
being collected and bundled from various sources, to suggest ways one could create
interactive activities on a large-scale outside of the face to face context. Cowles and
Crosby (1990) examined interactive marketing by looking at consumer acceptance of
interactive media in service encounters, via videotext and teletext. File and Prince
(1993) reported on an early study of interactive marketing effectiveness within the
financial services sector. Their findings revealed that consumers who perceived higher
interaction levels held more positive attitudes about engaging in future business with
an organization.
Research into interactive marketing continued to evolve over the next decade across
industries, with the enhancement of technologies (Haeckel, 1998; McCrae, 2000). For
example, Mouncey et al. (2002) outlined the tremendous impact made by customer
relationship management (CRM) software and more advanced hardware gains.
Essentially, such advances afforded organizations with the tools needed to engage with
more knowledgeable consumers, whether in a B2B or B2C interaction.
In the 2000s, we witnessed a further evolution of interactive marketing technology,
with the rise of social media (Hill and Moran, 2011; Burton and Soboleva, 2011; Pagini
and Mirabello, 2011-2012). Immensely popular, social media consists of a wide variety

Sales and
operations
planning
19

JRIM
8,1

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

20

of software tools designed specifically to allow different forms of interactions among

users. For example, Facebook, probably the most well-known social media application,
has some 955 million users as of June of 2012 (Kumar and Mirchandani, 2012). SAP,
which is the largest purveyor of ERP systems in the world, has over 3 million members
in their social community which includes customers, partners, employees, influencers,
and competitors (Kiron, 2012). Schultz and Peltier (2013) conducted a review of social
media research and noted that most of the work actual usage of social media is on
communicating sales promotions to already engaged consumers. However, their work
focused on end consumers who are the majority of users of social media such as
Facebook and Twitter. The conclusion drawn is simply that marketers need to find
ways to create more long-term brand engagement, rather than enhancing short-term
revenue, thus taking a longer term more strategic perspective, perhaps, as Pepsi
recently proved with the creation of a private label social network for the popular TV
show, X-Factor (Carr, 2011). Actually, social media platforms commonly used by B2B
firms are white label or private networks that allow information to be shared
privately between a company and its customers. This invention of use needs to take
place on a B2C basis, but is also taking place in the B2B level, which we posit argues
the need for linking S&OP across organizations. Carango (2012) underscores much of
this when he focuses on how to leverage marketing content across the various
mediums and creating what he calls a web-centric strategy for B2B marketing. Other
tools used for delivering content include online white papers, webinars, and many
others which many B2B service providers regularly use (Byl, 2012).
Iacobucci (1998) utilized an interactive network systems approach to examining
interactive marketing, which was technical from the standpoint that it examined
network methodology as a useful diagnostic tool for interactive systems of interactive
marketing, both from a content and structural point of view. The conclusion was that
interactive marketing was network-like, and therefore, network theory could contribute
to understanding and providing a higher level of interactive marketing (Figure 1).
Supply chain management (SCM)
SCM combines both new and existing business units, functions, and processes.
Mentzer et al. (2001) define it as the:
[. . .] systemic strategic coordination of the traditional business functions within a particular
company and across businesses within the supply chain, for purposes of improving the
long-term performance of the individual companies and the supply chain as a whole.

Mentzer et al. (2001) further define the supply chain itself as:
[. . .] a set of three or more entities (organization or individuals) directly involved in the
upstream and downstream flows of products, services, finances and/or information from a
source to a customer.

Sales and operational planning (S&OP)

S&OP definitions have been consistent between practitioner and academic
perspectives. Boyer (2009) provides an accepted, practitioner oriented definition of
S&OP, defining it as top managements handle on business which requires balancing
demand and supply on a regular and formal basis. Meanwhile, Thome et al. (2012)
describes S&OP as a process of uniting business plans into one integrated set of plans,

Sales and
operations
planning

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

21

Figure 1.
Evolution of interactive
marketing

which balances supply and demand, and builds bridges between the strategic plan and
operational plans of the firm. The cogent theme across both perspectives is alignment.
The difference in research on S&OP is mainly in the level of the business plan.
Olihager et al. (2001) and Vollmann et al. (2005) are typical of research directed at the
strategic level; that is balancing supply and demand longer term at the firm level. As noted
by Feng and Wang (2013), others position S&OP at more of a tactical level. Thome et al.
(2012) provide a useful summary of S&OP, describing five underlying features:
(1) is it a cross-functional and integrated planning process within a firm;
(2) it integrates all appropriate plans in a unified plan;
(3) the planning horizon ranges from three to 18 months;
(4) it bridges strategy of the firm and operations; and
(5) it creates value and is linked to organizational performance.

JRIM
8,1

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

22

Therefore, S&OP links related processes within the firm into a singular, unified plan.
This includes not only functions such as manufacturing or service provisioning, but all
other functions that are antecedent or subsequent to operations. As a result, from a
supply chain perspective, virtually every business function of a firm is included in
effective internal integration, as noted by Basnet (2013). Furthermore, effective internal
integration is critical to an organizations ability to realize benefits from external
integration with supply chain partners (McCormick and Lockamy, 2005). Figure 2
describes S&OP processes, which occur on an ongoing basis (e.g. monthly), as well as
the parties which are in constant interaction with this collective.
Many research papers on S&OP are practitioner based and normative (Lapide, 2002;
Dougherty and Gray, 2006). Moreover, many of the models applied to S&OP, such as
those of Mentzer and Moon (2004) and Grimson and Pyke (2007) have no common
framework. Additionally, the majority of past S&OP research has primarily been
applied to manufacturing operations, with limited service business examples. In their
examination of research including over 270 papers Thome et al. (2012) were able to
identify research as it related to goals; alignment and integration, operational
improvement, and results. They also identified a large number of metrics that could
relate to the supply chain council (SCC) SCOR model, and in essence, provide outcome
measures for various aspects of processes that relate to the measure.
The impact of information technology on S&OP in achieving integration and
improved interrelationships between businesses cannot be minimized (Boyer, 2009;
Cox, 2012; Muzumdar and Fontanella, 2006; Wallace, 1999). Valentine (2012) quotes a
2010 Aberdeen Group survey that companies were pursuing S&OP improvements to
primarily reduce operating costs and improve top line sales revenues. Valentine notes
how inventory optimization software can be integrated with traditional material
requirements planning (MRP) and distribution requirements planning (DRP) software
to better integrate S&OP.
Grimson and Pyke (2007) examined 15 companies and presented a staged model of
growth in S&OP sophistication. An important factor to consider with regard to S&OP

