Fall

Spring

08 10

Logistics Group Paper

David SAVAGE, Paul AU, Samuel TAN ESSEC Business School Paris-Singapore Professor Christopher Townley Logistics and Supply Chain Management

Introduction The concept of logistics revolves around the management of the flow of resources between the point of origin, the initial supplier, and the point of consumption, the final customer. Over time, the objective of logistics management evolved to formalize the loops in this cycle, with the objective of improving service at the least possible cost to all parties in the chain. Typically, in the past, companies focused on forward logistics, which encompasses the integration of product and process design to coincide with and provide for what the customer wants. This involves the stages between the extracting of raw materials to the distribution of the product to the end user. Not until a couple of decades ago have companies realized that their business should not be concluded with the change of ownership of the end product to the final customer, rather, they should seek to provide after-sales services to customers. This concept was based on studies that showed that it is more worthwhile for companies to work to retain old customers rather than seek out new ones. This brought to attention the concept of integrated logistics support, and the importance of customer life cycle analysis. Moving forward, more companies are now looking to complete this flow of products, from the initial supplier to the customer, and back to the supplier again. This idea of reverse logistics aims to create value whilst using less input. In this paper, our group will seek to discuss the processes within the customer life cycle, analyze the problems and opportunities faced in the current cell phone market, and finally, to highlight the potential impact of reverse logistics in the cell phone industry.

Forward Logistics Forward logistics is the basis of each companys operations, which are decided during the designing of processes and products. The main objective of the planning of forward logistics is to move down the supply chain in the most effective and efficient manner. The supply chain is the end result of process design, linking parties by the movement of products along it. In the manufacturing industry, this process can be depicted by the purchasing of parts from suppliers, transforming these parts into products, and selling these products to customers. The complexity of this supply chain varies with the size of the business and the intricacy of the items manufactured. A typical flow of events which initiates the process would be as follows: 1. The customer places an order for a particular product produced by the company, indicating details such as delivery dates and quantities required. 2. The company creates a production plan in order to meet the customers requirements. This plan accounts for the leadtime for the purchasing and receiving of the raw materials required for production. 3. Information pertaining to the required raw materials is passed on to the purchasing department, which in turn sends out purchase orders to suppliers to deliver necessary raw materials on the required date. 4. The raw materials are received from suppliers, checked for quality and accuracy and

moved into the warehouse for storage as raw material inventory. 5. The raw materials are then moved to the production area based on a production plan. Finished goods are tested before being packed into storage units, and stored at a warehouse prior to delivery to the customer. 6. The shipping department decides the most efficient method to ship the products in order to meet the deadline specified by the customer. Upon deciding, the finished goods are shipped to the customer. To ensure that the supply chain is operating as efficient as possible, generating highest level of customer satisfaction at the lowest cost, companies can adopt supply chain management processes to evaluate, monitor and improve processes. Three levels of activities are usually focused on: 1. Strategic decisions pertaining to the whole organization, such as size and location of manufacturing sites, supplier relationships, product lines and target markets. 2. Tactical decisions to inculcate best practices in the industry to lower costs, such as improving purchase agreements with suppliers and the improvement in transportation and storage. 3. Operational decisions to maximize efficiency along the supply chain, such as altering production schedules, purchase agreements, and accepting orders from customers. Measurement systems should be put in place to evaluate the effectiveness of processes, and to determine whether or not objectives have been met. If so, the system will be looped back to evaluate the next cycle, with this loop being known as the measurement loop. If objectives have not been met, collective analysis is to be done, and corrective actions should be carried out based on findings. This loop is known as the

continuous loop, which is important to ensure competitiveness of the company. The measurement system will result in the company being more and more effective.

Customer Life Cycle In the past, companies used to simply be sellers and not focus on maintaining a relationship with their customers, following the change of ownership of the sold product. However, in the recent decades, as competition increased across all industries, companies have begun to realize the importance of maintaining relationships with their customers. Retaining old customers and convincing them to carry out new transactions with the company has been proven to generate more revenue at lower cost as compared to attracting new customers. With this idea came the concept of the Customer Life Cycle (CLC). CLC refers to the behavior of a customer with the company over time. With the first transaction, a buyer and seller relationship is forged between the two parties, and over time, the buyer can decide whether to continue or end this relationship. Over this life cycle, the customer, or buyer, will indicate whether they are more or less likely to continue doing business with the company through their interactions with the company. Based on these data collected from these interactions, companies can understand what the customers want and what their behavior is likely to be, and hence, be able to focus on fulfilling their needs, strengthening customer loyalty. In supply chain management, the main focus within the CLC would be providing after-sales service to increase the useful life of the product sold. The basis of this focus is that by creating more value with less input and providing maximum availability at

