Optimizing Business with SCM & CRM

1.0 Introduction

1.1 Supply Chain

Companies do not just compete with other rivals on their own, but by strengthening alliances with all wholesalers, manufacturers, and suppliers in the supply chain, and as consumer power grows stronger, companies must meet the consumer's requirements for performance, style, quality, price, delivery and service (Mentzer et al., 2001; Lambert et al., 2000). SCM and CRM are theoretical framework developed under the above circumstances. Supply chain management sees a company as a member of a chain that reduces costs and improves service levels through effective alliances and collaboration among members (Ellram et al., 1990; Christopher 2016). Customer relationship management is a management mechanism to improve the relationship between enterprises and customers. By providing comprehensive and personalised customer information to professionals in sales, marketing and customer service, and strengthening the ability to track services and information analysis, They are able to collaboratively, build and maintain an effective “one-to-one relationship” with customers and business partners, enabling companies to deliver faster and more thoughtful services, increase customer satisfaction, and attract and retain more customers (Christopher 2016). Thus, increasing turnover; on the other hand, effectively reducing business costs through information sharing and optimising business processes. The integration of supply chain management and customer relationship management is a necessary process. As, through the integration of SCM and CRM, enterprises can respond to customer needs in real time, and realise the best allocation of resources on the supply chain, thereby comprehensively improving the competitiveness of enterprises (Lambert et al., 1998; Gold et al., 2010). The integration of supply chain management and customer relationship management has brought about significant results in operating costs and customer satisfaction. Hence, this study will be pertained towards the assessment of the trends in SCM in the automobile industry, under the perspective of the idea of correlation with the enhancement of the customer relationships.

1.2 Background of Study

Do not confuse the concept of supply chain management with integrated organization. This is a part of the supply chain process that plans, implements, and controls the efficiency and effectiveness of the flows and storage of goods, services, and information from the point of origin to the point of consumption to meet the needs of customers (Christopher 2016). While the management of the supply chain flows directly from above, it needs a strategic decision process. Must be a shared goal of every function in the chain and is of strategic significance due to its impact on total costs and in market share. It also supplies a different view of inventories which is use as the last balance mechanism in the chain and not the first (Wisner et al., 2014). The management of the supply chain can consider as a crossroads where many disciplines academics converge. Interest in this field has increased steadily since the 80's when the benefits of a collaborative rather than competitive working relationship recognised between organisations. Supply chain management refers to both the chain of internal supply, concerned with managing processes between departments of an organisation unique, as the management of external relations with customers and suppliers by the company. In the traditional approach, managers managed demand forecasting activities, purchases, warehouse management or production planning in such a fragmented way that it was not unusual to find them under separate functions that did not share information (Winter et al., 2013; Hazen et al., 2014).

The Companies now realise the obsolescence of that approach. In addition to continuously improving their own production capacity and product quality, reducing production costs, and enhancing product competitiveness, companies must set up a good relationship with the consumer community (Danese et al., 2011; Lin et al., 2010). As future corporate competition is not only about product quality and variety, but more importantly, the relationship between the company and its stakeholders. In the future, with the fierce competition between nonlinear supply chains, the supply chain will become spherical. Although consumer groups and business groups can complement each other through high-level technology, flexible systems, and mutual aid, there is also a competitive relationship between the two groups (Wisner et al., 2014). In the past, companies have concentrated their efforts on economic efficiency and pursued profit maximisation. However, in the new environment in which consumer groups appear, companies must meet economic goals as well as stakeholders. The needs of people, consumers, and society, especially the interests of consumers and society (Rushton et al., 2014; Ptak et al., 2016). In addition to continuously improving their own production ability and product quality, reducing production costs, and enhancing product competitiveness, companies must set up a good relationship with the consumer community. As future corporate competition is not only about product quality and variety, but more importantly, the relationship between the company and its stakeholders (Hazen et al., 2014). Under certain economic conditions, the supply chain can divide into several one-to-one supply relationship models composed of buyers and sellers. This one-to-one model is the basis of supply chain analysis (Carter & Liane Easton, 2011; Diabat et al., 2013). In the traditional economic theory, the buyer's enterprise only starts from its own interests, thus achieving the goal of maximising profits, and the relationship between the supply and marketing enterprises is a hostile and profitable relationship. In the supply chain cooperation model, the more important thing is the overall pursuit of overall competitiveness and profitability. In this way, supply chain management is the management of a complete system and relationship and allows the company its customers and other partners to receive help from the cooperation. In the entire process of supply chain operations, the goal is to reduce total costs and increase competitiveness (Carter & Liane Easton, 2011). Its management principle is “through the relationship management with upstream suppliers and downstream customers, and ultimately create higher value in the market with the lowest overall supply chain cost” (in Olugu et al., 2011, p.43).

1.3 Aim and Objectives

This study will aim to assess the approaches of improving supply chain management at jaguar United Kingdom with customer relationship management and technology. The following objectives have been defining to effectively reach the research aim:

Define customer relationship management in context of supply chain management.

Analyse customer relationship management practices in the automotive industry to find improvement approaches

Find how jaguar is managing the customer relationship management process using technology.

Explore the pros and cons of technology for customer relationship management.

Provide recommendation from empirical research on how to improve Customer relationship management technology in supply chain

1.4 Rationale and Purpose

This study will be pertained towards the aspect of enhancement of the supply chain management at Jaguar in the United Kingdom. This will be kept under the context of correlation with the consumer relationships. As most of the studies related to SCM in automobile industry are related to the enhancement of the SCM through customer perspectives, the angle for consumer perspective in this industry academic practitioner will enable to develop an augmented insight towards the underlying subjectivities related to the idea and identify the gap in current knowledge through primary and secondary research Hence, this study topic has selected.

