Team Performance in the Simulation Process - Coursework Example

Reflective Journal 2 and Final Name: Reflective Journal 2 and Final Course: Tutor: Institution: Date: Journal 2 and 3 Part A: Reflective Journal 2 and 3 Critical Appraisal Teams Performance The overall team performance in our game two marketing simulation process can be described as successful. In this regard, the success can be based on the fact that unlike other teams that did not complete their games execution, out team conducted the entire game process t the very end, a major improvement from the first game where we failed to complete on time. In its execution process, the team allocated various members into sub teams through which each evaluated the respective boxes namely the red and the blue boxes. Personally, I was tasked with the role of consolidating the established findings by the set up two sub-teams to enhance the development of consolidated results for the boxes performances in the market. In order to enhance and stimulate success in the third game, the team will develop additional sub teams to cater for the proposed new product and strategy changes into the future. Teams’ Dynamics In order to ensure success, the team selected both a team leader and a coordinator. On one hand, the team leader shared meetings held by the entire team. On the other hand, the coordinator was tasked with the role and mandate of ensuring synergy of the respective sub teams’ activities. In order for the sub teams to execute any process, the consent an approval of the coordinator was imperative to reduce on conflict of interest as well as facilitate efficiency in sharing of resources. The teams’ decision making process was based on consensus and compromise. In this regard, issues were deliberated by the members and a majority consensus reached. The minority members were required to compromise and agree on the majority decision. This decision making approach ensured that the team was held together and motivation enhanced through increased engagement as resolved upon the completion of the first game by the team. Challenges in the Game In the game execution, and with my responsibility as a consolidator of the findings in the calculation of the overall consolidated product gains, I experienced challenges in developing the cost benefit analysis in the concept. As such, I faced a major uphill task in the process of developing the relevant consolidated funds analysis. In order to overcome this challenge into the future, I have resulted to engagement in learning accounting concepts and especially the matching accounting concept. Learning this skill will equip me with the required accounting skills to enable me successfully blend them with my marketing skills to increase the overall success and performance rates of my team in the third game round. Peer Discussion In our final analysis of our marketing simulation products analysis, the entire team was in agreement on a series of issues. On one hand, the team agreed that the red box product one of the initial offerings into the market was decreasing its market performance and success by the day. This was exhibited by the decreased sales of the products under year 44 as our base year since year 41. In this regard, the declining sales of the product were subject to the venture diversification to incorporate a new blue box product among others. In this regard, in order to increase overall competitiveness, the venture has gradually changed its population and target market base to include the consumer segments ranging from 6 to above 36 years of age. Consequently , for each of the established brands by the venture such as the shinny station and purple player targeted a specific market in the wide base as a measure of creating an overall market niche. On my part I was of the argument that the Blue box product had been a failure in the market. My argument was based on the high production costs and its role in reducing the consolidated revenues that I was a part of calculating. In this case, I argued that it would be profitable if our Blue Buddies Company would drop the product. In turn, the venture would focus and concentrate its efforts in the production and supply of the red box product, which to my opinion has an increased practical success opportunity. I argued that through this approach, the development of a niche in the red box product would offer the organization increased market competitiveness in the long run. Although two of the team members agreed with me, the rest of our peers who were the majority had differing opinions. In this case, although there was an agreement that the declining consolidated revenue percentages of 23% in the year 44 from 29% in the year 43, the handling and correction approach was different. On their part, my peers argued on the need for diversification. In this regard, they argued that in order for the organization to diversify its operations through encouraging the development of the blue box product and the shinny station instead of eliminating it from the process. Therefore, through our consensus approach used in developing decisions, we agreed that in order to improve the organisational products operations in the market, we should increase the six sigma quality control approach that would increase production efficiency and reduce the costs of production. Moreover, the group application of IT projects was roved satisfactory and thus the team concluded and affirmed its continued application. Self Evaluation The entire marketing simulation game two was a major marketing breakthrough for me. In this regard, I learnt a wide range of issues in marketing. One of the strategic issues I learn and currently value most is the aspect of business diversification. I learnt that in order to increase an organisations marketing success, it is important to expand its marketing portfolio. Moreover, I learnt that the application