minimum cost, companies can retain customers for a longer time. The concept of Integrated Logistics Support (ILS) was born to meet this objective. ILS refers to the plan to develop systems or products that last longer and require less support. This results in lower costs for both the customer and seller, and increases customer confidence and satisfaction over time. The elements incorporated into the designing of ILS are as follows: 1. Maintenance planning seeks to set the requirements and tasks to be undertaken in order to maximize the useful life of the product. By educating the customer on the necessary precautions to undertake, such as maintenance tasks, equipment testing, routine checks and repairs, the customer will be able to play a role in reducing the possibility of any malfunction of the product before the end of its useful life. 2. The availability of support and test equipment that are required to perform the support functions must be ensured in order for any routine checks and procedures to be carried out with minimal logistical issues. 3. Manpower and personnel who possess the skills required to maintain the product or system over its useful life must be developed in order to meet the support demands. Training programs must also be carried out to adequately equip personnel with the necessary skills to operate and support the product or system to prevent any cases of breakdown due to misuse. 4. Technical data refers to the information that is essential in repair, maintenance and user manuals for users who operate or support the system to refer to.

Reverse Logistics

Having discussed the stages of forward logistics and the customer life cycle, the third stage of the cycle would be the relatively new concept of reverse logistics. Logistics deals with moving the product towards the customer, but as the name suggests, reverse logistics refers to the movement of the product towards the supplier, usually at the end of its useful life. The main purpose of reverse logistics in the eyes of the supplier is to recapture value from the used product, either for reuse or recycling. Reverse logistics has been seen as the missing link to closing the loop between forward logistics and customer life cycle. In many companies, reverse logistics is a lower priority than forward logistics. Unless a company has 100 percent returns, reverse logistics will never be as important as forward logistics (Stock, J.R.). However, studies have shown that handling reverse logistics well will become increasingly critical as the areas of competitive advantage, such as pricing, quality and cycle time, become more equal among competitors. Reverse logistics involves three main stages, and the end result would impact on the forward logistics cycle. The reverse logistics cycle seems simple, but in reality, careful planning and immense effort have to be put in before reverse logistics could succeed. End-of-life products are collected from customers, which are sorted out based on their materials or type. The company then decides whether it is more worthwhile revalorizing or recycling the collected material. The company will have to make several decisions before the implementation of

reverse logistics. The company will have to decide how to collect these used products from its customers. Forward logistics involves the company selling to many customers, which is very straightforward. On the other hand, reverse logistics involves the company collecting products from many different customers, and this poses as a problem as it is usually time-consuming and costly. Collection can be done through trade-in programs, where customers are encouraged to upgrade from their old products, or through recycling programs, where customers are encouraged to put up their items for recycling rather than simply throwing them away. The company will then have to decide if they wanted to disassemble or grind the collected used products. Disassembling products might possibly provide more valuable resources, but grinding would probably be a less tedious process to obtain raw material. Any decision made here will impact the forward logistics cycle of the company. For example, the decision made to disassemble collected products will result in the need to incorporate this decision into the product design process. Easy-to-disassemble parts like clips and pins have to be used in place of glue. The third major decision would be whether it would be worthwhile to outsource these operations to a third-party. The main factor in considering this would be the possibility of companies engaging in reverse engineering activity and producing imitations of the product. Global companies such as Apple Inc. and Xerox Corp., have incorporated plans to collect used products to be refurbished and sold, but whilst there has been some success in their plans, none of them have generated the desired returns from such activities. Most

of these companies engage in reverse logistics as marketing value for their brands. Moving forward, as the supply of raw materials gradually depletes, reverse logistics will play a huge role in the future and the market holds marginal profits for those companies who succeed in formulating a plan that lowers the costs of collection and recycling or revalorizing used products. The Mobile Phone Industry Since the introduction of mobile phones less than four decades ago, mobile phone usage all around the world has been subject to exponential growth, with an estimated 4.6 billion users worldwide. With many different brands of mobile phones to choose from, these users are spoilt for choice and brands face more competition in retaining customers. In addition, the useful life of each mobile phone is relatively short, spanning between 10 to 14 months. This forces mobile phone providers to work on the retaining of customers, as any dissatisfaction with the brand would very likely result in the customer switching to another brand for his next purchase. In terms of logistics, many of the bigger mobile phone companies like Apple Inc. and Nokia engage in integrated logistics support, with conveniently located service centers and 24 hour help lines. However, as the industry grows, these companies have to improve on their logistical cycle, in particular, concentrate on customer life cycle and consider the possibility of reverse logistics in their future plans.

