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Previous literature on sustainable supply chain management has largely adopted an instrumental view of stakeholder management and has focused on understanding the effect of powerful stakeholders who have a more decisive influence on an organization's supply chain decisions. Social enterprises have emerged as organizations that often aim to create impact by integrating marginalized stakeholders into their operations and supply chains. This study examines the trade-offs that social enterprises experience due to their moral stance toward stakeholder engagement, evidenced in their commitment to serving marginalized stakeholders, as well as the responses adopted to these trade-offs.

The study follows a theory elaboration approach through a multiple case study design. The authors draw on insights from stakeholder theory and use the empirical insights to expand current constructs and relationships in a novel empirical context. Based on an in-depth analysis of primary and secondary qualitative data on ten social enterprises, the authors examine how these organizations integrate marginalized stakeholders into various roles in their operations.

When integrating marginalized customers, suppliers and employees, social enterprises face affordability, reliability and efficiency trade-offs. Each trade-off represents conflicts between the organization's needs and the needs of marginalized stakeholders. In response to these trade-offs, social enterprises choose to internalize the costs through slack creation or vertical integration or externalize the costs to stakeholders. The ability to externalize is contingent on the growth orientation of the organization and the presence of like-minded B2B (Business-to-Business) customers. These responses reflect whether organizations accept the trade-offs at the expense of one or more stakeholders or if they avoid the trade-offs and find mutually beneficial solutions.

Building on the empirical insights, the authors elaborate on stakeholder theory with a focus on the integration of marginalized stakeholders by emphasizing a moral justification for stakeholder engagement, identifying the nature of the underlying trade-offs which can arise when various stakeholder needs are in conflict and examining the contingencies affecting organizational responses to these trade-offs.

The key purpose of this paper is to examine the principal dimensions involved in store‐choice decisions and to discuss the trade‐off consumers make in their judgments between salient variables. The process of conjoint analysis is considered, in the first section of the paper, as a means to understanding the behavioural dimensions of customer segmentation. The second section explores this link, with reference to recent research undertaken with a multiple menswear fashion retailer. Respondents were interviewed to elicit their preferred ‘bundle’ of store‐choice attributes, which they felt influenced them in their choice of where to shop. In the third section of the paper, an attempt is made to evaluate the trade‐offs involved in the choice process.

Customer service levels are seen as the linchpin of an effective marketing logistics strategy for any company. Careful consideration is given to the components of customer service and each element is examined to identify its cost and revenue aspects. Segmented customer service policies are reviewed and taxonomic criteria proposed. The trade‐offs within the total logistics mix which are concomitant with changes in service offered are examined. Equally, a distinction is drawn between subjective service levels (i.e., displayed availability at point‐of‐purchase/use) and objective service levels. Control procedures to monitor the operational management of service levels decided upon are enumerated and procedures for interpreting customer complaints described. Experimental approaches are proposed by which managements can seek to move towards more cost effective service policies.

To determine the impact of price on consumer decision making in online environments.

Uses a conjoint experiment to investigate the trade‐offs customers make when choosing and to establish their relative weights in online and offline situations.

Finds that customers expect prices to be lower in an online environment than in a traditional sales channel.

Despite acknowledged limitations of experimental design and student samples, the findings have both theoretical and practical implications.

Marketing planners can use the intelligence gained from conjoint studies such as this to improve the design and implementation of online retail experiences.

Compares online and offline shopping environments with specific regard to the importance of price in each in the consumer decision‐making processes, a hitherto overlooked issue in marketing research.

Although significant advances have been made in customer service research, a majority of this research has concentrated on defining and measuring the importance of customer service in isolation from the other components of the marketing mix. In order to achieve a competitive advantage from customer service, it is necessary to establish service levels as part of the firm′s overall marketing strategy. This monograph reviews the development of customer service; evaluates past customer service research; presents a methodology for integrating customer service and marketing strategy, and provides some suggestions for future research.

Research into store image, market positioning and store choice has mainly been carried out in supermarkets or department stores and only a limited amount in speciality retailing. This study uses conjoint analysis to examine the way consumers choose where to purchase menswear fashion clothing, based on their perception and trade‐off of four attributes ‐ price, quality, selection and staff ‐ shown to be important in previous research. The results indicate that quality was the most important attribute to the respondents in this study. The paper concludes by analysing sub‐segments of shopping preferences for customers of Next for Men, a UK fashion retailer.