1. Sales Forecasting

2. Demand Planning

4. Supply and
Deemand Matching

Figure 2.
Interaction between S&OP
and supply chain
functions/partners

External Buyers/
Suppliers

Interactive
Marketing
Technologies

3. Supply Planning

5. S&OP Finalization

Customers

Interactive
Business
Functions

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

sophistication is the level of use of information technology in S&OP practices. The first
stage of Grimson and Pyke (2007) consists of companies that do virtually no S&OP
planning, while those in stage 5 are companies that are fully integrated in the S&OP
planning process, and use their enterprise resource planning (ERP) software to enhance
the integration of firm activities.
As has been suggested, S&OP can be integrated across multiple members of a
supply chain. Friscia (1997) notes, however, that most ERP systems are missing six key
functional areas, including demand planning, distribution and deployment planning,
advanced order management, warehouse management, transportation, and electronic
commerce. Over the past 15 years many companies have either added to their ERP
system with that vendors solution or have integrated different vendor solutions into
their basic ERP. In furthering Grimson and Pyke (2007) we propose that a possible
sixth stage of S&OP sophistication exists, which would include integration across
the supply chain, as opposed to limiting integration to that which is within the firm.
Existing examples of this might include automated replenishment systems
(Sabbath et al., 2011), which integrates firms within the supply chain. Forslund and
Jonsson (2010) consider much of this in their examination on how ERP systems
contribute to supply chain performance management.
In summary, S&OP is both an active research area and an important set of activities
and processes for business practitioners. Much of the past research has been focused on
individual processes, which are often treated as independent of one another. There
is ample evidence of the development of what we have come to know as functional silos,
but also ample discussion on how to deal with those silos and why a silo mentality
is detrimental to the profitability of the firm (Croxton et al., 2001; Evans et al., 1999;
Farris and Hutcheson, 2002; Locander and Goebel, 1997; McDonald and Wilson, 2004;
Sanders, 2009; Sherman, 2010; Wind, 2006). Much of this work relates either directly or
indirectly to the use of information technology to break down these silos, within and
across firms/supply chains for the purposes of better integration of operations.
Linking SCM and S&OP with interactive marketing tools and processes
Although the technologies, methods, and processes change and evolve, the notion that
interactive marketing in the B2B environment for the purpose of integrating supply
chain operations is new is not particularly true. In actuality, this has been happening
all along. For example, electronic data interchange (EDI) has been used since the 1970s
(OCallaghan et al., 1992; Vlosky et al., 1994). One of the primary benefits of EDI is the
sharing of information between companies. This information sharing could come in the
form of sending documents, raw data, money, etc. The difference is that newer
interactive technologies have increased the size and scale of such interactions. For
example, newer technologies utilize a networked framework, and are therefore capable
of bypassing direct one on one links, allowing the possibility of simultaneous
interactions between firms of a supply chain.
With the rise of the internet in the web 1.0 era, many businesses started developing
web sites. However, simply having a web site does not translate into effective
integration. There is ample evidence about thought given by businesses in the design
of their web site, as well as examples of what needs to be considered and how to
develop them (Wilson and Abel, 2002). There are also several studies which explicitly
examine B2B web sites, suggesting that successful web sites are those that were

Sales and
operations
planning
23

JRIM
8,1

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

24

designed with interactivity as a consideration (Chakraborty et al., 2002, 2003; Rahimnia

and Hassanzadeh, 2013). This may be due to the fact that interactivity allows for
greater communication and information sharing between buyers, suppliers, and
customers. Moving beyond basic web sites, Wilson and Abel (2002) provide evidence of
the growth and use of virtual private networks (VPN) that continue to support
interaction. For example, B2B exchanges provide important links between buyers and
sellers to display their products and services. Cooperatives provide a similar growth
opportunity for interactive exchanges between buyers and sellers. Recent data
suggests some 2,218 separate producer and purchasing coops, many of which are
primarily online (NCBA, 2013).
Moving S&OP and interactive marketing tools into the web 2.0 era
As businesses moved into the web 2.0 era, developing online communities through the
use of technologies such as Facebook, LinkedIn, and Twitter have become more
important. While traditional marketing applications for online communities
have focused on engagement with customers in the B2C environment, they can also
be utilized exclusively by supply chain members. Kosk (2013), in a wide ranging
discussion of social medias use in B2B, argues that it can truly drive collaborative
efforts of B2B firms. For example, SAPs online community has one with over 3 million
members (Kiron, 2012).
Effective integration of interactive technologies with supply chain S&OP hinges
upon building connections with are mutually beneficial to all supply chain members,
not just individual firms. It also requires interactivity between units handling various
organizational processes. As an alternative to the SCCs SCOR model, Croxton et al.
(2001) and Lambert et al. (2005) describe eight broad organizational processes (Table I),
which have been adopted by the global supply chain forum (GSCF).
Lambert et al. (2005) have provide an analysis and comparison of the SCC and GSCF
frameworks, and champion the GSCF model, while acknowledging that both have
strengths and weaknesses. But, as the SCOR model has been revised over the past
decade, such critiques may not be as valid as they once were. However, this research
will use the GSCF model to illustrate the many ways that interactive marketing and its
associated tools can further integration across organizations and supply chains.
Customer relationship, customer service, and demand management
CRM has a rich history within interactive marketing (Fornier, 2002; Goldsmith, 1997;
Winer, 2001). While a number of issues must be dealt with, key factors of successful

Eight organizational processes (GSCF)

Table I.
Organizational processes
outlined by GSCF

1
2
3
4
5
6
7
8

Customer relationship management (CRM)

Customer service management (CSM)
Demand management (DM)
Order fulfillment
Manufacturing flow management
Supplier relationship management (SRM)
Product development and commercialization
Returns management