Outline of Study

This study will be divided into five main chapters. The first chapter develops an overview of the overall study which is conducted. This includes the provision of rationale for the study, in addition to the enumeration of the study aim and objectives, towards which the entire study will be directed. In addition, the second chapter of this study will provide a literature review. The third chapter will be the methodology of this study. This will say what method of research will be used for the creation of analysis and findings which will be the ultimate result of this study. The fourth chapter will be the findings and discussion chapter, which will count the various findings gleaned through the application of the research methodology. In addition, the findings will be discussing under relevant studies to develop insight towards the overall study results. The fifth chapter will be the conclusion chapter, which will conclude the overall study. In addition, the recommendations will made to reflect towards the various findings of the study. Overall, this will also lead towards the declaration of the limitations of this study as well.

2.0 Literature Review

2.1 Introduction

This chapter aims to provide an extensive critical discussion about the CRM. This helps in the development of the conceptual frameworks upon which academic studies are based. In addition, aims also helps to evaluate the practical gap in the literature. Furthermore, the literature review will support in the discussion of relevant studies related to the topic under consideration of the research.

2.2 Supply chain

Supply chain management (SCM) is consisting of physical and information flow. (Helms, Ettkin, & Chapman, 2000). SCM is an emerging concept with technology like a (IoT) information of technology help to collaborate consumer, by communication more closely. (Blanco, 2009) Although commercial supermarket chains and distribution centres have widely recognised by the society, the concept of manufacturing distribution centres and supply chains still faces the challenge of traditional concepts (Ptak & Schragenheim, 2016). Techniques are a key issue to achieve significant growth in the supply chain. The supply chain is a cross-industry and cross-sectoral approach that involves high-tech in many fields; it needs not only specialised technical talents, but also the skills, methods, and methods that are proficient in supply chain, and familiar with many technologies related to the supply chain. Right decision can lead to a comprehensive solution and a reasonable solution when a failure occurs in a certain part of the supply chain (Lin et al., 2010; Ptak & Schragenheim, 2016). The success of supply chain management is not only the operation of production management, but also the operation of marketing management. The supply chain is based on cost, and all activities carried out around reducing the total cost of the supply chain (Mangan et al., 2016). Supply chain management has widely practiced and in-depth research in the corporate and academic circles since its introduction in the 1980s and has created enormous economic and social benefits (Li et al., 2006). Supply chain management objectively needs a reduction in the number of suppliers and the establishment of close partnerships. However, unlike “vertical integration”, each enterprise in the supply chain is still an independent economic entity (Lambert et al., 2000; Li et al., 2006). Both have the motivation to maximise their own interests, and there is the possibility of opportunism, which is detrimental to the development and maintenance of cooperative relations. The procurement business and the relationship with customer are an important part of the supply chain and a complex issue. After the launch of Material requirement planning (MRP), Enterprise resource planning (ERP) and Just in time (JIT), there was an improvement in the procurement business process, but it did not rise to the level of relationship management still collaborative approach is essential. (Mentzer et al., 2001; Christopher 2016).

Agile supply chain is vital practical approach in supply network and pro fast satisfaction consumer demand. It consists of two main part internal mean flexibility which is depend on needs such as configuration and structure while external part of Supply chain is depend on innovation of market and customer belief. (Harrison et al, 1999). The essence of supply chain management lies in the cooperation between enterprises. The choice of strategic partners of member companies in the supply chain must be based on detailed analysis of the internal and external environment of the supply chain and choose different cooperation methods according to different environments to make each enterprise in the chain. They all concentrate their own limited resources on the core business, maximise the advantages of the company itself, and improve the overall advantage of the supply chain.

2.3 Customer relationship management

The CRM is a vital that help to create a better experience for company and consumer. Managing customer relationship can attract and protect more customers through high-quality services. CRM increases the overall management of business processes (Mangan et al., 2016). It is a new management mechanism designed to improve the relationship between business and customers. It consists of two aspects: attracting and keeping more customers by supplying faster and more thoughtful services and reducing the cost of the enterprise through comprehensive management of business processes (Wang et al., 2016; Mangan et al., 2016). The integrated management of CRM and SCM can not only achieve the purpose of reducing costs, but also enhance the level of customer service and customer management of the alliance from a marketing perspective. Moreover, in the determination of the level of service customers, supply chain management should not only consider by the supply side but should grasp the customer requirements and change from product orientation to market orientation (Wong et al., 2011; Martínez-Jurado & Moyano-Fuentes, 2014). Product-oriented customer service is determined according to the needs of the supplier itself. It is difficult to adapt to customer needs and easily lead to failure of service setting. Market-oriented customer service is customised according to the information of the business department and the level of the competitive enterprise. Closer to customer needs and control them on time (Martínez-Jurado & Moyano-Fuentes, 2014). When consumers faced with many business information and choice opportunities, long-term customers not only mean an increase in business opportunities, but also reduce the cost of winning customers and simplify the process of sales and service. CRM can promote the communication between the enterprise and the customer (Wang et al., 2016). According to the feedback of the customer's consumer products, the production activities and circulation process of the entire supply chain adjusted, that is, the timeliest response given to the customer (Martínez-Jurado & Moyano-Fuentes, 2014). Therefore, in the management of the entire supply chain, the strong support of CRM has depended the management and mining of customer knowledge. This not only expands the channels for developing new customers, but also extends customer relationships throughout their entire consumption process really "customer-centric" (Fernie & Sparks, 2014; Wang et al., 2016).

The key to coordinating the relationship between companies is that all member companies have a common business philosophy (Näslund & Hulthen, 2012). Companies in the supply chain use the principle of revolving around the customer to interact with the customer. The integration of CRM and SCM not only reduces the cost of supply chain management, but also enhances the level of customer service and customer management in the alliance from a marketing perspective. SCM focuses on proving the marketing concept of managers and company personnel, so that enterprises can achieve cost reduction by strengthening the comprehensive management of business processes through good and thoughtful quality services (Näslund & Hulthen, 2012; Waters & Rinsler, 2014). The relationship between traditional enterprises is a trading relationship, considering vested interests and equilibrium (Martínez-Jurado & Moyano-Fuentes, 2014). From the perspective of modern supply chain management, in order to increase the interests of all parties in the supply chain, it is necessary to find a way to coordinate the relationship between supply chain members and manage the relationship to minimise the transaction cost of the entire supply chain and maximise returns (Wang et al., 2016). For example, from a supplier's perspective, partnerships with customers that create mutual benefits and long-term cooperation create barriers to entry for competitors.