of IT systems in modern organisations is an important marketing aspect. Therefore, I recognized the role of executing IT systems in organizational marketing systems. My most surprising revelation in the game was the close relationship between accounting and marketing. Initially, I thought that the two organizational aspects are relatively different in that each functions differently with no direct relationship. Thus I thought that accounting skills were an irrelevant to marketers. However, my role in the team exposed me to the need for accounting skills by respective organizational marketers. As such, I established that I lack sufficient accounting skills and knowledge. This was demonstrated by the challenges and problems I encountered in consolidating the product marketing gains in the marketing simulation game. Therefore, I intend to expand and develop my accounting skills as an approach to increase my performance and contribution in future performances. Nevertheless, I am still unsure if the groups’ resolution was a wise approach and I wait on the consecutive game to establish the viability of the resolution. Conclusion Although the second round of our simulation game was an improvement of the first, and third a major improvement from the second, they still had its challenges. One of the avenues and approaches through which the simulation would be improved is through the inclusion of accounting software. The group had major challenges in developing the accounts. Therefore, in order to increase its future success, I recommend increase accounting training for the team members. Moreover, the team should focus on the merits of applying non tangible aspects in marketing success facilitation. I would highly recommend the marketing simulation game to other interested students in the marketing profession. In this case, through the application and execution of the plan, one acquires and gains the desired and requires practical market skills and knowledge in the market. As such, the game will allow the students acquire the much desired skills and expertise in the market. However, a critical evaluation of the game establishes that the game has a major deficiency in that its decision making is not based on any rational approach and thus could be misleading to the participants. Nevertheless, I agree that the game is imperative and this give it an overall rating of 75% performance success. Part B: Competitive strategy The global market competitiveness has gradually but steadily increased across the market. In this regard, a variety of the organisations as Layton (2005, p.58) argued have been at the verge of developing alternative competitive edges in the market to counter the overall competitive nature across industries in the globalization implications. This is a process that majorly includes the application of the blue ocean strategy in organisations. In a review on the merits of the application of the blue ocean strategy in organizations, Kumar (2008, p.126) conducted a study on implications of application. In this regard, the approach established that among other strategic implications, the approach and strategy application enhances increased application o the continuous improvement process. As such, with the increment of the process in organisations there are the subsequent merits of evaluating internal systems in the market. This literature review offers a range of approaches through which organisations in the global market can apply the blue ocean strategies through a critical evaluation of the specific approaches of attaining it. Internal Appraisal Systems as a blue ocean strategy approach An additional study by Vakola, Soderquist and Prastacos (2007, p.263) on organizational changes argued on the merits of the application of an internal appraisal system in organisations. In this regard, the evaluation established that organisations applying the internal appraisal systems registered an increased success rates against peers in the market. As such, a major argument on this increased success was drawn from the fact that a majority of the systems evaluated allow for increased relationship with the overall goals. Unfortunately, this aspect is lacking in the use of the external evaluation approach. One strategic approach through which organisations can enhance increased competition through the blue ocean strategy is with the application of the cost benefit analysis. Cost benefit Analysis as a blue ocean strategy approach David, Ngulube and Dube (2013, p.3) conducted a study evaluating the role and merits of cost benefit analysis in the financial industry in Zimbabwe. In this case, the evaluation sought to establish the rationale and nature of strategies success in the market. As such, the evaluation grouped the respective strategies into one with a cost benefit analysis control and evaluation measure as well as those lacking such a strategy. On one hand, the evaluation established that through the application of accost benefit analysis strategies success was increased. In this case, the evaluation developed an argument that through increased cost benefit analysis, strategies improvement ease facilitated. In this regard, the evaluation listed two strategic aspects of improving such strategies through the cost benefit analysis. On one hand was reducing the overall costs of the strategies execution proactively to allow for increased profit margins. The establishment of reduced costs in strategies execution allows organization to gain increased benefits from their execution through efficiency facilitation. On the other hand, the approach was applied through increased benefit. This was achieved through expanding strategies scopes to allow for their ultimate increased earnings and benefits to the organization. Technology Application as a blue ocean strategy approach An additional approach through which an organization can increase its internal