Maintaining Customers

As the reverse logistical cycle is concerned with all activities after a firm has delivered their product or service to the customer, it is then tantamount for the firm to provide their product and service at a substantial level of satisfaction during the first moments of customer and firm interaction. Feng-Cheng Tung points out that customer satisfaction has a significantly positive direct impact on customer loyalty (2010) to the firm, and hence incites the customer to remain engaged with the firm for substantial time periods. Although conducting his research in the mobile telecommunication service industry in Taiwan, Tungs results regarding customer retention and satisfaction are relevant and intriguing considering Taiwan is only ranked 22nd globally on mobile communication saturation while the total number of mobile phone users in the world will [have] exceed[ed] 3 billion in 2008 (2010). In this regard, customers are more likely and willing to be engaged in activities with the firm for all stages of the products life cycle, from forward logistics through to reverse logistics, once they are initially satisfied with the firms product. As a firm pursues customer retention and offers their product and service at a level that will generate confidence within the customer, those committed customers are more likely to seek unique services and end-of-life product management from the same firm because of the psychological satisfaction generated during the customers life cycle. As on the forward side, you deal with order, [o]n the reverse side, you deal with chaos, trying to create order (Harps, 2003), the establishment of customer confidence will ensure the customer continually engages with the firm in stable economic transactions. In this sense, a firm is more likely to possess a cradle-tograve commitment from customers at all levels of the customers life cycle that will generate sustainable capital inflow to the firm. Even more, as a firm properly engages

10

the reverse logistical cycle, business operations will become more environmentally sustainable and practical. When the reverse logistical process is concerned with activities such as product returns, product re-valorization, product recycling, and so on, the firm expands their business paradigm from short-term considerations to long-term successes. A long-term perspective becomes more and more important through unstable and unpredictable economic cycles. Ensuring customer retention throughout the entire customer life cycle is also an increasing concern for firms operating in a global market. As suppliers of similar products continually increase, and where firms begin to have a larger scope of influence on local and global levels, it is simple for consumers to purchase those products that are most suitable to them from beyond their domestic borders. In order to guarantee a continual and sustained inflow of capital then, a firm must focus more and more on customer retention and the reverse logistical process. In the mobile phone industry, dominated by LG Electronics Co., Motorola Inc., Sony Ericsson (Colbert, 2010), Nokia, and Samsung (Shafer, 2010), customer retention is proving vital in this mobile telecommunication industry where global mobile phone usage rates are increasing to the effect of 2600 million in 2006 [to] 3 billion in 2008 (Tung, 2010). That is, it is vital for mobile phone manufacturers to not only attract new customers, or accentuate the interest of early adopters, but to also guarantee customer retention right through to mature users. This can often lead to a matter of corporate survival in the competitive market. Increased service and support is important for all consumers within the customer life cycle; early adopters, innovators, and mature users can all profit from service they require. A firm will successfully enhance this retention by being mindful of the

11

economic, technological, political, social, and cultural environments of where operations are being conducted. It no longer suffices in a new global market for global firms to ignore certain facets of the market. A holistic understanding of the target market leads to sustained profit for the firm. By being mindful of these considerations, a firm will have an ability to adapt quickly and effectively to changes in the target market. More importantly however, full market consideration ensures that the firm will emerge with a new paradigm of offering those products and services that the target market needs. While mobile phone manufacturers can develop strategies on either regional levels or on a global scale, these manufacturers can avoid dumping their products onto various markets by filling the particular needs of the market. This can create a competitive advantage for the firm as it will surpass competing firms that develop standardized equipment catering to a vast market. In the global mobile phone market, where suppliers are plenty and thus consumers have very low switching costs, a customizable and personal product is more likely to appeal to an intelligent and informed target market. This global logic framework is hence more appropriate in the mobile phone environment.

