共查询到20条相似文献,搜索用时 31 毫秒
1.
Masaaki Kotabe Michael J. Mol Janet Y. Murray Ronaldo Parente 《Journal of the Academy of Marketing Science》2012,40(2):329-346
Over the past few decades, outsourcing has become a widely used and researched means for firms to change their performance.
In this article, we attempt to link outsourcing to the market success of firms, specifically their market share. We argue
that although firms may be able to increase their market share through outsourcing, this is only true up to a point, beyond
which market share actually decreases as a consequence of further outsourcing. There is, in other words, a negatively curvilinear
(inverted U-shape) relationship between outsourcing and market share. We also hypothesize that the outsourcing–market share
relationship is moderated negatively by both the strength of firm resources and the extent of competition in a firm’s market.
We empirically confirm these arguments through a panel data analysis containing over 19,000 observations on manufacturing
firms and offer some case examples to illustrate the mechanisms driving these results. Finally, we discuss implications for
marketing research and practice. 相似文献
2.
Todd?J.?Arnold Eric??Fang Robert?W.?Palmatier 《Journal of the Academy of Marketing Science》2011,39(2):234-251
The effect of a firm’s strategic focus on acquiring new customers and/or retaining existing customers (customer acquisition
and retention orientations) on innovation performance is evaluated. With dyadic primary data collected from 225 strategic
business units, the authors demonstrate that a firm’s focus on customer acquisition enhances its radical innovation performance
but hinders its incremental innovation; a firm’s strategic orientation toward customer retention has the opposite effects.
These effects are mediated by both customer knowledge development and the firm’s resource configuration decisions. In addition,
the authors provide insight into the impact of managerial decision trade-offs when implementing customer engagement strategies.
The results suggest that the effect of customer acquisition and retention orientations on customer knowledge and investment
decisions, and ultimately on innovation performance, is amplified when a firm consistently implements a specific engagement
strategy. Implementing a dual strategy by attempting to focus on both acquiring and retaining customers undermines resource
configuration decisions, with diverse effects on both radical and incremental innovation. 相似文献
3.
Martin Reimann Oliver Schilke Jacquelyn S. Thomas 《Journal of the Academy of Marketing Science》2010,38(3):326-346
As managers and academics increasingly raise issues about the real value of CRM, the authors question its direct and unconditional
performance effect. The study advances research on CRM by investigating the role of critical mechanisms underlying the CRM-performance
link. Drawing from the sources → positions → performance framework, the authors build a research model in which two strategic
postures of firms—differentiation and cost leadership—mediate the effect of CRM on firm performance. This investigation also
contributes to the literature by drawing attention to the differential impact of CRM in diverse industry environments. The
study analyzes data from in-depth field interviews and a large-scale, cross-industry survey, and results reveal that CRM does
not affect firm performance directly. Rather, the CRM-performance link is fully mediated by differentiation and cost leadership.
In addition, CRM’s impact on differentiation is greater when industry commoditization is high. 相似文献
4.
Creating market anticipation: An exploratory examination of the effect of preannouncement behavior on a new product’s launch 总被引:1,自引:0,他引:1
Preannouncements are strategic marketing communications directed at market participants including investors, suppliers, distributors,
and buyers. Most empirical literature focuses on antecedents influencing a firm’s preannouncement behavior and on outcomes
related to deleterious responses by competitors. This study differs and follows the large body of extant research that examines
preannouncing behavior as a deliberate marketing communication process aimed at influencing market participants in the firm’s
favor. The authors develop and test a model of preannouncement behavior that affects the success of a new product launch through
market anticipation, competitive equity, and new product development resources. The findings indicate that preannouncement
behavior engenders new product success through its positive effect on market anticipation—a favorable industry-wide bias in
advance of new product introduction—and emphasizes the use of preannouncements as business-to-business marketing communications
aimed at influencing current and prospective supply chain partners in the firm’s favor.
Kim Schatzel (schatzel@umd.umich.edu) (PhD, Michigan State University) is an assistant professor of marketing at the University of Michigan,
Dearborn. Her business experience includes more than 20 years of corporate and new venture work including tenure as the founder
and CEO of a multinational $250 million automotive components firm and three start-up technology-based companies. She is interested
in the study of new product development, business-to-business marketing communications, and firm reputation issues. She has
published articles in theJournal of Marketing, theJournal of Business Research, and theJournal of Product Innovation Management. She is also highly committed to teaching excellence and has won several awards for undergraduate, graduate, and executive
teaching.