2.3.1 Customer Life cycle

For customer buying power is play main role for company reputation, its measured by customer lifetime value which is based on whole company as word of mouth. (Trommsdof, 2011). It helps to create an opportunity for company sale and increase the revenue. The utmost part to build the relationship and brand loyalty. (Strauss, 2000). According to Kath pay customer life cycle generates the integrated link to the customer journey and flexibility.

2.3.2 The Quality competitive Index Model (QCi)

This model focused on the consumer relationship instead of company process. It consists of three part which is include Acquisition, Retention, and Penetration which is important to keep and get the customer in company. This will help to perform and support the customer satisfaction level. (Hewson et al, 2002).

Consumer satisfaction help to grow the company reputation and develop the opportunity not only for consumer based even company can find the risk and solution, that help to consumer at top level. (Hewson et al, 2002). This model is important to understand the level of satisfaction it creates a strong relationship in between employees, people, company and technology.

2.3.3 The CRM Value chain

Francis Buttle’s Model consist of 5 primary stages that improve the customer profitability level. it helps to understand the customer requirements, reach the consumer expectancy, and supply the top-class delivery end to end. (Francis Buttle’s, 2015). The determination of the CRM value chain process is to confirm that the company builds the long-term relationship with consumer and ensure its work effectively and efficiently.

2.4 Technology

The penetration of Internet technology and Internet finance has accelerated the integration, transformation and upgrading of supply chain finance (Mangan et al., 2016). The supply chain 3.0 appeared from the linear node to the network platform, integrating the functional mechanisms of operations, planning, information, and other related platforms. It can effectively solve problems such as poor information communication in the industry chain, frequent breakage of the capital chain, lack of production capacity and financial allocation, and help build a new financial ecosystem in economic transformation (Fernie & Sparks, 2014; Wang et al., 2016). In the development process of supply chain finance 3.0, the Internet giants taken part in the drive, and all parties have stepped in to build a comprehensive service platform for supply chain finance 3.0 (Wang et al., 2016). Among them, there are e-commerce platforms, supply chain collaboration companies, core enterprises, logistics companies, commercial banks, P2P platforms, etc., all of which use their own advantages to cut through cost and can play a leading role in the supply chain financial platform (Nyaga et al., 2010; Mangan et al., 2016). Using various new tools of Internet technology and Internet finance, the supply chain finance 3.0 innovative operation model has achieved changes in credit management, service processes, and marketing models, improving efficiency. Supply Chain Finance 3.0 implements batch credit and process services (Ptak & Schragenheim, 2016). The design, declaration, approval, issuance, and post-loan management of small business loans run in batches according to the “pipeline” operation of the factory, thus standardising the operation of each link, specialisation, and process. This simplifies the process of approval and lending, and meets the needs of SMEs for “short, frequent, fast” funds. In this process, the professional division of business processes is also more elaborate and more complex (Christopher, 2016; Ptak & Schragenheim, 2016). Supply Chain Finance 3.0 supplies more room for financial product innovation. On the supply chain finance 3.0 platform, using Internet technology and Internet financial tools, can tailor flexible financial products according to the different needs of SMEs, the characteristics of different links in the industry chain, and different industry characteristics. Various financial products such as financing, “accounts receivable pool”, “engineering machinery mortgage loan” and “factory” will enhance the competitiveness of platform enterprises in the industry (Lin et al., 2010; Ptak & Schragenheim, 2016; Christopher, 2016). In the development of SME loan financial products, supply chain finance 3.0 produced to diversify risks and form economies of scale (Mangan et al., 2016). Small enterprise loans can effectively combine with core enterprises, professional markets, government functional departments, chambers of commerce, and industry associations to effectively spread risks. At the same time, they can better utilise process and brand advantages, and help to mine many high-quality customers and form economies of scale (Nyaga et al., 2010; Mangan et al., 2016). The Supply Chain Finance 3.0 platform can accumulate a large amount of dynamic customer transaction information, make full use of various analysis and modelling techniques of big data, deeply explore the value of customer information, more effectively optimise supply chain financial services, and launch new financial products (Wong et al., 2011). Conducive to a wider range of horizontal and vertical integration (Mangan et al., 2016). This is also a major trend in the development of supply chain finance. From the relationship between supply chain management and CRM operations and functions and models, the relationship between enterprises and CRM in the supply chain management system to further explain the relationship between supply chain management and customer relationship management under information technology (Ptak et al., 2016).

2.5 Automobile industry

The automotive industry is the pillar industry of the national economy (Danese et al., 2011; Daugherty 2011). Automakers are no longer a supplier of rapidly changing market demands and pressure to shorten lead times, improve quality, reduce costs, and improve service, increase the speed of new product development, and respond quickly to the market and reduce production costs. In the supply chain operation, to reduce the total cost and improve the competitiveness, the automobile manufacturing enterprises set up and strengthen the strategic alliance relationship with the member. Companies in the supply chain through SRM and CRM; to highlight the core ability, the automobile manufacturing enterprise introduces the third-party organization (Estampe et al., 2013; Wisner et al., 2014; Rushton et al., 2014). However, with the continuous expansion of the business scope, the e-commerce environment has set new requirements for the information, automation, and flexibility of automotive product coordination (Olugu & Wong, 2012; Brandenburg et al., 2014). Therefore, manufacturers must have more powerful planning capabilities and continuously increase investment in planning. Adapting to the needs of further development of e-commerce will increase the financial burden on manufacturers (Brandenburg et al., 2014; Christopher, 2016). Although the integrated planning for production and sales is conducive to the coordination and control of the entire planning by the manufacturer, the overall planning efficiency of the automotive products reduce because the economic advantages of the division of labour are not fully utilised. As mentioned earlier, the future trend of the automotive industry is to strengthen the industry division of labour, parts production functions and planning distribution functions will be separate from the manufacturing enterprises, enabling them to focus on the design and development of automotive products (Dyckhoff et al., 2013). Starting from the management concept of customer relationship management (CRM), guided by the theory of modern enterprise development strategy, the framework of customer service satisfaction evaluation based on supply chain perspective is set up through the combination of qualitative and quantitative analysis (Wong et al., 2011). Based on the analysis method of customer strategic management in enterprise action, the customer evaluation model of enterprise products, services and activities constructed. Customer relationship plays a vital role in supply chain management, and high customer satisfaction is an important indicator of the success of supply chain management. Therefore, studying the integration of supply chain management and customer relationship management is an effective way to improve customer satisfaction, reduce business operation costs and enhance enterprise competitiveness under the current customer-driven competitive environment. However, at present, companies have met many problems in implementing customer relationship management (Wong et al., 2011; Cho et al., 2012). The automobile industry has always been the most complicated and professional territory recognised by international planning peers (Wisner et al., 2014). In the world automobile manufacturing industry, the SCM is increasingly valued, and every effort made to reduce costs to improve the efficiency of the supply chain and expand the profit margin. This is not only a management revolution triggered by the change of the competitive environment of enterprises, but also a management revolution promoted by the development of modern information technology (Stentoft Arlbjørn et al., 2011). The automobile industry is a booming industry, full of opportunities and challenges. The research on the development strategy of this industry can enable automobile manufacturers to have a correct understanding of the business environment, business direction and operational capabilities, foster strengths and circumvent weaknesses, judge the situation, and seize the opportunity. In the fierce market competition in the new century, always keep own advantages (Cho et al., 2012).