General Concepts in Managing Reverse Logistics Some years ago, reverse logisticians seemed to feel that nearly zero good reverse logistics management information systems are commercially available. (Rogers and TibbenLembke, 1999) With that in mind, several trends in managing reverse logistics are suggested by a study from Bastiaan Janse, Peter Schuur and Marisa P. de Brito (2009) to manage such growing concerns in order to drive more value in the last phase of the cycle. The article stated that more strategic focus on reverse logistics (Janse, Schuur &

12

de Brito, 2009) is the most important trend. Technological products such as mobile phones have gone through shorter and shorter sales cycles and some phones are even introduced in a period of every six months. A project team dedicated to reverse logistics management and a key strategic focus from the top management team would be essential for the execution of reverse logistics in this sector. Also, it is important to collaborate and share information with third party supply chain partners to strive for a win-win situation. In that sense, businesses are encouraged to be open-minded and spread the risks by outsourcing activities such as disassembly, refurbishment, remanufacturing and recycling. This will drive costs down as third parties are more technologically specialized in re-valorizing wastes. Finally, information on businesses operations is more easily assessable to stakeholders and at the same time, businesses have become more transparent. These two forces together placed pressure on businesses to pay attention to the final phase of the cycle. That is, to educate the company as a whole that sustainability is a key competitive advantage, which would align the strategic direction of the business towards the global trend.

Trends in Mobile Phone Industry The mobile phone industry experienced high turnover and rapid growing demands throughout the past decade. Frequent introductions of new hand-held devices coupled with new technological innovation have spiked sharp increases in electronic wastes. With the trend of environmental awareness on the rise, businesses are required to look into their environmental performances and the effectiveness in recouping values in wastes generated, hence completing the customer life cycle. The mobile phone industry

13

stood out particularly because mobile phone recycling and reuse are equally established, while more end-of-use handsets are actually being reused than recycled (Geyer and Blass, 2009). Therefore it is interesting to study and analyze how this industry completes the logistical loop and adds value into forward logistics.

How Reverse Logistics Function in the Mobile Phone Industry The technical life of a mobile phone is estimated to be ten years; however, most phones are replaced within one to two years nowadays, therefore they are still in good working conditions when disposed. Retired mobile phones are collected by Original Equipment Manufacturers in part of their corporate social responsibility program. Most of these collections are outsourced to third parties, which usually partner up with nonprofit organizations to execute the reverse logistics operations. Method of collection ranged from drop-off bins to prepaid envelopes or boxes. (Notepage, 2010) These third parties also engage in refurbishment and remanufacturing the mobile phones, which will be resold or redistributed to developing countries once processed. Phones will be sent to recyclers only if they cannot be reused. The costs involved in these activities include return incentives, collection and shipping, inspection and sorting costs. It is important to collect these phones as soon as possible because their value decrease quickly overtime. Under the study by Geyer and Blass, they concluded that mobile phone reuse is profitable, even if all reverse logistics costs are included (2009). However, mobile phone recycling is only profitable if recyclers do not have to bear any reverse logistics costs (2009). Therefore, the profitability of mobile phone reuse is what drove end-ofuse mobile phone collection, which restarts the customer life cycle and place the product

14

back into forward logistics. Mobile phone recycling is seen more as a by-product of reusing, and it is not profitable because the costs of extracting the minerals from the phone far exceed the minimal revenue. Two global mobile phone manufacturers that are engaging the processes of reverse logistics include LG Electronics Corporation and Motorola Incorporated.

Firms Engaged in Reverse Logistics

LG ELECTRONICS CORPORATION

LG Electronics from South Korea, the world's fifth-largest mobile phone handset maker (Jung-A, 2008), is a progressive firm in the mobile phone manufacturing industry engaging in the reverse logistics process. That is, LG Electronics is actively performing those functions beyond the traditional phase of the customer life cycle. By continually progressing corporate frameworks and obligations by pursuing reverse logistics, LG Electronics can further ensure and enhance their position in the mobile phone market. A sustained strategy and commitment to vital reverse logistical processes employed by LG further increases their potential for a competitive advantage. A clear example of a reverse logistical process used by LG Electronics is their co-branding partnership with the Italian fashion house, Prada (Baker, Saghafi & Sciglimpaglia, 2010). This cobranding, which is a re-valorizing activity that increases global brand equity and scope for LG Electronics, is an activity that has the potential of attracting new customers, while at the same time affording LG further customer retention. The importance of a re-valorizing activity as described above becomes importantly clear in a market such as North America. LG Electronics generated 30% of

