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Case study
Publication date: 20 January 2017

Robert E. Spekman and Jacki Fritz

This case examines the formation of an alliance between Fiat and Chrysler during the height of the financial crisis as a mechanism to save Chrysler from liquidation. The…

Abstract

This case examines the formation of an alliance between Fiat and Chrysler during the height of the financial crisis as a mechanism to save Chrysler from liquidation. The case traces the events leading up to the alliance, discusses the early stage issues with which the partners have to deal, addresses some of the governance issues, and examines the past merger between Chrysler and Daimler that ended in a failure. The case presents a normative approach to alliance management and conjectures about the success of the Fiat-Chrysler alliance. We address whether Chrysler is a suitable partner and whether there is a strong enough rationale for the alliance and whether the two partners are compatible. Finally, the case explores the lessons learned and the cautions that might derail the alliance.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

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Article
Publication date: 1 November 1998

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13598549810215379. When citing…

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/13598549810215379. When citing the article, please cite: Robert E. Spekman, John W. Kamauff Jr, Niklas Myhr, (1998), “An empirical investigation into supply chain management: a perspective on partnerships”, Supply Chain Management: An International Journal, Vol. 3 Iss 2 pp. 53 - 67.

Details

International Journal of Physical Distribution & Logistics Management, vol. 28 no. 8
Type: Research Article
ISSN: 0960-0035

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Case study
Publication date: 20 January 2017

Robert F. Bruner, Robert E. Spekman, Petra Christmann, Brian Kannry and Melinda Davies

This case may be taught singly or used as a merger-negotiation exercise with “Daimler-Benz A. G.: Negotiations between Daimler and Chrysler” (UVA-F-1241). Set in February…

Abstract

This case may be taught singly or used as a merger-negotiation exercise with “Daimler-Benz A. G.: Negotiations between Daimler and Chrysler” (UVA-F-1241). Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

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Article
Publication date: 1 March 2002

Robert E. Spekman, Joseph Spear and John Kamauff

Supply chain management has received in recent years a great deal of attention by practitioners and academics alike. The benefits that accrue to firms that effectively…

Abstract

Supply chain management has received in recent years a great deal of attention by practitioners and academics alike. The benefits that accrue to firms that effectively manage their supply chain partners range from lower costs to higher return on investment (ROI), to higher returns to stockholders. Yet, effective management of one’s supply chain is not easily accomplished. In this paper, we develop this capability as a core skill that will ultimately separate the winners from the losers. We develop the concept of supply chain competence and use learning as a proxy. We explore the pre‐conditions for learning to emerge and the impact of learning on supply chain performance. A number of factors that affect partner‐like behavior also affect learning. Also, learning appears to have a positive impact on performance measures relating to end‐customer satisfaction and being a more market‐focused supply chain. Learning does not appear to affect supply chain performance related to cost.

Details

Supply Chain Management: An International Journal, vol. 7 no. 1
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 1 July 1986

Robert E. Spekman and Kjell Gronhaug

Acknowledges the multiperson nature of the industrial business buying process and the development of the buying centre as the unit of analysis for business/organization…

Abstract

Acknowledges the multiperson nature of the industrial business buying process and the development of the buying centre as the unit of analysis for business/organization buying behaviour. Addresses two main themes: conceptual issues and alternative views; and methodological dilemma. Looks at the concept of the buying centre and discusses structural properties and process considerations of the buying centre. Closes by outlining research opportunities. Concludes that present research suffers from two major flaws which inhibit development; that buying centre research tends to be descriptive, with over‐reliance on anecdotal information so that research is devoid of any theoretical foundation; and secondly many present findings have grown from research which reflects individual methodologies.

Details

European Journal of Marketing, vol. 20 no. 7
Type: Research Article
ISSN: 0309-0566

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Case study
Publication date: 20 January 2017

Robert F. Bruner, Robert E. Spekman, Petra Christmann, Brian Kannry and Melinda Davies

This case may be taught singly or used as a merger-negotiation exercise with “Chrysler Corporation: Negotiations between Daimler and Chrysler” (UVA-F-1240). Set in…

Abstract

This case may be taught singly or used as a merger-negotiation exercise with “Chrysler Corporation: Negotiations between Daimler and Chrysler” (UVA-F-1240). Set in February 1998, the case places students in the position of negotiators for the company; their task is to value both firms, assess the potential earnings dilution of a combination, and negotiate a detailed agreement with their counterpart. The case can be used to explore such interesting negotiation issues as determination of a share-exchange ratio, treatment of major stockholders, and structuring a deal. Also, the case and exercise can be used to spark a discussion of acquisition in comparison with strategic alliance, or other less formal models of combination.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