2.6 Summary

There is a need for the integration of business operations in the supply chain that go beyond coordination. The development of new products is the clearest example in which they should be, ideally, involved, including marketing, research and development, production, planning, and finance (Rushton et al., 2014). In addition to these internal functions, there are a need to include external organisations in the product development process for reduce the "time-to-market" in introductions of new products. It is important the fast linkage of customer in the product development process and, in some cases, the second level providers. The link between the manufacture and the customer is fundamental. What is certain is that the management of the supply chain will increase the importance of logistic activities it will supply its members the opportunity to optimise performance at the interorganisational level. (Christopher 2016). The coming chapter 3 Methodology will focus on evaluation of the research through data collection method and analysis.

3.0 Research Methodology

3.1 Introduction

This section explains and justifies the research design for this chapter. This will entail discussions about various approaches and methodologies used for academic research studies. Primary research critically explores the customer satisfaction by using a case study of Jaguar company to find the gap in the current knowledge. This chapter follow the Saunders et al (2012) research onion help to understand the various research frame work that are below in figure. In addition, the ethic and limitation leading this research will also be considered.

3.2 Research Philosophy

According to Saunders et al (2012) research philosophy is about the development of knowledge and nature of knowledge. This study will entail the use of pragmatic research philosophy. The formation of pragmatic philosophy has its natural science basis and social historical reasons. It has no traditional political and ideological system. The awareness of freedom and equality is the most prominent (Bryman, 2015). The pragmatic method has two important characteristics: First, utilitarianism. Pragmatism solves all the philosophical understanding of the problem with practical results. Pragmatism is practice-oriented, and its practice must be utilitarian. Without utilitarian effects, there is no such thing as true or false theory. Pragmatism never literally solves problems, it needs facts and the future. The second is nominalism (Alvesson & Sköldberg, 2017). Therefore, pragmatism is suitable in this research because as it supports the view of mixing together and used different aspect of various philosophies to collect the relevant data to boost the knowledge.

3.3 Research Approach

Research approach consist of three parts such as Inductive, Deductive and Abductive. Deductive approach based on theory and transfer to data to test the theory, while inductive approach is opposite to deductive and when these approaches collect together it’s called abductive approach. The dissertation will entail an abductive research approach to reach the respective aim and objectives as it will provide a greater flexibility and identify the mean of measuring customer satisfaction. (Creswell & Clark, 2007). First part of theory was collected from literature review which offer a deeper and broader absorption of research topic and acknowledged the meaning of customer relationship. Second the primary data will collect to measure the customer satisfaction and competence. Thus, abductive approach will allow the theory to be improved and grow furthermore with the recommendation. (Saunders et al., 2012).

3.4 Research Methodologies

This research will adopt a mixed method research, consisting of both quantitative and qualitative data (Saunders et al., 2012). Qualitative method focusses on text analysis, opinion, images, and words. It will help to measure the customer relationship about quality service while quantitative method focus on numerical data, quantities, and measurement (Hesse-Biber, 2010). It helps to measure the customer satisfaction. In addition, by collecting data this way, statistical analysis gives deeper understanding of the primary part of dissertation.

3.5 Research Strategy

This study will undertake the inclusion of the case study research strategy in order to attain the respective aim and objectives. The case study method is one of the areas in which researcher think. The researchers selected one or a few situations as elements, to collect data and data in an efficient way, and to conduct internal and external investigations to investigate the state of a wonder, considering all (Jones and Kottler, 2006). Suitable for when the boundary between wonder and the real condition is vague and difficult to recognize, or where the researcher cannot plan a coordinated and deliberately controlled variable precision, 'how to change', 'why it became this' answer and "How the results" and so on in an investigative case. It also incorporates a single logical plan, the accumulation of data explicit and interesting methods of data analysis. Perceptions in the field can be used and data can be acquired through search files. Research is increasingly one-sided and qualitative and has attributes in the collection and analysis of given data, even on the basis of different data sources. The different test data must have the ability to bind to the method for the TRIG test and achieve a similar purpose; most of the time there are hypothetical recommendations or problem definitions that are created in advance. In order to control the unfolding of the data accumulation and the focal point of the data analysis, focusing on the case study at that time, without time control, can save honesty life opportunities and find important highlights (Jones and Kottler, 2006). Criteria for determining cases are identified by the purpose of study and consultation by a study response that determines the characteristics that can transmit data to important studies. Case studies may use one or more cases. A solitary case study should be considered as a test of hypothesis or approval, or as a new or extraordinary case. The sign of multiple case study is that includes two periods of analysis: cross-case intra-case analysis (Hesse-Biber, 2010).