efficiency in the global market context would be through increased technology application. As Ali (2008, p.226) in an evaluation of the merging market such as Pakistan argued, the global market is gradually changing and evolving. In this regard, organizational operations as well as the consumers’ behaviours are gradually but steadily changing. This is especially through increased global social population structure changes. As Kong (2010, p.757) stated, the global population structure is changing and is expected to project into the future. This is characterized by an ageing baby boomers generation and the rise of the X and Y generations as the key market consumers. In this regard, in an evaluation of the new generation buying behaviours a case study of the South African market, Mafini and Dhurup (2014, p.679) established that unlike the baby boomers generation that was inclined to physical business platforms, the X and Y generation that prefer increased technology application. In this regard, it is imperative for organisations to establish an increased technology infrastructure development. As such, through the application of increased technology in the market, organisations would increase their efficiencies in the market. Through technology application, the organizational production costs are imperatively reduced thus allowing for the ultimate increment in profit margins in the market. Moreover, technology application and the resultant activities automation increase the overall efficiency in the market. Therefore, with increased technology application by organisations, their programs are increasingly enhanced thus promoting the overall quality of their products and services, a major global market competitiveness aspect in the current business environment. Diversification as a blue ocean strategy approach A further approach through which organisations can increase their overall competitiveness is through their process and products diversification. The current global market is characterized by a series of industry players that pose competition threats in the market. As such, it is imperative for organisations to develop internal systems that offer them competitive market edges over the competitors. This as Qian (1997, p.129) in a case study of the USA firms evaluated and discussed is through increased diversification. Delios and Beamish (1999, p.711) described diversification as the process through which organisations expand their overall operations. In this regard, diversification has a range of aspects. One among them is through increased product and services portfolio. Through this approach, organisations expand the nature and type of products and services offered to the consumers. This approach has a strategic merit in that it allows for increased revenue streams. A current major challenge in organizations is the limited number of revenue streams. Therefore, if such organisations expand their offered products and services base, their overall revenues increase allowing for the eventual increment of the earned profits n the long run. On the other hand, diversification could be attained through expanding consumer segments and markets focus. In this case, Krueger, Salin and Gray (2002, p.83) stated that organisations could enhance their overall market competitiveness through the ultimate adoption and use of expanded markets. For instance, organisations could expand their operations form the saturated European market that has many competitors to the African and Asian markets would enhance their increased revenue gains in the market. Further, organisations can diversify their operations through expanding their market segment. A market segment diversification involves the ultimate development and expansion of the organizational focus. In this regard, such a change involves expanding its overall focus base through an increased market expansion in the long run. The above strategic literature evaluation discusses on the strategic aspects and approaches through which organisations can apply the blue ocean strategy as an avenue to expanding their overall market competitiveness and success in the market. As such, the evaluation establishes that key among the strategic alternatives through which organisations can increase their competitiveness is through performance appraisal, technology application and diversification. References Ali, T. 2008, "Regional Concurrence and Strategic Moves of MNCs Ensconced South Asian Market in the Current Global Competitive Environment: Impact of Global Business and Political Changes on the Newly Emerging Market of Pakistan", The Business Review, Cambridge, vol. 9, no. 2, pp. 225-230. David, R., Ngulube, P. & Dube, A. 2013, "A cost-benefit analysis of document management strategies used at a financial institution in Zimbabwe: A case study", South African Journal of Information Management, vol. 15, no. 2, pp. 1-10. Delios, A. & Beamish, P.W. 1999, "Geographic scope, product diversification, and the corporate performance of Japanese firms", Strategic Management Journal, vol. 20, no. 8, pp. 711. Kong, L. 2010, "Global shifts, theoretical shifts: Changing geographies of religion", Progress in Human Geography, vol. 34, no. 6, pp. 755-776. Krueger, A.M., Salin, V. & Gray, A.W. 2002, "Geographic diversification strategy and the implications of global market integration in table grapes", Agribusiness, vol. 18, no. 1, pp. 81-99. Kumar, S.,T.N. 2008, "Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant", South Asian Journal of Management, vol. 15, no. 2, pp. 121-124 Layton, S. 2005, "Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant", Consulting to Management, vol. 16, no. 4, pp. 57-59. Mafini, C. & Dhurup, M. 2014, "Assessing Consumer Purchasing Decision Styles: An Empirical Investigation From South Africa", The International Business & Economics Research Journal, vol. 13, no. 4, pp. 679. Qian, G. 