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

interactive marketing include the quality of the data used by an organization, as well
as an organizations ability to learn (Blattberg and Deighton, 1991; Peltier et al., 2013).
Cross-functional learning is emphasized within the firm, but clearly should be extended
across the supply chain. This can also extend to other organizational processes. For
example, data derived internally from CRM systems can be used with suppliers to
better plan the supplier interface (Chakravorti, 2009). Thus, CRM can help with SRM,
as well. It can also assist SCM in managing demand.
Customer service management (CSM) lends itself to web site applications and online
communities as such communities can enhance a firms ability to interact with consumers.
Not only are these communities useful for scheduling service calls answering basic
questions, but some of the service issues that used to require direct contact with a
salesperson can now be automate. This can assist in speeding up the engagement process
and lowering costs.
Demand management is a complex area that includes the forecasting of the demand
for products and services. Historically, EDI has been used to link organizations
through the MRP process. The value of managing demand across the supply chain by
using communication to reduce inventories, while at the same time reducing stock outs,
has been demonstrated (Chaharsooghi et al., 2008). Collaborative forecasting across the
supply chain via multiple echelon models has been further shown to provide value
(McCarthy and Golicic, 2002; Seifert, 2003). Various interactive marketing technologies
can be utilized in this process, but managing data risk should be considered.
Order fulfillment, manufacturing flow management, and supplier relationship
management
Order fulfillment is another complex process that has a long history of collaboration
(Croxton, 2003). Automatic replenishment systems, which include vendor managed
inventory (VMI) systems, have been in existence for many years (Daugherty et al.,
1999). Historically EDI, along with bar coding, has been an important tool. As costs
continue to decline, new technologies such as RFID will become increasingly
important, particularly as they are further integrated into existing VMI systems.
Manufacturing flow management is a critical and interactive process. The flow of a
product or service is dependent upon several constraints (Simatupang et al., 2004).
Factors impacting this include inventory, labor availability, capital availability,
logistics capabilities, supply management capabilities and others. Manufacturing is
both an inner and intra-firm issue, and coordinating flow and manufacturing activities
across firm boundaries can help to benefit the entire supply chain. Again, technologies
such as EDI and online technologies are tools that can assist this process.
Supplier relationship management is usually software driven and there are many
programs including both SAP and Oracle, the two largest providers of ERP programs,
who have SRM modules. The various processes included within supplier relationship
management, another technology driven process, are well known (Moeller et al., 2006;
Ellis, 2007; Day et al., 2008; Lambert and Schweiterman, 2012). The origins of SRM
have been traced the concept back to approximately 1915 (Emiliani, 2010). SRM
becomes more complex when multiple tiers of suppliers, as each actor generally tries to
manage their own system, rather than running an integrated system (Gould, 2004;
Fawcett et al., 2008). Some existing technologies, such as RFID, have been shown to
improve the integration of multi-tiered supply networks, like the case study of Renault

Sales and
operations
planning
25

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

JRIM
8,1

in Iran examined by Kach and Borzabad (2011). Cox et al. (2005) introduce some
skepticism for SRM, arguing that it should be treated as any other investment, and
noting that the costs incurred do not always result in benefits. Perhaps SRM practices
could be improved through a more thorough historical examination of past and current
practices (Emiliani, 2010).

26

Product development and commercialization and returns management

The product development process is an important component of SCM. Most of the
traditional research on product development has been conducted under the broader
term, innovation, and has been performed within the engineering, management,
information systems, and traditional marketing literature streams (Kahn, 2012;
Wheelwright and Clark, 1992). Much of the research in the area of product development
examines the interfaces between customers and suppliers, and internal processes such
as production, R&D, or design (Morash et al., 1996; Olsen et al., 2001; Lagrosen, 2005;
Peterson et al., 2005; Veryzer, 2005; Parker, 2006). Luo (2004) refers to this as
collaborative product development and demonstrates its value within SCM, while Feng
and Wang (2013) examine supply chain coordination and performance impacts.
Research shows that direct collaboration between customers and businesses can be
enhanced through innovation community technologies, but only if utilized in ways that
truly capture the most innovative ideas (Di Gangi et al., 2010).
As noted by Littler (2006), from a marketing perspective, a fundamental difficulty
with the marketing model is that it does not account for uncertainty. Innovation failure
is rampant; according to Stevens and Burley (1997) it takes 3,000 ideas to get a
successful new product on average. Van Hoek and Chapman (2007, 2006) provide
insight in some of the necessary transformations that need to take place if the focus of
new product development is to take an integrative supply chain perspective, rather
than a functional discipline perspective.
Returns management is a subset of the more comprehensive term, reverse
logistics. Rogers et al. (2002) articulated the process in detail, discussing the types of
returns and various processes a firm engages in when managing customer returns.
Other literature in the area of reverse logistics demonstrates how it can contribute to
organizational performance if, managed well, both in terms of profitability, and in
other forms such as green or environmental friendliness (Shaik and Abdul-Kader,
2012, 2013).
Challenges facing B2B research
After dissecting the literature, three challenges emerged, each of which are applicable
to the various topics covered. First, virtually all previous research deals with
performance of the individual firm within the supply chain, not the supply chain as a
whole. Prior research has called for studies that move beyond firms and dyads, and
into chains and networks, noting that as few as 5 percent of empirical studies examined
supply chain networks (Giunipero et al., 2008). However, the literature is still lacking in
studies moving beyond individual firms. This could be attributed to the fact that
investments are generally driven by individual companies, not supply chains. This is a
general limitation of the supply chain concept, as individual companies are typically
motivated by capital considerations which impact their own profitability, and not
necessarily the performance of the supply chain.