Roger Calantone (rogercal@msu.edu) holds the Eli Broad University Chair in Business at Michigan State University and is also the director
of the Broad Information Technology Management Program (ITMP). He is interested in the study of new product innovation and
technology decisions in industrial firms. Currently, his research is focused on new product decisions, industrial market segmentation,
global logistics, and the use of neural network and autonomous learning models to valuate product components. He is the author
of more than 200 refereed academic articles and proceedings and is coauthor of several books. His publications have appeared
in journals such as theJournal of Marketing, the Journal of Marketing Research, Marketing Science, Management Science, Decision Sciences, and theStrategic Management Journal. 相似文献
5.
Bas Hillebrand Jurriaan J. Nijholt Edwin J. Nijssen 《Journal of the Academy of Marketing Science》2011,39(4):592-608
This study identifies the potential contribution that institutional theory can make to understanding the success of marketing
practices. Based on institutional theory, we argue that the effectiveness of marketing practices decreases when firms are
motivated to adopt such practices under the influence of institutional pressures originating in firms’ environments. However,
alignment between a practice and a firm’s marketing strategy may buffer against these negative effects. We apply these insights
to the case of customer relationship management (CRM). CRM is considered an important way to enhance customer loyalty and
firm performance, but it has also been criticized for being expensive and for not living up to expectations. Empirical data
from 107 organizations confirm that, in general, adopting CRM for mimetic motives is likely to result in fewer customer insights
as a result of using this practice. Our study suggests that institutional theory has much to offer to the investigation of
the effectiveness of marketing practices. 相似文献
6.
Trading partners continue to make significant investments in information technology (IT) infrastructure to facilitate the
flow of market information across supply chains, yet the underlying mechanisms linking IT implementation to firm performance
have not been clearly specified. Drawing on the resource-advantage theory of competition, we develop and test a model that
proposes market-oriented IT competence as a mediator of the effects of a firm’s IT infrastructure on market information flow
which, in turn, yields comparative advantages in supply chain relationships. Market-oriented IT competence is conceptualized
as a firm’s ability to deploy an IT infrastructure in support of the organization-wide collection, dissemination and use of
market information to respond to market needs. We test the effects of market-oriented IT competence using data collected from
managers in the logistics services industry. Findings show that market-oriented IT competence is a critical link between IT
infrastructure and comparative advantage in supply chain relationships. 相似文献
7.
Marketing at the retail shelf: an examination of moderating effects of logistics on SKU market share 总被引:1,自引:0,他引:1
Matthew A. Waller Brent D. Williams Andrea Heintz Tangari Scot Burton 《Journal of the Academy of Marketing Science》2010,38(1):105-117
Given that the impact of retail shelf facings and price on a product’s market share is of substantial interest to marketing
managers in the retail supply chain, we examine whether these relationships may be interdependent with the firm’s supply chain
activities. We offer predictions regarding the interdependence of the marketing and supply chain variables using monthly in-store
observations from 62 different retail stores from five different chains, taken over a 24-month period. The in-store observations
included price and number of facings, which is combined with data obtained from the manufacturer on case pack quantity and
market share data from the ACNielsen HomeScan consumer scanner panel. Results indicate that shelf facings impact the effects
of price and case pack quantity on market share. In addition, we explore the strength of relationships across retailers employing
everyday low price versus HiLo pricing strategies. Generally, our findings suggest that retailers and suppliers must work
to integrate marketing activities and supply chain processes both within and across firms to most effectively serve the consumer
at the retail shelf and increase market share. 相似文献
8.