3.6 Time Horizons

It consists of two types of horizon. One is cross sectional and second is longitudinal. (Saunders et al., 2012). Cross-sectional surveys acquired clarification data are collected at a specific point in time or in a short time. While longitudinal could be diary as information gathered over the time. So, for this research data collect through cross sectional because It provides valuable information for evaluating prevention measures and effects, such as repeated cross-sectional studies after several measures have been taken, according to the comparison of the difference in prevalence rates, the effect of the measures implemented in the previous period can be assessed. Cross-sectional study is an observational research method commonly used in clinical research. The cross-sectional study is defined as the collection and description of the characteristics of the population and the disease or health in a certain range of people at a specific time (Creswell & Clark, 2007).

3.7 Data Collection

In practice, it is usually a random sample of a unit of observation (statistically referred to as a sample) from the population to conduct a survey called a sample survey. The sample survey depends on the consequences of the survey to measure some of the qualities of the population to which the sample refers. The survey must therefore meet the randomization standard to obtain a sample of the sample. Senior delegate. Sample surveys can save work, material resources and time (Creswell et al., 2003). However, the design, operation and data analysis of sampling surveys are more complicated, and they are not suitable for subjects with excessive variability. This study will be collecting data from various sources through the distribution of intrinsically designed questionnaire related to the overall topic under study consideration.

3.7.1 Data Collection Techniques

For this dissertation, the data of the questionnaire survey will be collected through the online means by utilising various resources. This include the SurveyMonkey using the questionaries’ methods of data collection

3.8 Ethical Considerations

Every researcher needs to behave ethical and respect the all participant in their research (Saunders and Lewis, 2012). First, Researcher signed an ethic form which can be found inAppendix 2. This primary data will not collect for any confidential based. Anonymous knows as online any information cannot be steal and fraud free. Everything gathered come under according to Data Protection 1998 Act (DPA). Anything generated for this dissertation cannot be shared with anyone. Each participant knows before why the data is gathering, who and for what purpose. Also, each member can leave anytime without any obligation. Overall researcher would be open and honest, will not cause for stress and harassment to the member. (Roberts et al., 2005).

3.9 Limitations

One of the limitations of this study, the foremost is the respective aim and objectives of the study which direct the course of the findings and analysis of the study. Moreover, the limitations presented in terms of the resources and restrictions of academic student researchers is also considered as a limitation of this study. Furthermore, the idea of the retention and reversion of completed surveys by the selected participants of this study is also considered as a limitation of this study. Overall, the survey questions also pose as the limitation of the scope of this study.

3.10 Summary

This chapter has included the definition of the intrinsic research methodology selected for carrying out this dissertation. This includes the research philosophy and research approaches. In addition to describing the relevant strategies and time horizons associated with this study. The approach for analysis of the collected data has also been identified in this chapter. Finally, the ethical considerations and limitations describe the overall scope of this chapter. Therefore, the next chapter will present the result and analysis of combined data, relating to the literature.

4.0 Findings and discussion

4.1 Introduction

In this chapter, the results derived, based on the questionnaires will be interpreted. The chapter purposes to examine and also interpret the data, collected from the survey and to provide a discussion on the same basis. In this regard, this chapter will begin by providing the findings on the demographic information of the participants and this will include gender, age, level of education, service duration, and role within Jaguar UK. Following this, this chapter will provide findings on the SCM practices in Jaguar UK, followed by findings on the CRM practices in the company. Thereafter, findings on the challenges of integrating SCM practices with CRM practices at Jaguar UK will be provided, followed by a definitive conclusion that purposes to summarize the content of the paper.

4.2 Demographics of Respondents

This section purposes to present the findings of the demographic profiles of the participants and this includes the participants’ gender, age, level of education, service duration, and role within Jaguar UK.

4.2.1 Gender

All of the respondents responded to the question regarding gender and the satisfaction rate was 44.44. From the figure above, majority of the respondents were male and they totaled up to 55.56%, and the rest were female, who totaled to 44.44%. The mean of the respondents was 1.44 and the standard deviation was 0.5. In addition, the variance noted was 0.25 and the standard error realized was 0.17.

4.2.2 Age Group

All the participants also responded to the question regarding their ages and the mean was 1.78. Moreover, the satisfaction rate was 25.93. As presented in the above table, as well as figure, most of the respondents for this study belonged to the age bracket of 30-39 years, and this comprised of 55.56% of the respondents, followed by respondents of the age bracket of 20-29 years, comprising of 33.33%. This was followed by participants of the age bracket of 40-49 years, having a percentage of 11.11% and finally, participants of 50 years and above, having a percentage of 0.00%. The calculated standard deviation was 0.63, the variance was 0.4 and finally, the standard error was 0.21.

4.2.3 Level of education

Al the participants answered this questions and the derived mean was 1.89, whilst the satisfaction rate was 29.63. As portrayed in the above table and figure, most of the participants studied up to the graduate level (44.44%), followed by the college level (33.33%), then the master’s level (22.22%) and finally the PhD level (0.00%). The standard deviation was 0.74, and the variance was 0.54. The standard error noted was 0.25.

4.2.4 Service duration

All the participants responded to this question, and the mean derived was 1.44, and the satisfaction rate was 14.81. As presented in the table and figure above, 55.56% of the respondents had worked for Jaguar UK for 1-4 years, 44.44% had worked for the company for 5-9 years. No participant had worked for the company for a period of 10-14 years, and also, no participant had worked for the company for more than 15 years. The standard deviation was 0.5, the variance was 0,25 and the standard error was 0.17.

4.2.5 Role within Jaguar UK

Evidently, 6 participants responded to this question, while 3 of them skipped it. The mean derived was 2.5 and the satisfaction rate was 50. Of the 6 participants, 33.33% of them are sales managers, 33.33% are sale associates, 16.67% of them are receptionists and the remaining 16.67% of them engage in other roles. The standard deviation derived was 0.96, the standard error was 0.39 and the variance was 0.92.

4.3 Findings on the SCM practices implemented at Jaguar UK

Question 6. 1: Does Jaguar engage in information sharing information with customers, suppliers, as well as all the management levels by using supply chain technologies like ERP and EDI?