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

Second, past research shows evolving beliefs about the relationship between supply
chain integration and performance, highlighting the complexity of this issue (Huo, 2012).
Early work suggests a linear relationship (Armistead and Mapes, 1993; Kim, 2005). Most
recently, Terjesen et al. (2012) have concluded that relationship is curvilinear, i.e. that is
too much integration may reduce firm performance. While Lui et al. (2013) did not
confirm a curvilinear relationship exists, they discovered that some forms of integration
have positive impact on performance, while others have no impact at all.
Third, while it has been suggested that the competitive battle has now moved beyond
firms, and his now between supply chains (Lambert and Cooper, 2000), the linkages
across the supply chains different companies participate is still murky. Hertz (2006)
observes that companies belong to many supply chains, suggesting that possible
linkages may be important. What is not noted within Hertz (2006), but is nonetheless
important, is the definitional issue that this presents. If, for example, a consumer
products company defines its supply chain to include the end-users, then it might have
several million or more unique supply chains. If it does not differentiate across
individuals then it might have thousands. From a marketing perspective the goal is to be
in contact with each and every one of those consumers through interactive marketing.
Directions for future research
This review, and the challenges that are noted above, can be ameliorated through the
proper use of S&OP strategies, processes, and technologies discussed. However, as has
also been pointed out, there is still much to do. This is particularly true when
examining B2B related issues. As a result, we propose several possible opportunities
for future research in the area of interactive marketing and S&OP. Overlaid with the
challenges highlighted above, these questions are designed to promote discussion and
thought on the topics of interest (Figure 3). As each individual researcher would likely
need to tailor questions appropriately, these questions are intentionally broad.
First, as technology and business practices have enabled business and consumers
alike to be more engaged with one another, we posit the following:
RQ1. What role might customer co-creation, and associated interactive marketing
tools, have within the SCM processes, such as product development?
Ostrom et al. (2010) discusses co-creation through the lens of science of service, and
indicating that theories, models, and applications will drive innovation, competition,
and general well-being through the co-creation of value. This is consistent with the
service-dominant logic discussed within the supply chain and marketing literature
streams (Liu and Deitz, 2011; Vargo and Lusch, 2004, 2008) impacts customers, employees,
business owners, communities, and alliances all key stakeholders which Daugherty
(2011) likewise argues are extremely important and relevant to supply chain/logistics,
yet remain an under-researched area in the context of collaboration. Incorporating
customers into the product development process using interactive, social media
technologies built upon CRM platforms like Salesforce.com, and guiding businesses
engaged in such practices have been discussed, are two related areas that have received
early examination (Di Gangi and Wasko, 2009; Di Gangi et al., 2010). However, as the area
of co-creation itself is a growing topical area, there is much left to be examined. While
doing so in very specific ways, we will avoid what researchers have recently cautioned
against, regarding the black-boxization of value co-creation (Leroy et al., 2013).

Sales and
operations
planning
27

JRIM
8,1

Emergent Challenges

General Research Questions/Opportunities

1) What role might customer co-creation, and associated

interactive marketing tools, have within the SCM processes,
such as product development?

28

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

1) Individual firms examined, as opposed

to larger supply chains
2) What theoretical perspectives will be useful in
understanding how interactive marketing and associated
tools might support the movement toward more supply
chain integration in a way that impacts the
organizations positively?
2) Discrepancies regarding the relationship
between
supply chain integration and performance

Figure 3.
Emergent challenges and
general questions for
future research

3) Linkages across supply chains still not well

researched

3) What theoretical perspectives will be useful in

understanding how interactive marketing and associated
tools might support the movement toward more supply
chain integration in a way that impacts the organizations
positively?

4) What are current best practices in the use of interactive

marketing and associated tools in positively supporting
integration across organizations?

Second, although various theories have been used in examining interactive marketing
from the traditional, B2C perspective, there are still gaps with regards to similar issues
related to B2B. Therefore, we suggest the following question:
RQ2. What theoretical perspectives will be useful in understanding how
interactive marketing and associated tools might support the movement
toward more supply chain integration in a way that impacts the
organizations positively?
Ketchen and Hult (2011) provide some interesting commentary and history on how to
develop theories for use in SCM. However, addressing this question is likely to very
depend upon the area and/or specific tool examined, as there is no overarching theory
used in supply chain research. Svensson (2002), who applied Aldersons functionalist
theory to SCM, attempts to address this issue. Injazz and Paulraj (2004) provide a series
of constructs and measures. But most efforts just apply existing theories such as
theory of constraints, chaos theory, transaction cost economics, resource advantage
and many others to specific supply chain research questions.
Similarly to SCM, interactive marketing theory is much the same. Relationship
marketing theory and service dominant logic are utilized (Sampson et al., 2010;
Brodie et al., 2011). Wilkinson (2006) explores several theoretical perspectives related to
B2B interaction. Many empirical research projects use some sort of theoretical
perspective, e.g. Gountas et al. (2007). However, no proposed overarching theoretical
perspective currently exists.
Third, theoretical research should ideally be relevant. As a result, we suggest the
following question for researchers:

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

RQ3. What are current best practices in the use of interactive marketing and
associated tools in positively supporting integration across organizations?
Discussions of best practices within organizations exist, but are normally focused on a
specific functional area (Engle, 2011). Although dated, Ben-Hamida (2008) presents an
IBM case study of best practices on supply chain integration. Several consultancies
offer ideas on supply chain integration best practices, as well. Leveraging such
information and applying proper theoretical perspectives could provide useful
extensions to the body of knowledge on using interactive approaches to integrate
supply chain S&OP practices.
Lastly, we see greater opportunity in terms of integration within S&OP. Therefore,
we propose the following general research opportunity:
RQ4. What sorts of practices and opportunities exist for creating a better ROI for
organizations, or the supply chain as a whole?
Clearly, resources within organizations need to be directed towards the best
opportunities for reaping benefits, but without greater specificity, they may be
investing in the wrong areas. In simple linear processes, the theory of constraints
provides a way to examine this issue. Improvements in processes that do not improve
bottlenecks are not likely to provide positive returns on investment. In more complex
processes, other variables come into play, but theoretical consistency generally holds.
Conclusion
As indicated, opportunities move interactive marketing and S&OP research beyond
B2C relationships and into B2B exist. Meanwhile, most B2B interactive marketing
concerns the seller-buyer interface, but this is only one of the S&OP areas that can
benefit from interactive marketing tools, techniques, and processes. Such tools used
within the supply chain context could potentially improve overall performance of
individual firms and networks alike, by helping to integrate organizations. While most
interactive marketing has concerned itself with end-consumers, there is a great deal of
evidence that interaction between seller and buyers in B2B using interactive marketing
tools not only has a presence, but provides significant benefits to those firms. This
realization leads to the consideration that the use of interactive marketing tools and
techniques is useful, not just to a buyer but to a host of significant others involved in
processes that directly or indirectly relate to buying and selling.
As the breadth of research in this area is astounding, this research focuses on those
most related to the eight processes recognized by the GSCF that could potentially
benefit from the use interactive marketing techniques and tools to better integrate the
firms involved with those processes. Further, while literature in supply chain and
interorganizational governance suggests that most integration activities do provide
significant benefits, to include increased profitability, there is little research in the use
of interactive marketing techniques and tools in this area. It is suggesting that
researchers consider the challenges facing B2B research, and explore theoretically
grounded, practically focused research examining topics guided by the broad
questions for future research proposed by this study. Doing so will provide an
important next step in furthering our knowledge of integrative marketing, as applied to
B2B/supply chain integration and S&OP processes.