1997, "Assessing product-market diversification of U.S. firms", Management International Review, vol. 37, no. 2, pp. 127-149. Vakola, M., Soderquist, K.E. & Prastacos, G.P. 2007, "Competency management in support of organizational change", International Journal of Manpower, vol. 28, no. 3, pp. 260-275. Journal Reflection 3 Part A: Critical Appraisal Teams Performance A strategic evaluation on the overall team performance in the game could be described as up to expectation. In this case, basing on previous two simulation teams performance, the team seemed to have learnt from the previous team execution challenges to increase its overall strategic performance and success in the market. In this regard, the team adopted a team work attitude and approach in its operations. As such, on the overall review, the team members sought the support and assistance of peers in the team to execute their allocated mandates rather than working as individual players. In its execution and performance, the team was based on the assumption that all the members had intrinsic motivation. As such, the overall assumption was that all the members were geared and oriented to ensuring overall success of the overall team simulation game through joining hand and working together irrespective of any emerging challenges in the market. In order to increase the overall team performance, the team seeks to expand on its already establishment involvement and tem member’s engagement culture to stimulate increased individual members productivity in the team. As a team member, I was charged with the responsibility of assessing the overall implications of the executed marketing strategies implications on reducing the overall production costs on the venture product thus allowing for increased overall profit and revenue gains across the simulation rounds one to three. Teams’ Dynamics The team just like the previous teams was headed and led by a team leader elected through a majority vote by the members. The roles of the leader were to ensure harmony and coordination in the team activities. In this regard, the team leader was directly involved in the resolution of the established conflicts. In this regard, conflicts and disagreements emerging in the team were resolved by a select sub team through the emphasis of consensus and understanding among the conflicting team members. The adoption of this approach ensured the ultimate satisfaction and contentment of the conflicting members. Moreover, in its decision making process, the team relied on collective members resolution where the majority resolutions were adopted as the ideal team resolutions. The application of this application ensured that the decision making process was engaging and undertook the minimal time possible to allow for simulation completion. Challenges in the game The major challenge in the three simulations across the three rounds was the adoption of a benchmarking approach between the organizational performances against others in the industry. In this regard, acquiring data from the peers in the industry was the most challenging aspect as t was imperatively hard to convince other groups to share such information. Therefore, in order to overcome the challenge, the team resulted to the use and application of the already available public information from other teams as its main source of benchmarking data through lacking a number of details such as failure to acquire accurate financial data on Chindo Inc. for its benchmarking needs. Peer Discussion Upon the completion of our third simulation round, each of the team members was required to develop an own analysis and recommendations based on the simulation progress, statistics as well as benchmarking results to allow for the ultimate success of the organization as well as the development of strategic decisions into the future as based on the three consecutive simulation rounds. In this case, the evaluations were made at personal levels to allow for the ultimate participation and contribution of the team members. One of the issues that emerged as a consensus across the team members was the drastic changes experienced by the blue box product. In this case, changes were recorded from the almost failing product at its introduction in the second round analysis to its current status as the largest market shareholder with an overall 35% by market size proportion. Moreover, the members agreed that the red box, the initial organizational product remained a major revenue contributor with an overall percentage of 25% by revenue representation a development the members alluded to the decreasing production costs per unit that is reported to have decreased by an overall 14%. However, it was noted that the eventual adjustment of the venture focus to include and concentrate on the mature population base of 22-25 years enabled the organisation establish a balance of all its supplied products, as the base offered an average demand for the products.. On my own view, I was of the strategic opinion that the organization should re-establish the IT application strategy. In this case, I argued that upon its implementation, the system enhanced reduced production costs for their box product. Therefore, I recommended the application of a similar approach to the production of the blue box product. For the first time in the three simulation rounds, I voted with the majority on this aspect. Therefore, the team adopted the recommendation that further infrastructure for IT application should be instituted in the organizational development strategic approach. Further, the group settled on the need for the organization to increase the diversification approach through the use of qualified and professional human resource. Through this approach, the venture has proved to increase production and customer care efficiency as well as investors satisfaction through its leadership training. Therefore, towards the