All the participants responded to question 6.1. Based on the above figure, all the participants strongly agreed that Jaguar shares information with customers, suppliers, as well as all the management levels. The participants indicated that Jaguar UK uses information technologies such as ERP and EDI. These technologies play a significant role in all aspects of the business. Majorly, they assist in making the communication between the compeny and the suppliers to be easier and faster, thereby, making the relationship meaningful, owing to the fact that the company is then able to understad better, what its customers need.

Question 6.2: Does Jaguar make use of information technologies to manage and execute significant process of acquiring inputs, making transformation on them and distributing the final products to customers?

All the respondents responded to this question, and it was reported that 11.1% of the participants agree, whilst 88.9% of them strongly agree that Jaguar UK makes use of information technologies to manage and execute significant process of acquiring inputs, making transformation on them and distributing the final products to customers.

Question 6.3: Does Jaguar use strategic supplier partnerships- Ensuring there is a close relationship with the company suppliers, and significant platforms that can solve conflicts that may arise between the two?

All the respondents responded to this question, whereby, 11.1% of them agreed and 88.9% of them strongly agreed that Jaguar uses strategic supplier partnerships, in ensuring there is a close relationship with the company suppliers, and significant platforms that can solve conflicts that may arise between the two.

Question 6.4: Does Jaguar establishes clear communication channels in customer relationship management-Establishing mechanism that can address customer complaints, and also ensuring that service delivery feedback is significantly integrated in the processes of decision-making?

Based on the above figure, all the participants (100%) astrongly agreed that Jaguar establishes clear communication channels in customer relationship management, in establishing mechanism that can address customer complaints, and also ensuring that service delivery feedback is significantly integrated in the processes of decision-making. Most of the participants noted that customers often feel wanted when the company is concerned about what affects them. In this regard, they feel valued, when their complaints are followed up and when significant feedback is provided by the organization. In acquiring the customer, most participants noted that Jaguar acquires its customers through building an engagement with them, developing partnerships with them, and also through attracting more customers.

4.4 Findings on the CRM practices implemented at Jaguar UK

Question 7.1: Jaguar’s CRM involves customers in product development, as well as demand forecasting

All the participants responded to this question. In this regard, 22.20% of the participants agreed, and 77.80% of them strongly agreed that Jaguar’s CRM involves customers in product development, as well as demand forecasting.

Question 7.2: Jaguar’s CRM has a commonly shared customer database, used for CRM and its related activities

All the participants responded to this question. 33.3% of them agreed and 66.7% strongly agreed that Jaguar’s CRM has a commonly shared customer database, used for CRM and its related activities. The participants indicated that the related activties in this case are carried out in 5 different stages of a customer life cycle. The first stage is the reach stage, where activities such as marketing take place. In the second satge, the activity of acquisition takes place and in the third stage, conversion takes place, whereby, the company makes the sales. The fourth stage is the retention stage, where the business purposes to maintain its customers and in the final stage (advocacy), the Jaguar achieves all its goals of retaining loyal customers and attracting more.

Question 7.3: Jaguar’s CRM is in a position to access emails, as well as documents, which are part of its customers’ records

All the participants responded to this question. 11.1% of them disagreed, 11.1% agreed and 77.8% of them strongly agreed that Jaguar’s CRM is in a position to access emails, as well as documents, which are part of its customers’ records.

Question 7.4: Jaguar’s CRM can develop, and also capture the history of its customers’ calls, and also activities

All the respondents answered this question and 11.1% were neutral, whilst 11.1% agreed and 77.8% strongly agreed that Jaguar’s CRM can develop, and also capture the history of its customers’ calls, and also activities.

4.4.1 Benefits of CRM at Jaguar UK

Question 8.1: Do you think CRM improve customer retention?

All the participants answered this question. 22.2% of them agreed, and 77.8% strongly agreed that CRM improves customer retention

Question 8.2: Does CRM help in building up better communication in between company?

All the participants answered this question. 11.1% of them disagreed, 11.1% had a neutral stand, 11.1% agreed and finally, 66.7% of them strongly agreed. Moreover, on the same note, 100% of the participants noted that CRM helps in building up a better communication in between the company. However, this question was answered by 6 participants.

Question 10: Does Jaguar use computer based Customer Relationship Management CRM system?

6 of the participants answered this question, whilst three of them skipped and they all (100%) noted that Jaguar used computer-based CRM system

Question 11: What is the advantage of using CRM on Mobile device?

6 participants answered this open ended question and some of the advantages they provided were that is easily accessible, flexible, enhances more sale and better productivity, provides excellent customer service, provides greater customer service and can be easily managed, as it enhances clear communication.

4.5 Findings on the challenges of integrating SCM practices with CRM practices at Jaguar UK

Question 12.1: Change in the organizational culture whilst integrating SCM and CRM practices

6 participants answered this question, and three of them skipped it. 16.7% of them disagreed, whilst 16.7 agreed and 66.7% of them strongly agreed that a challenge posed is change in the organizational culture whilst integrating SCM and CRM practices.

6 out of 9 participants answered this question. 83.3% of the 6 strongly disagreed and 16.7% were nuetral that another challenge faces is insufficient support and commitment from the top management.

Question 12.3 Insufficient training, as well as sensitization of SCM and CRM practices

6 participants answered this question. 83.3% of them strongly disagreed, whilst 16.7% strongly agreed that insufficient training, as well as sensitization of SCM and CRM practices is a challenge.

Question 12.4: Failing to tie various SCM activities with the CRM goals

6 participants answered this question. 83.3% of them strongly agreed, and 16.7% of them strongly disagreed that another challenge faced is failing to tie various SCM activities with the CRM goals.

Question 12.5 Ineffective communication on the vision, as well as plan for CRM and SCM activities

6 participant answered this question, and 83.3% of them, strongly adisagreed, and 16.7 % strongly agreed that the challenge of ineffective communication on the vision, as well as plan for CRM and SCM activities is also faced.