15

its 2008 sales in North America and posted 2009 sales of $22,110 million (Colbert, 2010). LGs sphere of influence, though relatively robust in North America, certainly has potential for growth and it is through re-valorizing its brand where this can ensure LGs future potential. In North America, where it is the mobile telecommunication service provider and not the mobile phone manufacturer who often supply reverse logistical services to the customer (Baker, Saghafi & Sciglimpaglia, 2010), the reverse logistical process of co-branding can prove immensely useful. Though this activity of revalorization may be relatively simple, it can prove to be an increasingly profitable business operation in LGs value chain. Not only does such an activity generate further brand equity and awareness for LG Electronics, but it also has the capacity of attracting new customers and guaranteeing the retention of mature customers.

MOTOROLA INCORPORATED

Similarly to those activities of LG Electronics, Motorola Inc., based out of the United States (Shafer, 2010), has also pursued a reverse logistical process of revalorization by partnering with Apples music program iTunes, and another Italian fashion house in Dolce & Gabbana (Baker, Saghafi & Sciglimpaglia, 2010). The value of these activities shows Motorolas further role as a major player in the global mobile phone industry. Motorola Inc, the worlds #3 maker of mobile phones, where its mobile devices accounted for 40% of Motorolas 2008 sales (Shafer, 2010), increases its scope of business operations by engaging in the useful re-valuing partnerships with other major global brands. Once again, this reverse logistical process employed by Motorola can ensure the firm further market capitalization and growth had they otherwise not

16

pursued this strategy. As Motorola posted 49% of its 2008 sales in the United States (Shafer, 2010), actively collaborating with other global brands would certainly further Motorolas North American market growth, and lend the mobile phone manufacturer credibility within the larger global market. As Motorolas main hub of operations is conducted from the United States, the re-valorizing process of co-branding is vital for Motorola in North America where mobile telecommunication providers engage increasingly in reverse logistical activities. Such activities used by Motorola becomes increasingly beneficial and sustainable for the firm, as exemplified by posting 2009 sales of $22.044 billion even while exposed to the global economic downturn (Shafer, 2010). In addition to Motorolas re-valorizing activity, the mobile phone manufacturer in collaboration with telecommunication providers has the ability of contacting mature and near-end mobile phone customers to ensure further customer participation with Motorola. That is, through unique partnerships with telecommunication providers, Motorola has the capacity of offering future and continual products to its already loyal customers, while also having contact with potential customers. Complimenting these activities would be basic and continual mobile phone product support through direct contact with Motorola. As mobile phone manufacturers continually explore new modes of conducting vital business operations, Motorola can leverage their high market capitalization in the United States by gradually ameliorating and focusing on end-of life product management.

Barriers in Execution Although much attention was steered towards reverse logistics in recent years, there are still many barriers that prevent the management team to reallocate their budget from

17

forward logistics. The industry currently lacks a stringent structure and regulations that govern the return policies of mobile phones. Warranty conditions are stated unclearly and sales are made without the aim of educating consumers with return policies. Consumers thus have a tendency of keeping their used mobile phone instead of disposing it. This is mainly because companies are forward looking in the logistic cycle. They realize it is not economically viable to invest in re-valorizing their products. Although it is viewed as an important part of the business, businesses have little recognition and resources for reverse logistics. Also, businesses lack proper performance management systems and IT integration to measure their success. The reverse logistics process itself is decentralized and systems do not synchronize with the Enterprise Resource Planning systems or different echelons in the reverse supply chain. Finally, difficult forecasts and minimal planning also impedes the advancement of reverse logistics. Little information is available regarding to the amount of wastes generated and disposed. This is because most phones are hibernated and stored in consumers household instead of properly returned or disposed. On the third party recyclers perspective, it is not cost effective at all to recycle mobile phone, as it has always been a small part of their business. They only make a small profit even if reverse logistic costs are neglected.

Recommendations to Manufacturers In order to effectively counter the barriers previously mentioned, the following recommendations are presented for mobile phone manufacturers. Manufacturers should define the current internal situation regarding the company; access the maturity of reverse logistics and the level of satisfaction from different stakeholders. The company could

18

then draft a long-term strategic plan focused on refining the process. This should be done in collaboration with all departments, as a centralized objective that should be achieved altogether. The manufacturer should increase acquisition of used mobile phones because it is a profitable business. They should draft out clear return policies and outline their management strategies and goals revolving around this topic. It is essential to educate the consumers about returning end-of-life products as soon as possible since it will add value to the remanufacturing process. More information should be shared with outsourced suppliers and reverse logistics should be included as part of supplier relationship management. Synergistic solutions could be achieved if mutual cooperation could be fulfilled throughout the entire supply chain. Furthermore, an integrated performance management system such as KPI dashboards should be implemented. It is not only about measuring the right things, but also on measuring things right. (Janse, Schuur & de Brito, 2009) Finally, a successful remarketing campaign could recover the costs incurred during the reverse logistic.