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Case study
Publication date: 20 January 2017

Robert E. Spekman, Sameer Kumar and Arya Kalla

This case describes a consulting firm that is assisting a pharmaceutical company as it faces a strategic question regarding how to determine the size of its sales force…

Abstract

This case describes a consulting firm that is assisting a pharmaceutical company as it faces a strategic question regarding how to determine the size of its sales force. An Excel file containing two of the case exhibits is included and is available by contacting sales@dardenbusinesspublishing.com. A related Technical Note entitled “A Note on Sizing the Sales Force” (UVA-M-0746) is available that describes several approaches one could employ to size a sales force; it addresses the advantages of each approach as well as the weaknesses.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

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Article
Publication date: 1 July 1983

Robert E. Spekman

Strategic discontinuities in growth and profitability over the past decade suggest that, for the most part, the traditional planning models employed by American industry…

Abstract

Strategic discontinuities in growth and profitability over the past decade suggest that, for the most part, the traditional planning models employed by American industry are less than adequate. Indeed, both corporate planners and purchasing executives are beginning to recognise that corporate strategic planning must balance a historical concern for product/market decisions with an understanding of and an appreciation for those factors that impact on the supply side of corporate performance. Generally speaking, the purchasing profession has contributed little to our understanding of strategic procurement primarily because the practice and principles of planning have been slow to diffuse to the purchasing function. In addition, academicians have offered little guidance. It is clear that formal planning models either ignore totally purchasing‐related factors or tend to treat them as an after‐thought. Part of the difficulty stems from the fact that the planning literature separates strategy formulation from strategy implementation and the focus seems to over‐emphasise strategy formulation. Although it is useful conceptually to distinguish between the two phases of the planning process, in practice they must be integrated if organisational purpose is to be accomplished.

Details

International Journal of Physical Distribution & Materials Management, vol. 13 no. 7
Type: Research Article
ISSN: 0269-8218

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Article
Publication date: 1 June 2005

Niklas Myhr and Robert E. Spekman

To investigate how supply‐chain partners can achieve collaboration under varying circumstances (transactional types) by developing trust‐based social foundations and by…

Abstract

Purpose

To investigate how supply‐chain partners can achieve collaboration under varying circumstances (transactional types) by developing trust‐based social foundations and by utilizing electronically mediated exchange.

Design/methodology/approach

A conceptual framework illustrates the roles of trust and electronically mediated exchange in achieving collaboration and its hypotheses are tested with a sample of 157 supply‐chain relationships of international subsidiaries of Nordic multinational corporations (MNCs).

Findings

Finds that collaborative partnerships can be achieved both via trust and through electronically mediated exchange. Results also indicate that electronically mediated exchange more readily enhances collaboration in exchange relationships involving standardized products, while trust plays a larger role when customized products are being exchanged.

Research limitations/implications

The transactional type involved impacts the relative effectiveness of trust and electronically mediated exchange in achieving collaboration. This finding might stimulate research of the impact of other contextual factors. Limitations include that only managers on one side of inter‐organizational dyads were surveyed.

Practical implications

Practicing managers need to prioritize the time and effort they spend developing partnerships. While both trust and electronically mediated exchange play pivotal roles in fostering collaboration, managers involved in the exchange of standardized products can place a relative emphasis on electronically mediated exchange, while trust is of higher importance when customized products are being exchanged.

Originality/value

This paper examines the complex interplay of trust and electronically mediated exchange in achieving collaborative supply‐chain partnerships and offers guidance to practicing managers as well as implications of theoretical interest to academics.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 4/5
Type: Research Article
ISSN: 0885-8624

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Case study
Publication date: 20 January 2017

Robert E. Spekman, Derek A. Newton and Alexandra Ranson

This case serves as an introduction to field sales management. A manager must address three sales representatives' ingrained behaviors in order to implement a major shift…

Abstract

This case serves as an introduction to field sales management. A manager must address three sales representatives' ingrained behaviors in order to implement a major shift in marketing strategy. Students should recognize the nature of the "man-in-the-middle" squeeze: the manager caught between the pressure of implementing a new strategy from the top and the resistance to change from the bottom.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

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