Question 12.6 High costs associated with CRM and SCM practices

Only 6 participants answered this question and 66.7% of them agreed and 33.3% of them strongly agred that there is a challenge related to high costs associated with CRM and SCM practices.

Question 12.7: It is easy using the CRM system

6 participants answered this question and all of them (100%) noted that it is easy using the CRM system.

4.6 Discussion

This section will provide a discussion the significance of the aforementioned findings, in light of the available literature. In this regard, it will provide a discussion of the SCM practices implemented at Jaguar UK. Thereafter, it will provide a discussion of the CRM practices implemented at Jaguar UK and finally, the challenges experienced in integrating CRM and SCM practices at Jaguar UK.

4.6.1 SCM practices implemented at Jaguar UK

It is evident and clear that Jaguar UK has adopted, and implemented various SCM practices through at varied extents. For example, the practice of establishing mechanism that can address customer complaints, and also ensuring that service delivery feedback is significantly integrated in the processes of decision-making has been adopted to the largest extent, according to the Likert scale (Wook, 2006). It is evident that this could be due to the stiff competition within the automotive industry, owing to the fact that most organizations provide similar, or close goods, as well as services, thus, making Jaguar UK to adopt these SCM practices, in order to increase its market share, as well as customer retention (Tatoglu et al., 2016). Information sharing with customers and the entire management by using ERP and EDI technologies, and using a strategic supplier partnerships have been adopted, owing to the fact that Jaguar acknowledges that supply chain competes, and therefore, it purposes to engage its partners and even suppliers in running the company (Qrunfleh & Tarafdar, 2015). Additionally, sharing information and offering information quality by use of information technologies, to manage and execute significant process of acquiring inputs, making transformation on them and distributing the final products to customers have been taken seriously by Jaguar UK, owing to the fact that information plays a vital role in the organization’s success, and in the supply chain as a whole. Wook (2006) identified that strategic supplier partnership, information sharing, as well as customer relationship are the major SCM practices. This has been proven to the case of Jaguar UK, as the company has adopted these practices to a large extent.

4.6.2 CRM practices implemented at Jaguar UK

The results from this study indicate that Jaguar UK has adopted various CRM practices, in order to meet the needs of its customers and to maintain a good relationship with them. These practices include involving customers in demand forecasting and in product development, having a commonly shared customer database, accessing emails and document that are part of the customer records and developing and finally, capturing the history of the customers’ calls, and activities (Frow et al., 2015). Jaguar uses social media platforms, and online emails in enhancing accessibility, of its products and services to its customers when the company needs to conduct a demand forecasting and product development. This is done using real-time communication, as well as through information sharing, and consequently, it improves efficiency, as well as response strategies (Baah-Ofori & Amoako, 2015). Moreover, it is also evident that Jaguar UK uses a computer based CRM system, to be able to manage its relationships with customers more effectively and efficiently. The company engages its employees in regular training, as well as development programs, in order to improve their knowledge, as well as skills in handling issues related to CRM, and thus, solving their problems with care (Baah-Ofori & Amoako, 2015). Employees play a vital role, in the management of CRM in Jaguar UK. Overall, it is evident that CRM has enabled Jaguar UK to benefit from shared information, and easy communication whilst minimizing communication costs, and enhancing the decision-making speed. Through this, the company is able to enhance trust, as well as confidence to its customers, as well as employees, thus, being able to build a strong brand, as compared to its competitors. In addition, the company is able to retain existing customers, thus reducing the marketing costs (Das et al., 2018). Moreover, the company is able to use the modern technologies in enhancing gain access of the products, as well as services of the company, thus improving the customer responses through emails, real-time chats, and also making online calls. Generally, modern technology plays a vital role in the effective implementation of CRM practices.

4.6.3 Challenges of integrating CRM and SCM practices at Jaguar UK

This study has noted that Jaguar UK faces various challenges when integrating CRM and SCM practices, and the biggest challenge, according to the Likert scale is that it leads to change in the organizational culture, affects the business’ corporate strategy (Tsou & Hsu, 2017). Another challenge posed is that the top management might fail to support the integration and implementation of SCM and CRM activities, which then lead the entire process astray (Truong et al., 2017). Insufficient training is a crucial aspect, which Jaguar UK needs to consider as without the training, the employees are not able to meet the goals of SCM and SCM integration. There is also the need for effective and efficient communication, as without it, poses a challenge to the entire process. Finally, integrating the SCM and CRM practices entail a huge costs, which requires Jaguar to part with, yet posing a challenge to the organization (Hong et al., 2018).

4.7 Conclusion

Based on the findings in this chapter, it is evident that the employees of jaguar have acknowledged the importance of SCM and CRM practices, which are vital for the organization. Moreover, the challenges faced should be worked upon, by the organization, to ensure efficiency. This chapter pushes the entire dissertation to the next chapter, which is chapter 5, which will provide its summary, as well as the summary of the entire paper.

5.0 Conclusion

5.1 Introduction

This chapter provides the conclusion of the entire dissertation, wherefore, it will first provide the cyclical closure, followed by the objectives of the study. Thereafter, the chapter will provide the recommendation for SERVPERF adaption and evidence base from the literature or empirical work. Following this, the chapter will provide the contribution/ strength of the study, then the limitation of the study and finally, the future research, based on the subject of this work.

5.2 Cyclical closure

It is evident that companies due to the high competition experienced in the automotive industry, companies have purposed to include SCM and CRM practices, in order to meet the needs of the their customers, and thus, deter them from preferring their rival companies over them. In line with this, they also focus on improving their organizational performance. Literature notes that CRM is vital in creating a better experience for both the company and the consumer, whilst SCM aids in strengthening the bond between the company and the suppliers, thus meeting the needs of the consumers, based on two aspects. The first is that it attracts and keeps more customers by supplying faster and more thoughtful services and reduces the cost of the enterprise through comprehensive management of business processes.