completion of the simulation round three, all the team members were in agreement on the role of not only diversification process but also on the need to employ and recruit qualified workforce in the market. Self Evaluation On the overall, based on the three rounds in the marketing simulation I learnt on the need for benchmarking products against each other in the market. Previously in the first two simulation rounds, I had focused on the performance of individual products success. However, the third round introduced me to a new marketing concept of benchmarking. Under this analysis I learnt on the mechanisms through which I can benchmark various marketing activities to develop the best market alternatives for increased ultimate strategic marketing function success. Moreover, from the marketing simulation I learnt on the need to develop systems with a relevant and appropriate synergy. In this case, I established that with supportive programs it was possible to share organizational resources as well as stimulate marketing success. Nevertheless, my surprise in the evaluation analysis was pegged on the realization that marketing was not only a function influenced by internal organizational operations but also the external factors as well. In this context, I realized that marketers should have not only marketing information data of their companies but also those of the competitors. In this case, I established that I have poor relationship and communication skills especially with non partners a weakness I intend to work on changing into the future. However, despite the completion of the third round simulation process, I remain uncertain on the relevant approaches to collect benchmarking data for marketers. Conclusion A critical evaluation of the process establishes a weakness in its data availability. Therefore, in order to improve the game into the future, this evaluation recommends the development of a literature pool from which the participants can draw data from. Moreover, due to the merits of practical market experience and hands on opportunity to develop marketing strategies and decision, I would highly recommend the simulation game to other students. Finally, an evaluation of the game overall performance evaluation, I offer the game an overall 85% success rate in the market. Part B: Competitive strategy Increasing global dynamics in the global market have gradually changed and shifted in the market. This is fundamentally through the drastically and radically changing global macro environmental factors such as political landscape, changing economic conditions as well as social structures. Emiel, Wubben, Düsseldorf and Batterink (2012, p.249) stated that although a majority of the organisations apply the external market evaluation strategies, the blue ocean remains an imperative strategic development approach. In this case, the authors argued that through the application and adoption of a blue ocean strategy, organisations are able to evaluate, examine and review their own internal systems. As such, this increases the overall market competitiveness and efficiency of such systems. In the long run, the internal improvement and enhancement systems increase the overall rating and standards of an organization against peers and competitors in the market (Kyle, 2005, p.109). This literature review offers a strategic evaluation of the various alternative approaches and avenues through which organisations can improve their market rating and performance through the eventual improvement of their internal systems rather than focusing on peers systems in the market. Financial Planning and Management as a blue ocean approach One of the strategic approaches and avenues through which an organization can increase its overall market performance and success is through increased adoption and application of the financial management and planning applications. Nagarajah (2006, p.52) in case study of the Malaysian public sector argued that organizational processes and functions success is pegged on the ultimate development of appropriate and relevant financial planning resources. Therefore, the evaluation recommended for increased financial planning. In particular, it argued on the merits of management financial planning. Under the evaluation, the study evaluated the differences between organisations that applied the approach and ones that failed to apply the systems in their operations. In its analysis, the study concluded that through the application of financial management, the organisations increased financial allocation. In this case, the approach allowed for early detection of project faults in the market in advance. For instance, the evaluation allowed for the ultimate development and establishment of systems in which the allocated resources were inappropriately used. Consequently, through such a revelation, the organizational management develops the relevant corrective measures in the market. Moreover, as an evaluation on the Chinese information firms review by Wang, Lai and Zhao (2008, p.139) demonstrated, financial management allows for the execution of a cost benefit analysis. In this regard, organisations in the market evaluate the instances and practices that allow for increased overall gains in the market. Consequently, this enhances prudence in the allocation of the overall organizational resources. As such, the management only allocates and continues to invest in organizational activities promoting overall gains and merits in strategic to the performance. Therefore, this approach allows for a gradually increasing financial resources allocation in an organization. Through rationality in resources allocation, organisations are able to increase on their overall efficiency in the market in that only the activities that promote competitiveness over peers in the market are funded (Boyd, Kronk and Skinner, 2002, p.157). Therefore, this literature