The Experts below are selected from a list of 39024 Experts worldwide ranked by ideXlab platform
Walter Brenner - One of the best experts on this subject based on the ideXlab platform.
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Knowledge‐enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
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Knowledge-enabled customer Relationship Management: Integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Henning Gebert - One of the best experts on this subject based on the ideXlab platform.
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Knowledge‐enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
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Knowledge-enabled customer Relationship Management: Integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Lutz Maria Kolbe - One of the best experts on this subject based on the ideXlab platform.
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Knowledge‐enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
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Knowledge-enabled customer Relationship Management: Integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Malte Geib - One of the best experts on this subject based on the ideXlab platform.
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Knowledge‐enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
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Knowledge-enabled customer Relationship Management: Integrating customer Relationship Management and knowledge Management concepts[1]
Journal of Knowledge Management, 2003Co-Authors: Henning Gebert, Malte Geib, Lutz Maria Kolbe, Walter BrennerAbstract:Knowledge-enabled customer Relationship Management: integrating customer Relationship Management and knowledge Management concepts[1]
Sonja Klose - One of the best experts on this subject based on the ideXlab platform.
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A Framework for Supplier Relationship Management (SRM)
Journal of Business-to-business Marketing, 2006Co-Authors: Sabine Moeller, Martin Fassnacht, Sonja KloseAbstract:ABSTRACT We perceive growing expectations concerning the impact of the purchasing function and the suppliers on overall value creation of a firm. Purchasing is the gateway between the external suppliers and the internal functions creating and delivering value for customers. This shift has incredibly enhanced the importance of the supplier base. While the old arm length collaboration is perfectly suitable for some suppliers others should be treated as close partners. However, an overall framework of Supplier Relationship Management (SRM) integrating such different types of suppliers along the course of the Relationship remains desirable. Our research aims to contribute by developing a framework for Supplier Relationship Management. For this purpose we are adapting and applying insights from Customer Relationship Management (CRM) as well as existing findings in supplier Management literature. Finally, managerial implications and future research avenues are discussed.
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A Framework for Supplier Relationship Management (SRM)
Journal of Business-to-Business Marketing, 2006Co-Authors: Sabine Moeller, Martin Fassnacht, Sonja KloseAbstract:We perceive growing expectations concerning the impact of the purchasing function and the suppliers on overall value creation of a firm. Purchasing is the gateway between the external suppliers and the internal functions creating and delivering value for customers. This shift has incredibly enhanced the importance of the supplier base. While the old arm length collaboration is perfectly suitable for some suppliers others should be treated as close partners. However, an overall framework of Supplier Relationship Management (SRM) integrating such different types of suppliers along the course of the Relationship remains desirable. Our research aims to contribute by developing a framework for Supplier Relationship Management. For this purpose we are adapting and applying insights from Customer Relationship Management (CRM) as well as existing findings in supplier Management literature. Finally, managerial implications and future research avenues are discussed. Copyright © by The Haworth Press, Inc. All rights reserved.