An integration of SCM and CRM practices is very crucial for the business. As it leads to costs reduction, and as well enhances the level of customer service, and also customer management of the alliance from a marketing perspective. It is evident that the automotive industry is the pillar industry of the national economy, and as such, when companies in this industry engage CRM and SCM practices, they are able to enhance their profitability, and thus, contribute significantly to the national economy. In the methodology chapter, the research philosophy and research approaches were identified for this study, in addition to describing the relevant strategies and time horizons associated with this study. The approach for analysis of the collected data was as well identified and finally, the ethical considerations and limitations described the overall scope of the chapter. Based on the findings of the study, it is evident that the employees of jaguar have acknowledged the importance of SCM and CRM practices, which are vital for the organization. Moreover, the challenges faced should be worked upon, by the organization, to ensure efficiency.

5.3 Objectives

Whilst purposing to effectively reach the research aim, this study followed the following objectives:

Define customer relationship management in context of supply chain management

The research noted that CRM is a concept that creates a connection between the company and the consumer, when a significant relationship exists between the company and its suppliers. Overall, it is a concept that can attract and protect more customers when the suppliers produce high-quality services, in order to increase the overall management of the business processes (Frow et al., 2015).

Analyse customer relationship management practices in the automotive industry to find improvement approaches

With the continuous expansion of the business scope, the e-commerce environment has set new requirements for the information, automation, and flexibility of automotive product coordination. Therefore, manufacturers must have more powerful planning capabilities and continuously increase investment in planning (Tatoglu et al., 2016). Adapting to the needs of further development of e-commerce will increase the financial burden on manufacturers. Customer relationship plays a vital role in supply chain management, and high customer satisfaction is an important indicator of the success of supply chain management. Therefore, studying the integration of supply chain management and customer relationship management is an effective way to improve customer satisfaction, reduce business operation costs and enhance enterprise competitiveness under the current customer-driven competitive environment (Das et al., 2018). However, presently, companies have met many problems in implementing customer relationship management

Find how jaguar is managing the customer relationship management process using technology.

Jaguar is using technology in promoting tech-savvy ways of communication with its customers. According to the feedback of the customer's consumer products, the production activities and circulation process of the entire supply chain adjusted, that is, the timeliest response given to the customer (Baah-Ofori & Amoako, 2015). In this regard, in the management of the entire supply chain, Jaguar, having a strong support of CRM has enabled the management to enhance its effectiveness and also be able to mine customer knowledge. This not only expands the channels of Jaguar towards developing new customers, but also extends its customer relationships throughout their entire consumption process really "customer-centric" (Das, et al., 2018).

Explore the pros and cons of technology for customer relationship management.

The pros of CRM are as follows: it can effectively solve problems such as poor information communication in the industry chain, frequent breakage of the capital chain, lack of production capacity and financial allocation, and help build a new financial ecosystem in economic transformation (Frow et al., 2015). Moreover, CRM can accumulate a large amount of dynamic customer transaction information, make full use of various analysis and modelling techniques of big data, deeply explore the value of customer information, more effectively optimise supply chain financial services, and launch new financial products. On the other hand, the cons of CRM are as follows: Adapting to the needs of further development of e-commerce will increase the financial burden on manufacturers (Qrunfleh & Tarafdar, 2015). Although the integrated planning for production and sales is conducive to the coordination and control of the entire planning by the manufacturer, the overall planning efficiency of the automotive products reduce because the economic advantages of the division of labour are not fully utilised.

Provide recommendation from empirical research on how to improve Customer relationship management technology in supply chain

In improving CRM technology in supply chain, it is recommendable for Jaguar to effectively manage buyer, as well as supplier relationships, in the supply chain, in order to achieve a multi-tier visibility, with proper CRM techniques (Hong et al., 2018). Secondly, it is evident that the customer needs may shift regularly, and the supply chain may as well shift the production rate each time. In this regard, it is significant for Jaguar to gather the vital information of the customers in a database, in order to evaluate the trend projections, as well as a long-term accuracy of the forecast. In addition, it is recommended that Jaguar should frequently collect supplier information, payment needs, as well as schedules, in order to improve the existing relation, and as well increase the procurement efficacy (Truong et al., 2017).

5.4 Recommendation for SERVPERF Adaption and Evidence base

Based on the findings of the research, it is recommended that Jaguar should focus on engaging in outsourcing of its supply chain, in order to explore other aspects whilst considering the benefits it would have to the customers and the company. In this regard, the company should choose the most appropriate mode, which will purpose on maximizing the organizational goals, as well as objectives, thus enabling the execution of significant competitive strategies that can enhance a better performance of the organization. In addition, research also recommends that Jaguar should regularly collect supplier information, payment needs, as well as schedules, in order to improve the existing relation, and as well increase the procurement efficacy. These would all ensure that the company performance better as compared to its competitors.

5.5 Contribution / strength

This study has significant strengths, which makes it worthy to be considered for future research. It is evident that it has been able to meet the research aims and objectives, and as well been able to answer all the research questions. Secondly, the literature review has been deeply explored, to provide a deeper insight on the subject of the paper. As such, it could be used for further reference in the future. Finally, appropriate methodology has been used for this study, which then provide a significant framework for analysis and discussion. These aspects have made this research to be regarded as of high quality for other scholars.

5.6 limitation of the dissertation

This purposes to focus on SCM and SCM practices of Jaguar, yet it fails to examine these practices in the entire automotive industry, owing to the fact it could have made the research field to be large, and also, it would require intensive information gathering. In addition, the study uses a small number of participants, which then decreases the study’s statistical power. It is worth noting that the power of a research study, to detect a given effect whenever there is one, depends on the effect size, owing to the fact that large effects are easily noticed and this increases the study power. On the other hand, small effects are not easily noticed, and as such, it leads to decreased study power

5.7 Future Research

In a bid to producing a better research in the future, the future researchers should focus on taking a longer time-frame for collecting date, in order to gather a large amount of responses, for analysis. Moreover, a suitable representative sample from a larger population needs to be obtained. It is also encouraged that a longitudinal study should be used, to determine the existing causal relationship, as well as whether variable effects do change over time. In addition, future research should purpose on expanding its sample size, which then could be more than the one used for this study. Finally, it is recommended that future research should investigate customer retention by purposing to identify independent variables or rather, target a larger area of studies when conducting similar studies.

References

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