英语翻译• Explicitly incorporate cross-functional collabor
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英语翻译
• Explicitly incorporate cross-functional collaboration as a major factor in the performance appraisal of all personnel–from functional managers to rank-and-file employees–involved in the marketing/logistics interface.This should make it clear that individualistic behavior will be penalized and collaborative behavior will be rewarded.
• Use performance indicators that reflect the contribution of both functional areas.For example,customer service surveys,as well as feedback from senior management visits to key accounts,can be used as a basis for determining bonus compensation,rather than function- specific performance measures like the number of new accounts or logistics cost control.As previously stated,managing marketing/logistics cross-functional collaboration in the supply chain is increasingly important to firms because of the growing need for service-based differentiation.In many industries– particularly those that involve commodity or convenience goods–firms have reached such a level of parity on product,price,and promotion that customer service is what differentiates one supplier from another.Therefore,the true value of marketing/logistics cross-functional collaboration lies in its potential to enhance the firm’s performance in the marketplace.The significant positive association between effective marketing/logistics interdepartmental relations and distribution service performance suggests that supply chain managers should consider the benefits that may accrue from cross-functional collaboration.It is often assumed that marketing and logistics functions work together in harmony.However,in reality these entities are often not natural allies.They do not always think alike or hold the same values.The firms that find out how to minimize the traditional separation and disparity that continue to characterize marketing/logistics interdepartmental relations may be the firms that have the most successful service differentiation strategies.
• Explicitly incorporate cross-functional collaboration as a major factor in the performance appraisal of all personnel–from functional managers to rank-and-file employees–involved in the marketing/logistics interface.This should make it clear that individualistic behavior will be penalized and collaborative behavior will be rewarded.
• Use performance indicators that reflect the contribution of both functional areas.For example,customer service surveys,as well as feedback from senior management visits to key accounts,can be used as a basis for determining bonus compensation,rather than function- specific performance measures like the number of new accounts or logistics cost control.As previously stated,managing marketing/logistics cross-functional collaboration in the supply chain is increasingly important to firms because of the growing need for service-based differentiation.In many industries– particularly those that involve commodity or convenience goods–firms have reached such a level of parity on product,price,and promotion that customer service is what differentiates one supplier from another.Therefore,the true value of marketing/logistics cross-functional collaboration lies in its potential to enhance the firm’s performance in the marketplace.The significant positive association between effective marketing/logistics interdepartmental relations and distribution service performance suggests that supply chain managers should consider the benefits that may accrue from cross-functional collaboration.It is often assumed that marketing and logistics functions work together in harmony.However,in reality these entities are often not natural allies.They do not always think alike or hold the same values.The firms that find out how to minimize the traditional separation and disparity that continue to characterize marketing/logistics interdepartmental relations may be the firms that have the most successful service differentiation strategies.
看着就头大,还一分都不给..= =||
谁给你译啊...
谁给你译啊...
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