Larry Yarbrough Neil A. Morgan Douglas W. Vorhies 《Journal of the Academy of Marketing Science》2011,39(4):555-573
Drawing on the organization theory literature concerning configuration theory, competing values theory, and fit assessment
methodologies, we examine the existence and performance impact of product market strategy–organization culture fit. Specifically,
we assess the relationship among three important elements of a firm’s product market strategy and the four cultural orientations
that comprise the competing values theory of organizational culture using primary and secondary data from the US trucking
industry. Using two different conceptualizations and operationalizations of fit, our results provide the first empirical support
for the existence of interrelationships among product market strategy decisions and organizational culture orientations consistent
with configuration theory conceptualizations of product market strategy–organizational culture fit. We also find support for
theorized but previously untested relationships between product market strategy–organizational culture fit and firms’ customer
satisfaction and cash-flow return on assets (CFROA) performance. Since product market strategy is heavily reliant on the input
of marketers, and organizational culture has long been recognized as having an important impact on marketing-related decision
making, these findings have important implications for marketing strategy research and practice. 相似文献
9.
Jerry Yoram Wind 《Journal of the Academy of Marketing Science》2009,37(1):28-34
Just as Peter Drucker pointed out the importance of assessing whether a company’s “theory of business” is relevant, marketers
need to consider whether the current “theory of marketing” still fits in a world of rapid change. The author examines how
Drucker challenged the theory of business at financial services firm Edward Jones, helping to identify new market opportunities.
For example, he urged the company to move into metropolitan areas, which now account for 60 percent of the firm’s business.
The article then considers how the field of marketing needs to reexamine its own mental models. Finally, the article considers
how Drucker’s seminal insights on marketing, particularly his emphasis on an interdisciplinary approach, might point the way
to new approaches. 相似文献
10.
Developing a customer value-based theory of the firm 总被引:16,自引:0,他引:16
Stanley F. Slater 《Journal of the Academy of Marketing Science》1997,25(2):162-167
Conclusion Just as it was inappropriate to characterize this as the development of a new theory of the firm, it also is premature to
suggest that this commentary articulates a comprehensive customer value-based theory of the firm. The foundation for this
theory was laid decades ago, and the ideas presented in this commentary must be more thoroughly developed before it can appropriately
deemed a “theory of the firm.” However, as marketers, we should be committed to the proposition that the creation of customer
value must be the reason for the firm’s existence and certainly for its success. Thus developing this theory further and testing
the propositions that comprise it should be a high priority for marketing scholars.
His research is focused on the nature and benefits of a market orientation and of being a learning organization, as well as
on issues concerned with developing and implementing a market-focused strategy. His work has been published in theJournal of Marketing, theEuropean Journal of Marketing, theJournal of Strategic Marketing, theInternational Marketing Review, theJournal of Market-Focused Management, andBusiness Horizons, among others. 相似文献
11.
Peter D. Ørberg Jensen Torben Pedersen 《Journal of the Academy of Marketing Science》2012,40(2):313-328
During the past decade, offshoring has become an established business practice. Yet it is still more common to offshore less
advanced tasks compared with offshoring more advanced tasks, i.e., tasks closer to the core activities of the firm. The latter
is a new phenomenon which raises many new issues on the boundaries of the firm. More or less advanced tasks can be found within
all activities, e.g., in sales and marketing where telesales is on the less advanced end of the scale while branding and identity
building are on the advanced end of the scale. This article focuses on the antecedents of advanced offshoring, exploring what
causes firms to offshore some of their more advanced tasks. Our findings indicate that while the lower cost of unskilled,
labor-intensive processes is the main driver for firms that offshore less advanced tasks, the offshoring of advanced tasks
is part of firms’ strategy to achieve international competitiveness through access to cross-border knowledge flows and foreign
knowledge resources. Furthermore, offshoring of advanced manufacturing tasks seems to be more widespread and experience-based
than the offshoring of advanced service tasks. 相似文献
12.
Sridhar N. Ramaswami Rajendra K. Srivastava Mukesh Bhargava 《Journal of the Academy of Marketing Science》2009,37(2):97-116
While there is recognition that market-based capabilities contribute to a firm’s financial performance, the exposition is
largely conceptual (Srivastava et al. Journal of Marketing 62:2–18, 1998; Journal of Marketing 63:168–179, 1999). Using a
resource based view of the firm, the present study proposes that (1) market-based assets and capabilities of a firm impacts
(2) performance in three market-facing business processes (new product development, supply-chain and customer management),
which in turn, influence (3) the firm’s financial performance. It develops related hypotheses and tests the framework empirically.