review concludes that through increased investment in financial management and planning, organizations can increase and enhance their overall competitiveness against competition as well as promoting their overall market positioning. Continuous Evaluation as a blue ocean approach An additional approach through which organisations can increase their overall competitiveness internally through the blue ocean strategy is with the ultimate application of the continuous improvement process. Chapman and Hyland (1997, p.175) conducted a study evaluating the process of continuous evaluation in organisations and their ultimate implications in the long run. In its evaluation, the study established that through increased continuous improvement process, organisations initiated audit evaluations of their processes and activities in the market. On one hand, the continuous evaluation process involves and evaluation of the operations of each of the organizational practices. As such, the management establishes the economic rationale and merits of each of the activities. In this regard, the evaluation, conducted on a regular basis reveals the respective processes and activities strengths and weaknesses. On one hand, the established strengths are strengthened and improved on to increase the ultimate organizational success in the market. On the other hand, for the established weaknesses, the process allows the organization to improve on them. As such, the weaknesses are reduced to allow for strategic development and improvement of the organizational ratings in the market (Swinehart, Miller and Hiranyavasit, 2000, p.21). Strategically, the process increases the overall efficiency of organizational activities in the long run. Additionally, the continuous improvement process allows for the evaluation of both rational and profitable operations and the non profitable organisations in the market. On one hand, as Chapman and Hyland (1997, p.175) in a study of the Australian manufacturing industry argued, once the unproductive practices and activities are established, it offers the management the strategic opportunity to eliminate them form the organizational operations. Further, productive and core evaluated activities are improved and enhanced to increase their overall performance in the market to increase its performance and reputation in the market. Benchmarking as a blue ocean approach The blue ocean strategy application in an organization is all fundamentally a process of benchmarking. Wai and Kuan (2008, p.27) described benchmarking as the process and approach through which n organization compares the process in which the strategic activities are reviewed and established in the market. Benchmarking under the blue ocean strategy has two strategic alternatives in the market through benchmarking products against each other as well as through actual simulation. On one hand, organisations can benchmark products performance through the establishment of forecasts in the market. This involves the development of forecasts through which the system establishes its own intended threshold in the market often over a specific period of time. In this regard, once the actual forecasted period elapses, the market management examines the actual product performance in terms of sales and revenue against the forecasted values. In this case, if the actual values are less than the forecasts, the organization develops strategic measures to increase its overall performance in the market. A second alternative through which the blue ocean strategy can be applied in benchmarking is through products comparison. This involves the comparison of various product brands performance in the organization. As such, Asrofah, Zailani and Fernando (2010, p.116) in a case study of the Indonesian manufacturing industry argued that a products benchmarking approach involves the eventual application and use of the respective brands to compete against each other. Consequently, this allows for internal systems success through an approach of increased overall brand image development and success in the market. References Asrofah, T., Zailani, S. & Fernando, Y. 2010, "Best practices for the effectiveness of benchmarking in the Indonesian manufacturing companies", Benchmarking, vol. 17, no. 1, pp. 115-143. Boyd, D.T., Kronk, L. & Skinner, R. 2002, "The effects of just-in-time systems on financial accounting metrics", Industrial Management + Data Systems, vol. 102, no. 3, pp. 153-164. Chapman, R.L. & Hyland, P.W. 1997, "Continuous improvement strategies across selected Australian manufacturing sectors", Benchmarking for Quality Management & Technology, vol. 4, no. 3, pp. 175. Chapman, R.L. & Hyland, P.W. 1997, "Continuous improvement strategies across selected Australian manufacturing sectors", Benchmarking for Quality Management & Technology, vol. 4, no. 3, pp. 175. Emiel F.M. Wubben, Düsseldorf, S. & Batterink, M.H. 2012, "Finding uncontested markets for European fruit and vegetables through applying the Blue Ocean Strategy", British Food Journal, vol. 114, no. 2, pp. 248-271 Kyle, B. 2005, "Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant", Journal of Applied Management and Entrepreneurship, vol. 10, no. 3, pp. 106-107. Nagarajah, L. 2006, "Measuring the performance of public sector organisations: a case study on public schools in Malaysia", Measuring Business Excellence, vol. 10, no. 4, pp. 50-64 Swinehart, K.D., Miller, P.E. & Hiranyavasit, C. 2000, "World class manufacturing: Strategies for continuous improvement", Business Forum, vol. 25, no. 1, pp. 19-28. Wai, P.W. & Kuan, Y.W. 2008, "A review on benchmarking of supply chain performance measures", Benchmarking, vol. 15, no. 1, pp. 25-51 Wang, Q., Lai, F. & Zhao, X. 2008, "The impact of information technology on the financial performance of third-party logistics firms in China", Supply Chain Management, vol. 13, no. 2, pp. 138-150. Read More