Managing the Retailer SME Supplier Relationship Post Financial Crisis

A Reid; A Gilmore; S Moffett; L Donnell; K Hutchinson

Managing the Retailer SME Supplier Relationship Post Financial Crisis

A Reid, A Gilmore, S Moffett, L Donnell, K Hutchinson

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review

Abstract

One of the many dimensions of the power imbalance between large food retailers and SME suppliers is knowledge derived from Customer Relationship Management (CRM) programs, specifically loyalty card data collected by food retailers on end consumer shopping habits. The overall aim of this paper is to understand the interface of knowledge and power between retailers and SME suppliers within the supply chain in relation to CRM and supply relationship management (SRM) after the financial crisis, which came to a head September 2008. The methodological approach taken was a single case study of a large multinational retailer and 12 of their SME suppliers. Key findings were that SME suppliers are powerless to engage in knowledge held downstream, distorted roles and responsibilities of knowledge management and finally fragmented knowledge transfer upstream.

Original language	English
Title of host publication	Unknown Host Publication
Publisher	Innovation Insitute
Number of pages	14
Publication status	Accepted/In press - 29 Jul 2015
Event	Global Business Conference - Sibenik, Croatia Duration: 29 Jul 2015 → …

Conference

Conference	Global Business Conference
Period	29/07/15 → …

Keywords

SRM
CRM

Cite this

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title = "Managing the Retailer SME Supplier Relationship Post Financial Crisis",

abstract = "One of the many dimensions of the power imbalance between large food retailers and SME suppliers is knowledge derived from Customer Relationship Management (CRM) programs, specifically loyalty card data collected by food retailers on end consumer shopping habits. The overall aim of this paper is to understand the interface of knowledge and power between retailers and SME suppliers within the supply chain in relation to CRM and supply relationship management (SRM) after the financial crisis, which came to a head September 2008. The methodological approach taken was a single case study of a large multinational retailer and 12 of their SME suppliers. Key findings were that SME suppliers are powerless to engage in knowledge held downstream, distorted roles and responsibilities of knowledge management and finally fragmented knowledge transfer upstream.",

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AU - Reid, A

AU - Gilmore, A

AU - Moffett, S

AU - Donnell, L

AU - Hutchinson, K

PY - 2015/7/29

Y1 - 2015/7/29

N2 - One of the many dimensions of the power imbalance between large food retailers and SME suppliers is knowledge derived from Customer Relationship Management (CRM) programs, specifically loyalty card data collected by food retailers on end consumer shopping habits. The overall aim of this paper is to understand the interface of knowledge and power between retailers and SME suppliers within the supply chain in relation to CRM and supply relationship management (SRM) after the financial crisis, which came to a head September 2008. The methodological approach taken was a single case study of a large multinational retailer and 12 of their SME suppliers. Key findings were that SME suppliers are powerless to engage in knowledge held downstream, distorted roles and responsibilities of knowledge management and finally fragmented knowledge transfer upstream.

AB - One of the many dimensions of the power imbalance between large food retailers and SME suppliers is knowledge derived from Customer Relationship Management (CRM) programs, specifically loyalty card data collected by food retailers on end consumer shopping habits. The overall aim of this paper is to understand the interface of knowledge and power between retailers and SME suppliers within the supply chain in relation to CRM and supply relationship management (SRM) after the financial crisis, which came to a head September 2008. The methodological approach taken was a single case study of a large multinational retailer and 12 of their SME suppliers. Key findings were that SME suppliers are powerless to engage in knowledge held downstream, distorted roles and responsibilities of knowledge management and finally fragmented knowledge transfer upstream.

KW - SRM

KW - CRM

M3 - Conference contribution

BT - Unknown Host Publication

PB - Innovation Insitute

T2 - Global Business Conference

Y2 - 29 July 2015

ER -

Managing the Retailer SME Supplier Relationship Post Financial Crisis

Abstract

Conference

Keywords

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