The study also examines for the first time the interrelationship among the three business processes and their impact on the
market value of firms. Further, the study examines the moderating influence of two organizational variables—size and age of
the firm. Overall, the major contribution of the study is that it offers a process linkage between capabilities, process performance
and financial performance. The results of this research will provide strategic insights to managers on optimal customer management,
product development and supply chain strategies.
相似文献
Mukesh BhargavaEmail: |
13.
The purpose of this article is to determine market orientation’s relative impact on small-business performance, compared to
other influences, in an integrated model using longitudinal data. Contrary to expectations based on the management literature,
the results indicate weak causal relationships between market environment, small-firm structure, and small-firm strategy.
The results further indicate weak influences of these variables, but strong and consistent influences of market orientation,
on various measures of small-firm performance. Contrary to expectations based on business policy literature, relative product
quality and new product success were not significant influences on profitability, perhaps due to the significant influence
of market orientation on these variables. In addition, although increases in growth/share had a significant short-term influence
on increases in profitability, high levels of previous years’ firm growth/share had a negative influence on current profitability.
The previous year’s level of firm coordinating systems and market competitive intensity has a significant impact on the level
of small-firm market orientation. 相似文献
14.
On the importance of matching strategic behavior and target market selection to business strategy in high-tech markets 总被引:1,自引:0,他引:1
Stanley F. Slater G. Tomas M. Hult Eric M. Olson 《Journal of the Academy of Marketing Science》2007,35(1):5-17
Business strategy is fundamentally concerned with the actions required to create superior customer value in the firm’s target
markets with the ultimate goal of achieving superior performance. Marketing theory suggests that two critical marketing activities
required to achieve this end are: (1) the adoption of appropriate strategic behaviors (i.e., customer-oriented, competitor-oriented,
technology-oriented) and (2) targeting of the appropriate market segments (i.e., innovators, early adopters, early majority,
late majority, laggards). This study builds on prior research which demonstrates that the strategic behavior—firm performance
relationship is contingent on the firm’s strategy by examining this relationship in high tech markets and by considering the
incremental contribution of appropriate target market selection. Responses from 160 senior marketing managers in high-tech
firms reveal strong support for our framework. Thus, this study provides useful guidance to executives and managers in high-tech
firms regarding the steps that they should take to increase their probability of success.
相似文献
Eric M. OlsonEmail: |
15.
A comprehensive model of customer direct and indirect revenge: understanding the effects of perceived greed and customer power 总被引:1,自引:0,他引:1
Yany Grégoire Daniel Laufer Thomas M. Tripp 《Journal of the Academy of Marketing Science》2010,38(6):738-758
This article develops and tests a comprehensive model of customer revenge that contributes to the literature in three manners.
First, we identify the key role played by the customer’s perception of a firm’s greed—that is, an inferred negative motive
about a firm’s opportunistic intent—that dangerously energizes customer revenge. Perceived greed is found as the most influential
cognition that leads to a customer desire for revenge, even after accounting for well studied cognitions (i.e., fairness and
blame) in the service literature. Second, we make a critical distinction between direct and indirect acts of revenge because
these sets of behaviors have different repercussions—in “face-to-face” vs. “behind a firm’s back”—that call for different
interventions. Third, our extended model specifies the role of customer perceived power in predicting these types of behaviors.
We find that power is instrumental—both as main and moderation effects—only in the case of direct acts of revenge (i.e., aggression
and vindictive complaining). Power does not influence indirect revenge, however. Our model is tested with two field studies:
(1) a study examining online public complaining, and (2) a multi-stage study performed after a service failure. 相似文献
16.
Allison R. Johnson Valerie S. Folkes 《Journal of the Academy of Marketing Science》2007,35(3):317-328
This research shows that the perceived difficulty of manufacturing a product influences consumers’ perceptions of the firm’s
other products. In three experiments (with 152 participants in Study 1, 86 in Study 2, and 91 in Study 3), participants received
information about the quality of a firm’s product and then inferred the quality of another product from the firm. When participants
believed that the initial product was relatively more difficult to manufacture than the second product, they inferred that
the second product would be high in quality. However, when participants believed that the initial product was relatively easy
to manufacture, they inferred that the second product would be low in quality. These effects occurred when perceived difficulty
of manufacture was manipulated (Study 2) and occurred regardless of whether both products had dissimilar product benefits
(Study 1) or whether brand names were present (Study 3).