Conclusion This paper presented the general overview of the logistic cycle. It gave comprehensive explanations on the basics of forward logistics, customer life cycle to reverse logistics. The mobile phone industry was then introduced and utilized to dissect the importance of customer satisfaction in aiding potential recurring transactions for businesses. The significance of customer retention and the implication of having a global logic framework were also discussed. The three main concepts in managing reverse logistics: treating reverse logistics as a strategic focus, collaborating with third party

19

suppliers and viewing sustainability as a competitive advantage are presented. The basics of how reverse logistics played its role in the mobile phone industry left the conclusion that reusing mobile phones are profitable while recycling them are not. LG and Motorola were used to explain the effect of co-branding in customer retention and the potential market of reverse logistics. The barriers that are preventing businesses to focus on reverse logistics are considered. Finally, recommendations are made to manufacturers when engaging in reverse logistics. It is critical for manufacturers to carry a long-term strategic vision and emphasize their focus on the last phase of the logistic cycle. They need to reduce wastes generation through wastes collection. It makes good business sense because the cost of new natural resources will climb dramatically as resources become more scarce. (Barker and Zabinsky, 2010) The reverse logistics in the mobile phone industry is maturing. It has the potential to sustain itself if the correct message is guided towards the management team. The external stakeholders also placed pressure as they view environmental performances as a performance indicator. Regardless of their objective, whether to satisfy stakeholders, to comply with corporate social responsibility scheme or to gain competitive advantage, switching their attention to re-valorizing products will be a good initiative and carries a big impact on sustaining the ecological balance and growth.

20

Sources Baker, W.E., Saghafi. M., & Sciglimpaglia, D. (2010). Branding of Post-Purchase Ancillary Products and Services: An application in the Mobile Communications Industry. European Journal of Marketing, 44(5), 547-566. Emerald Group Publishing Limited. ISSN: 0309-0566 Barker, T.J. and Zabinsky, Z.B. (2010) Designing for Recovery. Industrial Engineer Magazine. Colbert, C. (2010). LG Electronics Inc. Hoovers. [University of Calgary], [Calgary], [AB]. Obtained from http://proquest.umi.com.ezproxy.lib.ucalgary.ca/pqdweb? RQT=501&idlqry=LG+ELECTRONICS&idltype=company&idlkbase=2&idlmode =1 Geyer, R and Blass, V.D. (2009). The Economics of Mobile Phone Reuse and Recycling. Harps, L.H. (2003). Revving Up Returns. Inboundlogistics.com. Thomas Publishing Company. Obtained from http://www.inboundlogistics.com/articles/features/1103_feature02.shtml Janse, B., Schuur, P. & de Brito, M.P. (2009). A reverse logistics diagnostic tool: the case of the consumer electronics industry. Jung-A, S. (2008). TV and Mobile Phone Sales Boost Upbeat LG. The Financial Times, London (UK): 18. ProQuest document ID: 1464293931 Murray, M. Introduction to Supply Chain Management Obtained from http://logistics.about.com/od/supplychainintroduction/a/into_scm.htm Notepage Why Recycle Mobile phones (2010) http://www.notepage.net/green/whyrecycle-cell-phones.htm Rogers, D. S. and TibbenLembke, R. S. (1999), Going Backwards: Reverse Logistics, Trends and Practices [Electronic version], Reverse Logistics Executive Council, Reno. Shafer, S. (2010). Motorola, INC. Hoovers. [University of Calgary], [Calgary], [AB]. Obtained from http://proquest.umi.com.ezproxy.lib.ucalgary.ca/pqdweb? RQT=501&idlqry=LG+ELECTRONICS&idltype=company&idlkbase=2&idlmode =1 Tung, F.C. (2010). Exploring Customer Satisfaction, Perceived Quality and Image: An Empirical Study in the Mobile Services Industry. The Business Review,14(2), 63-

21

70. ProQuest document ID:2045077801

22