Sales and
operations
planning
29

JRIM
8,1

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

30

References
Armistead, C.G. and Mapes, J. (1993), The impact of supply chain integration on operating
performance, Logistics Information Management, Vol. 6 No. 4, pp. 9-17.
Barwise, P. and Farley, J.U. (2005), The state of interactive marketing in seven countries:
interactive marketing comes of age, Journal of Interactive Marketing, Vol. 19 No. 3,
pp. 67-80.
Basnet, C. (2013), The measurement of internal supply chain integration, Management
Research Review, Vol. 36 No. 2, pp. 153-172.
Ben-Hamida, M. (2008), available at: www.slideshare.net/mondher/global-supply-chain-integration
(accessed July 1, 2013).
Blattberg, R.C. and Deighton, J. (1991), Interactive marketing: exploiting the age of
addressability, Sloan Management Review, Vol. 31 No. 1, pp. 5-14.
Boyer, J.E. (2009), 10 proven steps to successful S&OP, The Journal of Business Forecasting,
Spring, pp. 4-10.
Brodie, R.J., Hollenbeek, L.D., Juric, B. and Ilic, A. (2011), Customer engagement: conceptual
domain, fundamental propositions, and implications for research, Journal of Service
Research, Vol. 14 No. 3, pp. 252-271.
Burton, S. and Soboleva, A. (2011), Interactive or reactive? Marketing with twitter, Journal of
Consumer Marketing, Vol. 28 No. 7, pp. 491-499.
Byl, B. (2012), Webinars, white papers, and 7 other content types to serve
your community, available at: www.salesforcemarketingcloud.com/blog/2012/08/
webinars-white-papers-and-7-other-content-types-to-serve-your-community/ (accessed
June 24, 2013).
Carango, R. (2012), Leveraging B2B interactive marketing content, Chief Marketer, available at:
http://search.proquest.com/abicomplete/docview/1111744888/fulltext/
13EE62E43DF4CEC653C/2?accountid14745 (accessed June 26, 2013).
Carr, D.F. (2011), Pepsi creates private label social network for X-Factor, InformationWeek,
available at: www.informationweek.com/social-business/social_networking_private_
platforms/pepsi-creates-private-label-social-netwo/231902596 (accessed November 11, 2013).
Chaharsooghi, S.K., Heydari, J. and Zegordi, S.H. (2008), A reinforcement learning model for
supply chain ordering management: an application to the beer game, Decision Support
Systems, Vol. 45, pp. 949-959.
Chakraborty, G., Lala, V. and Warren, D. (2002), An empirical investigation of antecedents of
B2B websites effectiveness, Journal of Interactive Marketing, Vol. 6 No. 4, pp. 51-72.
Chakraborty, G., Lala, V. and Warren, D. (2003), What do customers consider important in B2B
websites?, Journal of Advertising Research, Vol. 43 No. 1, pp. 50-61.
Chakravorti, S. (2009), Extending customer relationship management to value chain partners for
competitive advantage, Journal of Relationship Marketing, Vol. 8 No. 4, pp. 299-315.
Cowles, D. and Crosby, L.A. (1990), Consumer acceptance of interactive media in service
marketing encounters, The Services Industry Journal, Vol. 10 No. 3, pp. 521-540.
Cox, A., Lonsdale, C., Watson, G. and Wu, Y. (2005), Supplier relationship management as an
investment: evidence from a UK study, Journal of General Management, Vol. 30 No. 4,
pp. 27-42.
Cox, R. (2012), S&OP becoming essential to supply chain management, Material Handling and
Logistics, March 13, p. 17.

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

Croxton, K.L. (2003), The order fulfillment process, The International Journal of Logistics
Management, Vol. 14 No. 1, pp. 19-32.
Croxton, K.L., Garcia-Dastugue, S.J., Lambert, D.M. and Rogers, D.S. (2001), The supply chain
management processes, International Journal of Logistics Management, Vol. 12 No. 2,
pp. 13-36.
Daugherty, P.J. (2011), Review of logistics and supply chain relationship literature and
suggested research agenda, International Journal of Physical Distribution & Logistics
Management, Vol. 41 No. 1, pp. 16-31.
Daugherty, P.J., Myers, M.B. and Autry, C. (1999), Automatic replenishment programs:
an empirical investigation, Journal of Business Logistics, Vol. 20 No. 2, pp. 63-82.
Day, M., Magnan, G., Webb, M. and Hughes, J. (2008), Strategic supplier relationship
management, Supply Chain Management Review, Vol. 12 No. 4, pp. 8-13.
Di Gangi, P.M. and Wasko, M. (2009), Steal my idea! User innovation community influence on
organizational adoption of user innovations: a case study of Dell Ideastorm, Decision
Support Systems, Vol. 48 No. 1, pp. 303-312.
Di Gangi, P.M., Wasko, M. and Hooker, R.E. (2010), Getting your customers ideas to work for
you: building user innovation communities, MIS Quarterly Executive, Vol. 9 No. 4,
pp. 213-228.
Dougherty, J. and Gray, C. (2006), Sales and Operation Planning Best Practices, Partners for
Excellence, Trafford Publishing, Belmont, NH.
Ellis, S.C. (2007), Toward supplier portfolio management theory: an empirical study of
buyer-supplier relationships in the US automotive components industry, doctoral
dissertation, State University of New York, Buffalo.
Emiliani, M.L. (2010), Historical lessons in purchasing and supplier relationship management,
Journal of Management History, Vol. 16 No. 1, pp. 116-136.
Engle, B. (2011), available at: www.supplychainquarterly.com/topics/Procurement/
scq201101bestpractices/ (accessed July 1, 2013).
Evans, G.N., Mason-Jones, R. and Towill, D.R. (1999), The scope paradigm of business process
re-engineering, Business Process Management Journal, Vol. 5 No. 2, pp. 121-140.
Fabbe-Costes, N. and Jahre, M. (2008), Supply chain integration and performance: a review
of the evidence, The International Journal of Logistics Management, Vol. 19 No. 2,
pp. 130-154.
Farris, T.M. and Hutcheson, P.D. (2002), Cash-to-cash: the new supply chain management
metric, International Journal of Physical Distribution & Logistics Management, Vol. 32
Nos 3/4, pp. 288-298.
Fawcett, S., Magnan, G. and McCarter, M.W. (2008), Benefits, barriers, and bridges to effective
supply chain management, Supply Chain Management, Vol. 13 No. 1, pp. 35-48.
Feng, T. and Wang, D. (2013), Supply chain involvement for better product development
performance, Industrial ManagementData System, Vol. 113 No. 2, pp. 190-206.
File, K.M. and Prince, R. (1993), Evaluating the effectiveness of interactive marketing, Journal
of Services Marketing, Vol. 7 No. 3, pp. 49-58.
Fornier, S. (2002), Customer relationship management: it is all about how you make them feel,
The Journal of Service Marketing, Vol. 16 No. 7, pp. 700-703.
Forslund, H. and Jonsson, P. (2010), Selection, implementation, and use of ERP systems for
supply chain performance management, Industrial Management & Data Systems, Vol. 110
No. 8, pp. 1159-1175.

