By Martin Christopher
This vintage textual content discusses the position of logistics in attaining company and monetary targets. It has develop into the bible of the logistics region and a frequently-adopted textual content at most sensible enterprise colleges. * A confirmed marketplace chief. * assured excessive rate vendor. * profitable crossover into practitioner and educational markets. * crucial interpreting for logistics/operations managers and more and more, dealing with the chain of call for is a growing to be quarter inside of advertising. * Written through a most sensible writer and advisor within the box. * New chapters on logistics price, built-in logistics, community logistics. * up-to-date case reviews all through, from complete overseas variety of industries and firms together with Dell, Wal-mart (vs K-Mart), Zara, GE Capital, Li & Fung (Hong Kong), Hewett Packard, Dyson and Nokia. * stronger by means of diagrams and bankruptcy summaries.
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Example text
Customer value can be defined quite simply as the difference between the perceived benefits that flow from a purchase or a relationship and the total costs incurred. QXD 12/11/04 12:04 pm Page 47 2 LOGISTICS AND CUSTOMER VALUE It is better to refer to the ‘total cost of ownership’ rather than price since so often a purchase or a relationship will involve significant costs other than price. Equally the benefits that are perceived to flow from the purchase or a relationship will often be greater than the tangible product features or functionality.
9. Ashwood, Ashley, ‘Dell Moves up a Gear as PC Industry Declines’, Financial Times, 9 November 2001. 10. Ibid. 11. Ibid. 12. Ibid. 13. Einhorn, B. ‘Dell Takes a Different Tack in China’, Business Week Online, 3 December 2001. 14. Kirkpatrick, David, ‘Please Don’t call us PC’, Fortune, 16 October 2000, pp. 81–84. 15. Ibid. 16. Ashwood, Ashley, ‘Dell Moves up a Gear as PC Industry Declines’, Financial Times, 9 November 2001. 17. Crambe, Gordon, ‘Philips and Dell Agree on Global Alliance’, Financial Times, 28 March 2002.
7 I’m not going to suggest that there couldn’t be incidents where we did things that could appear like that … but on a broad scale, no, that does not reflect our activities at all. Michael Dell8 The merger between Hewlett Packard and Compaq had been designed to protect their evaporating margins, but post-merger integration did not go smoothly. Outside the US efforts to cut costs through rationalization across the two companies repeatedly fell foul of labour and tax laws or systems requirements in other national markets, while in the US the newly combined group found that Best Buy, the largest retailer of Hewlett Packard PCs, was keen to restrict shelf space for the new giant, fearing that the enlarged company could wield too much power.