Allison R. Johnson and Valerie S. Folkes contributed equally to this article. 相似文献
17.
This study proposes a conceptual model for customer experience quality and its impact on customer relationship outcomes. Customer
experience is conceptualized as the customer’s subjective response to the holistic direct and indirect encounter with the
firm, and customer experience quality as its perceived excellence or superiority. Using the repertory grid technique in 40
interviews in B2B and B2C contexts, the authors find that customer experience quality is judged with respect to its contribution
to value-in-use, and hence propose that value-in-use mediates between experience quality and relationship outcomes. Experience
quality includes evaluations not just of the firm’s products and services but also of peer-to-peer and complementary supplier
encounters. In assessing experience quality in B2B contexts, customers place a greater emphasis on firm practices that focus
on understanding and delivering value-in-use than is generally the case in B2C contexts. Implications for practitioners’ customer
insight processes and future research directions are suggested. 相似文献
18.
Kelly D. Martin Jean L. Johnson Joseph J. French 《Journal of the Academy of Marketing Science》2011,39(4):574-591
Institutional theory implies that normative societal expectations create pressures for organizations to respond acceptably
to important institutional constituents. Although the role of the institutional environment on marketing has been studied,
the organizational mechanisms by which firms respond to societal pressures remain under-investigated. We suggest that an important
determining factor involves organizational identity, which drives firm response to societal norms and facilitates its quest
for legitimacy. Accordingly, this study contributes to organizational theory in marketing by casting identity as the focal
mechanism in the firm’s response to the institutional environment. Marketing ethics and CSR issues frame this research given
natural synergies with institutional and organizational identity theories and evidence that increasingly, firms must respond
to societal expectations involving ethics in their marketing practices. Using game theoretical models and economic experiments,
we find that the influence of the institutional environment emerges through firm identity, affecting resource allocation to
ethical product augmentation. 相似文献
19.
Constant in the evolution of the business enterprise has been its relentless search for competitive advantage. What has been
phenomenally different about this quest is that it is, increasingly, a global landscape that defines the firm’s opportunities
and challenges. The global marketplace has always been dynamic and complex in terms of the changes it brings, but the last
two decades have been exceptionally transformational. In terms of opportunities, firms pursuing international customers have
never before faced such open markets, rise in discretionary income, and modern tools for accessing global markets. In terms
of challenges, intense competition, complexity of managing multiple markets and coordinating marketing strategy, a host of
risk elements, and the sheer difficulty of managing geographic, cultural, and political barriers are among the factors which
impede the firm’s success in global markets. Often, these changes come in the form of radical, transformative disruptions.
This essay draws attention to major disruptions impacting international marketers and provides insights for appropriate firm
response. 相似文献
20.
Database marketers often use a scoring model to predict the likely value of contacting customers based on their purchase histories
and demographics. However, when purchase history has been a partial result of the firm’s own contacting efforts, these contacts
should also be accounted for in the scoring model. The current work extends the existing literature to account for the firm’s
contacts by focusing on each customer’s most recent purchase. Contacts prior to that purchase are designated “prior contacts”
and those after that purchase “recent contacts.” A new latent variables formulation of the customer’s propensity to respond
is used to predict the likelihood and time of response as well as the relationship to the independent variables. The methodology
also addresses the statistical problems of “selection bias” and “endogeneity,” which have been largely ignored in most customer
scoring models. An application to the database of a charitable organization confirms that, in this case: (1) the effect of
the firm’s customer contact efforts is associated with a stronger propensity to respond than is the case for the included
demographics; (2) the firm’s “recent contact” efforts are associated with larger returns in customers’ propensity to respond
than the “prior contact” efforts; and (3) the “recent contact” efforts are associated with an at-first increasing but then
diminishing propensity to respond up to a point beyond which actual decreasing returns are observed with further contacts.
Clearly, too much contacting can alienate would-be donors. The proposed model is general enough to calibrate such impacts
in other database marketing applications where the relative effects might be different.
相似文献
Subom RheeEmail: |