Sales and
operations
planning
31

JRIM
8,1

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

32

Friscia, T. (1997), Are supply-chain systems via ERP viable?, Manufacturing Systems, Vol. 15
No. 5, p. 32.
Giunipero, L.C., Hooker, R.E., Joseph-Matthews, S., Yoon, T.E. and Brudvig, S. (2008), A decade
of SCM literature: past, present, and future implications, Journal of Supply Chain
Management, Vol. 44 No. 4, pp. 66-86.
Goldsmith, R. (1997), Customer relationship management: making hard decisions with soft
numbers, Journal of Leisure Research, Vol. 29 No. 3, pp. 355-358.
Gould, L.S. (2004), Whats new in automotive supply chains?, Automotive Design and
Production, Vol. 116 No. 2, pp. 50-51.
Gountas, S., Ewing, M.T. and Gountas, J.I. (2007), Exploring consumers responses to service
providers positive affective displays, International Journal of Culture, Tourism, and
Hospitality Research, Vol. 1 No. 1, pp. 97-109.
Grimson, J.A. and Pyke, D.F. (2007), Sales and operations planning: an exploratory study
and framework, The International Journal of Logistics Management, Vol. 18 No. 3,
pp. 322-346.
Gummesson, E. (1987), The new marketing developing long-term relationships, Long Range
Planning, Vol. 20 No. 4, pp. 10-20.
Haeckel, S.H. (1998), About the nature and future of interactive marketing, Journal of
Interactive Marketing, Vol. 2 No. 1, pp. 63-71.
Hertz, S. (2006), Supply chain myopia and overlapping supply chains, Journal of
Business & Industrial Marketing, Vol. 21 No. 4, pp. 208-217.
Hill, R.M. and Moran, N. (2011), Social marketing meets interactive media, International Journal
of Advertising, Vol. 30 No. 5, pp. 815-838.
Huo, B. (2012), The impact of supply chain integration on company performance: an
organizational capability perspective, Supply Chain Management: An International
Journal, Vol. 17 No. 6, pp. 596-610.
Iacobucci, D. (1998), Interactive marketing and the meganet: networks of networks, Journal of
Interactive Marketing, Vol. 2 No. 1, pp. 5-16.
Injazz, C.J. and Paulraj, A. (2004), Towards a theory of supply chain management: the constructs
and measurements, Journal of Operations Management, Vol. 22, pp. 119-150.
Kach, A. and Borzabad, A.F. (2011), Use of RFID technology to overcome inefficiencies in the
supply chain: an analysis of Renaults operations in Iran, International Journal of
Management, Vol. 26 Nos 4-part 2, pp. 365-381.
Kahn, K.B. (2012), The PDMA Handbook of New Product Development, Wiley, New York, NY.
Ketchen, D.J. and Hult, T.G. (2011), Building theory about supply chain management: some tools
from the organizational sciences, Journal of Supply Chain Management, Vol. 47 No. 2,
pp. 12-18.
Kim, S.W. (2005), Effects of supply chain management practices, integration, and competition
capability on performance, Supply Chain Management, Vol. 11 No. 3, pp. 241-248.
Kiron, D. (2012), SAP: using social media for building, selling and supporting, MIT Sloan
Management Review, Vol. 54 No. 1, pp. 1-8.
Kosk, N. (2013), Social media drives B2B collaborative efforts in the supply chain, Supply
and Demand Chain Executive, available at: http://bi.galegroup.com/essentials/article/
GALEjA290993298/4eec8e4d6f58e0626375 ( June 24, 2013).
Kumar, V. and Mirchandani, R. (2012), Increasing the ROI of social media marketing,
MIT Sloan Management Review, Vol. 54 No. 1, pp. 55-61.

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

Lagrosen, S. (2005), Customer involvement in new product development: a relationship marketing

perspective, European Journal of Innovation Management, Vol. 8 No. 4, pp. 424-436.
Lambert, D.M. and Cooper, M.C. (2000), Issues in supply chain management, Industrial
Marketing Management, Vol. 29 No. 1, pp. 65-83.
Lambert, D.M. and Schweiterman, M.A. (2012), Supplier relationship management as a macro
business process, Supply Chain Management: An International Journal, Vol. 17 No. 3,
pp. 337-352.
Lambert, D.M., Garcia-Dastugue, S.J. and Croxton, K.L. (2005), An evaluation of
process-oriented supply chain management frameworks, Journal of Business Logistics,
Vol. 26 No. 1, pp. 25-51.
Lapide, L. (2002), New developments in business forecasting, Journal of Business Forecasting,
Vol. 21 No. 2, pp. 17-19.
Leroy, J., Cova, B. and Salle, R. (2013), Zooming in VS zooming out on value co-creation: consequences
for BtoB research, Industrial Marketing Management, Vol. 42 No. 7, pp. 1102-1111.
Littler, D. (2006), Reflecting practice: the case of marketing and new product development,
Euromed Journal of Business, Vol. 1 No. 1, pp. 5-19.
Liu, G. and Deitz, G.D. (2011), Linking supply chain management with mass customization
capability, International Journal of Physical Distribution & Logistics Management, Vol. 41
No. 7, pp. 668-683.
Locander, W.B. and Goebel, D.J. (1997), Managing financial variation: insights into the
finance/marketing interface, Managerial Finance, Vol. 23 No. 10, pp. 22-40.
Lui, H., Ke, W., Wei, K.K. and Hua, Z. (2013), Effects of supply chain integration and market
orientation on firm performance: evidence from China, International Journal of Production
and Operations Management, Vol. 33 No. 3, pp. 322-346.
Luo, C. (2004), Collaborative product development in supply chain: theoretical integration
and process analysis, doctoral dissertation, University of Minnesota, Minneapolis, MN.
McCarthy, T.M. and Golicic, S.L. (2002), Implementing collaborative forecasting to improve
supply chain performance, International Journal of Physical Distribution & Logistics
Management, Vol. 32 No. 6, pp. 431-454.
McCormick, K. and Lockamy, A. (2005), The impact of horizontal mechanisms within sales and
operation planning processes on supply chain integration and performance: a statistical
study, Proceedings of the Global Conference on Business & Economics Oxford, UK,
available at: www.Drkresearch.org/Contact_us/McCormackandLockamy4thGloba
lconferencepaper_Finalversion.PDF (accessed June 13, 2013).
McCrae, C. (2000), Chartering interactive marketings 21st century, Interactive Marketing, Vol. 1
No. 3, pp. 237-242.
McDonald, M.H.B. and Wilson, H.N. (2004), Marketing, existential malpractice and an etherized
discipline: a soteriological comment, Journal of Marketing Management, Vol. 20 Nos 3/4,
pp. 387-408.
Mentzer, J.T. and Moon, M.A. (2004), Understanding demand, Supply Chain Management, Vol. 8
No. 4, pp. 38-45.
Mentzer, J.T., Dewitt, W., Keebler, J.S., Min, S., Nix, N.W., Smith, C.D. and Zacheria, Z.G. (2001),
What is supply chain management?, in Mentzer, J.T. (Ed.), Supply Chain Management,
Sage, Thousand Oaks, CA, pp. 5-24.
Moeller, S., Fassnacht, M. and Klose, S. (2006), A framework for supplier relationship
management, Journal of Business-to-Business Marketing, Vol. 13 No. 4, pp. 69-94.