This study aims to investigate the role of three customer equity drivers on customer repurchase intent in business-to-business (B2B) markets. It also explores the interconnected nature of equity drivers, specifically, the effects of brand equity and value equity on relationship equity. Further, it investigates how perceived switching costs moderates the interrelationships between customer equity drivers. The authors explore the interrelationships between the customer equity drivers in a B2B context involving commodity products in a developing market.

Data collection was done from a pool of 184 institutional customers of a lubricant brand in a developing market. The sample had representations of buyer organizations across sectors, namely, automobile, cement, metal, fertilizer, railway, defence and mining, etc. The final data were subjected to partial least squares-based structural equation modeling to test the hypothesized model.

The study found a direct effect of brand equity, and value equity on relationship equity and an indirect effect on repurchase intent, namely, relationship equity. Perceived switching cost was found to moderate the interaction between brand equity and relationship equity as well as between value equity and relationship equity. The direct effect of relationship equity on repurchase intent was also significant.

The study implies that B2B firms should ground their marketing program on these customer equity drivers, especially when dealing with commodity products. The absence of any of these drivers would be detrimental in customer retention. The study also establishes the relevance of switching cost(s) and its impact on the underlying dynamics between the different equity drivers in the context of commodity products. The customer equity drivers along with switching costs, if managed well, may become switching barriers for customers and eventually would ensure recurring revenue through repeat purchases.

To the best of the authors’ knowledge, this is one of the first studies that focuses on the disaggregated effect of customer equity on customer outcomes in the B2B context. Furthermore, this study investigates how perceived switching costs moderates the interrelationships between customer equity drivers in the industrial sales context in an emerging market.

A new optimization model for setting the target values of the technical attributes of a product is presented. The framework not only considers customer satisfaction targets, but also the cost target. This enables one to weigh the trade‐off between these two objectives according to his preferences. The formulation is capable of generating a set of Pareto‐optimal solutions with respect to customer satisfaction and cost thus allowing the development team to explore their viability in relation to the subsequent houses of quality. At the same time, the scheme is simple enough to be implemented using a spreadsheet and the Excel solver. Uses a desirability function approach to represent the technical attributes’ values so as to adapt to different directions of improvement for different technical attributes. For illustration purposes, a case study of a digital camera is presented using a simpler variant of the model so that various sensitivity analyses can be performed.

The purpose of this paper is to define the added value of facility management (FM) in general and to develop a typology of facility services based on their added value in the educational environment.

This paper is based on a literature review and first assesses the different aspects of FM added value. The different variables and relations between the use of facility services and their effects on the educational achievement are then conceptualised and studied.

Research shows that FM added value is the customer perceived trade‐off between the effects of the use of facility services on the outcome of their processes, its costs and risks. On this basis, a typology of facility services was constructed around their level of fixity and their influence on the learning outcome.

The typology strongly indicates for FM when to engage in the decision‐making process relating to the educational environment in order to contribute to education. Also the typology is useful for deriving priorities for adjusting the current use situation of facility services to enhance their effectiveness in both a time and financially efficient manner.

This paper operationalises the concept of FM added value and provides several hypotheses and firm recommendations for further research to maximise the contribution of FM. The paper also presents a practical framework for evidenced‐based decision making on the use of facility services in the educational environment. It thus offers opportunities for FM to support the future learning landscape.

This research aims to investigate how Chinese leisure travelers value hotel amenities when they book hotel rooms in Hong Kong.

The research method was based on a conjoint analysis approach. Conjoint models were developed to determine how people make decisions and what they really value in products or services.

Price had the highest average importance value, followed by airport/local area shuttles, wireless internet, breakfast and quality of coffee/tea. Price, airport/local area shuttles and wireless internet were rated as being relatively more important than breakfast and quality of coffee/tea.

This research has some limitations in terms of the generalizability of its findings to all hotels and travelers. First, only four hotel amenities were considered. Second, the research focused on Chinese leisure travelers staying in hotels in Hong Kong. Finally, the sample only consisted of leisure travelers.

This research shows that providing complimentary breakfast and free access to quality coffee/tea when a hotel already provides a shuttle service and free wireless internet does not add much value to the overall hotel product from the customer’s point of view. Moreover, it provides insights into how hotel professionals can customize and select the amenities they provide to impress their customers.

This research has significant implications for hotel managers’ efforts to formulate and implement strategies or tactics in their daily operations or long-term plans through the selection of hotel amenities.