Sales and
operations
planning
33

JRIM
8,1

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

34

Morash, E.A., Droge, C. and Vickery, S. (1996), Boundary spanning interfaces between logistics,
production, marketing, and new product development, International Journal of Physical
Distribution & Logistics Management, Vol. 26 No. 8, pp. 43-62.
Mouncey, P., Fletcher, K., Smith, D., Brown, J. and Streatfield, E. (2002), Interactive marketing:
the new marketing or more of the same?, Interactive Marketing, Vol. 4 No. 2, pp. 119-134.
Muzumdar, M. and Fontanella, J. (2006), The secrets to S&OP success, Supply Chain
Management Review, Vol. 10 No. 3, pp. 34-41.
NCBA (2013), available at: www.ncba.coop/ncba/about-co-ops/co-op-types (accessed June 21, 2013).
OCallaghan, R., Kaufmann, P.J. and Konsynski, B.R. (1992), Adoption correlates and share
effects of electronic data interchange systems in marketing channels, Journal of
Marketing, Vol. 56 No. 2, pp. 45-56.
Olihager, J., Rudberg, M. and Wickner, J. (2001), Long term capacity management: linking the
perspectives from manufacturing strategy and sales and operations planning,
International Journal of Production Economics, Vol. 69 No. 2, pp. 215-225.
Oliver, R.K. and Webber, M.D. (1982), Supply chain management: logistics catches up with
strategy, in Christopher, M. (Ed.), Logistics: The Strategic Issues, Pittman Publishing,
London, pp. 63-75.
Olsen, E.M., Walker, O.C., Ruekert, R.W. and Bonner, J.M. (2001), Patterns of cooperation during
new product development among marketing, operations, R&D: implications for project
performance, The Journal of Product Innovation Management, Vol. 18 No. 4, pp. 258-271.
Ostrom, A.L., Bitner, M.J., Brown, S.W., Burkhard, K.A., Goul, M., Smith-Daniels, V., Demirkan, H.
and Rabinovich, E. (2010), Moving forward and making a difference: research priorities
for the science of service, Journal of Services Research, Vol. 25 No. 1, pp. 25-61.
Pagini, M. and Mirabello, A. (2011-2012), The influence of personal and social-interactive
engagement in social TV web sites, International Journal of Electronic Commerce, Vol. 16
No. 2, pp. 41-67.
Parker, S. (2006), Integrating supply chain management principles into the new product
development process, doctoral dissertation, California State University, Dominguez Hills,
Carson, CA.
Peltier, J.W., Zahay, D. and Lehmann, D.R. (2013), Organizational learning and CRM success:
a model for linking organizational practices, customer data quality, and performance,
Journal of Interactive Marketing, Vol. 27, pp. 1-13.
Peterson, K.J., Handfield, R.B. and Ragatz, R.L. (2005), Supplier integration into new product
development: coordinating product, process, and supply chain design, Journal of
Operations Management, Vol. 23 Nos 3/4, pp. 371-388.
Power, D. (2005), Supply chain management integration and implementation: a literature
review, Supply Chain Journal: An International Journal, Vol. 10 Nos 3/4, pp. 252-263.
Rahimnia, F. and Hassanzadeh, J.F. (2013), The impact of website content dimension and e-trust
on e-marketing effectiveness: the case of Iranian commercial saffron corporations,
Information & Management, Vol. 50, pp. 240-247.
Rogers, D.S., Lambert, D.M., Croxton, K.L. and Garcia-Dastugue, S.J. (2002), The returns
management process, The International Journal of Logistics Management, Vol. 13 No. 2,
pp. 1-18.
Sabbath, R.E., Autry, C.W. and Daugherty, P.J. (2011), Automatic replenishment programs:
the impact of organizational structure, Journal of Business Logistics, Vol. 22 No. 1,
pp. 91-105.

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

Sampson, S.E., Menor, L.J. and Bone, S.A. (2010), Why we need a service logic: a comparative
review, Journal of Applied Management and Entrepreneurship, Vol. 15 No. 3, pp. 18-33.
Sanders, N.R. (2009), Bridging the gap between methodological camps in supply chain
management, Journal of Supply Chain Management, Vol. 45 No. 1, pp. 49-51.
Schibrowsky, J.A., Peltier, J.W. and Nill, A. (2007), The state of internet marketing research:
a review of the literature and future research directions, European Journal of Marketing,
Vol. 41 Nos 7/8, pp. 722-733.
Schultz, D.E. and Peltier, J. (2013), Social medias slippery slope: challenges, opportunities and
future research directions, Journal of Research in Interactive Marketing, Vol. 7 No. 2,
pp. 86-99.
Seifert, D. (2003), Collaborative Planning, Forecasting, and Replenishment: How to Create a
Supply Chain Advantage, AMACOM, New York, NY.
Shaik, M. and Abdul-Kader, W. (2012), Performance measurement of reverse logistics:
a comprehensive and integrated approach, Measuring Business Excellence, Vol. 16 No. 2,
pp. 23-34.
Shaik, M. and Abdul-Kader, W. (2013), Transportation in reverse logistics enterprise:
a comprehensive performance measurement methodology, Production Planning &
Control, Vol. 24 No. 6, pp. 495-510.
Sherman, R.W. (2010), Measuring and communicating the value created by an organization,
Journal of Business Education, Vol. 3 No. 5, pp. 87-98.
Simatupang, T.M., Wright, A.C. and Sridharan, R. (2004), Applying the theory of constraints to
supply chain collaboration, Supply Chain Management, Vol. 9 No. 1, pp. 57-70.
Stevens, G.A. and Burley, J. (1997), 3000 raw ideas1 commercial success!, Research
Technology Management, Vol. 43 No. 3, pp. 16-27.
Svensson, G. (2002), The theoretical foundation of supply chain management: a functionalist
theory of marketing, International Journal of Physical Distribution & Logistics
Management, Vol. 32 Nos 9/10, pp. 734-754.
Terjesen, S., Pankaj, P. and Sanders, N. (2012), Managing differentiation-integration duality in
supply chain integration, Decision Sciences, Vol. 43 No. 2, pp. 303-339.
Thome, A.M.T., Scavarda, L.F., Fernandez, N.S. and Scavarda, A.J. (2012), Sales and operations
planning: a research synthesis, International Journal of Production Economics, Vol. 138,
pp. 1-13.
Valentine, M. (2012), SI&OP: where S&OP and inventory optimization meet, Supply and
Demand Chain Executive, March, pp. 41-44.
Van Hoek, R. and Chapman, P. (2006), From tinkering around the edge to enhancing revenue
growth: supply chain-new product development, Supply Chain Management: An
International Journal, Vol. 11 No. 5, pp. 385-389.
Van Hoek, R. and Chapman, P. (2007), How to move supply chain beyond cleaning up after new
product development, Supply Chain Management: An International Journal, Vol. 12 No. 4,
pp. 239-244.
Vargo, S.L. and Lusch, R.F. (2004), Evolving to a new dominant logic for marketing, Journal of
Marketing, Vol. 68 No. 1, pp. 1-17.
Vargo, S.L. and Lusch, R.F. (2008), Service-dominant logic: continuing the evolution, Journal of
the Academy of Marketing Science, Vol. 36 No. 1, pp. 1-10.
Veryzer, R.W. (2005), The roles of marketing and industrial design in discontinuous new product
development, The Journal of Product Innovation Management, Vol. 22 No. 1, pp. 22-41.

Sales and
operations
planning
35

JRIM
8,1

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

36

Vlosky, R.P., Smith, P.M. and Wilson, D.T. (1994), Electronic data interchange implementation
strategies a case study, Journal of Business & Industrial Marketing, Vol. 9 No. 4, pp. 5-18.
Vollmann, T.E., Berry, W.L., Whybark, D.C. and Jacobs, F.R. (2005), Manufacturing Planning
and Control Systems for Supply Chain, McGraw-Hill/Irwin, New York, NY.
Wallace, T.F. (1999), Sales and Operations Planning: The How-to Handbook,
T.F. Wallace & Company, Cincinnati, OH.
Wang, E.T.G. and Wei, H.-L. (2007), Interorganizational governance value creation:
coordinating for information visibility and flexibility in supply chains, Decision
Sciences, Vol. 38 No. 4, pp. 647-674.
Wheelwright, S.C. and Clark, K.B. (1992), Managing New Product and Process Development,
The Free Press, New York, NY.
Wilkinson, I.F. (2006), The evolution of an evolutionary perspective on B2B business, Journal
of Business & Industrial Marketing, Vol. 21 No. 7, pp. 458-465.
Wilson, S.G. and Abel, I. (2002), So you want to get involved in e-commerce, Industrial
Marketing Management, Vol. 31 No. 2, pp. 85-94.
Wind, Y. (2006), Blurring the lines: is there a need to rethink industrial marketing?, The Journal
of Business & Industrial Marketing, Vol. 21 No. 7, pp. 474-481.
Winer, R.S. (2001), A framework for customer relationship management, California
Management Review, Vol. 43 No. 4, pp. 89-105.
Further reading
Barrett, M. (2004), Understanding the meaning of collaboration in supply chain, Supply Chain
Management: An International Journal, Vol. 9 No. 1, pp. 30-42.
Larson, P.D. and Rogers, D.S. (1998), Supply chain management: definition, growth, and
approaches, Journal of Marketing Theory and Practice, Vol. 6 No. 4, pp. 1-5.
Lockamy, A. and McCormick, K. (2004), Linking SCOR planning practices to supply chain
performance: an exploratory study, International Journal of Operations & Production
Management, Vol. 24 Nos 11/12, pp. 1192-1218.
Lutz, H., Vang, D.O. and Raffield, W.D. (2012), Using game theory to predict supply chain
cooperation, Performance Improvement, Vol. 51 No. 3, pp. 19-23.
About the authors
Richard E. Plank, PhD City University of New York (1988), is a Professor of marketing and part
of the supply chain center team at the University of South Florida. His research has concentrated
on business-to-business buying and selling interaction. Richard Plank is the corresponding
author and can be contacted at: Rplank@usf.edu
Robert Hooker, PhD Florida State University (2010), is an Assistant Professor of marketing
and part of the supply chain center team at the University of South Florida. His research has
focused on various aspects of supply chain operations and information integration.

To purchase reprints of this article please e-mail: reprints@emeraldinsight.com

Or visit our web site for further details: www.emeraldinsight.com/reprints

This article has been cited by:

Downloaded by Pontificia Universidad Catolica del Peru At 04:35 17 May 2016 (PT)

1. Dr Shannon Cummins, Dr James W. Peltier and Dr Andrea Dixon Beth Rogers Portsmouth Business
School, University of Portsmouth, Portsmouth, UK Lillian Clark Portsmouth Business School, University
of Portsmouth, Portsmouth, UK . 2016. CABS: a conceptual model for context-aware B2B sales
applications. Journal of Research in Interactive Marketing 10:1, 50-66. [Abstract] [Full Text] [PDF]
2. Richard E. Plank. 2015. Visionary Pricing: Reflections and Advances in Honor of Dan Nimer (Advances
in Business Marketing and Purchasing: Vol. 19), by Gerald E. Smith (ed.) and Arch G. Woodside (series
ed.). Journal of Business-to-Business Marketing 22:1-2, 145-149. [CrossRef]