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1.
Demand and supply integration: a conceptual framework of value creation through knowledge management
Terry L. Esper Alexander E. Ellinger Theodore P. Stank Daniel J. Flint Mark Moon 《Journal of the Academy of Marketing Science》2010,38(1):5-18
Strategy identifies two primary sets of processes through which the firm creates value for its customers by moving goods and
information through marketing channels: demand-focused and supply-focused processes. Historically, firms have invested resources
to develop a core differential advantage in one or other of these areas—but rarely in both—often resulting in mismatches between
demand (what customers want) and supply (what is available in the marketplace). This paper suggests that successfully managing
the supply chain to create customer value requires extensive integration between demand-focused processes and supply-focused
processes that is based on a foundation of value creation through intraorganizational knowledge management. Integrating demand
and supply processes helps firms prioritize and ensure fulfillment based upon the shared generation, dissemination, interpretation
and application of real-time customer demand as well as ongoing supply capacity constraints. We draw upon literature in marketing,
logistics, supply chain management and strategy to introduce a conceptual framework of demand and supply integration (DSI).
We also offer insights for managerial practice and an agenda for future research in the relatively under-researched, but strategically
important, area of demand and supply integration. 相似文献
2.
G. Tomas M. Hult 《Journal of the Academy of Marketing Science》2011,39(4):509-536
Now more than ever, marketing is assuming a key boundary-spanning role—a role that has also redefined the composition of the
marketing organization. In this paper, the marketing organization’s integrative and mutually reinforcing components of marketing
activities, customer value–creating processes, networks, and stakeholders are delineated within their boundary-spanning roles
as a particular emphasis (labeled MOR theory). Thematic marketing insights from a collection of 31 organization theories are
used to advance knowledge on the boundary-spanning marketing organization within four areas—strategic marketing resources,
marketing leadership and decision making, network alliances and collaborations, and the domestic and global marketplace. 相似文献
3.
Michael Song C. Anthony Di Benedetto Robert W. Nason 《Journal of the Academy of Marketing Science》2007,35(1):18-34
The Miles–Snow (M–S) strategic typology has continued to receive attention in the academic business press, even though it
has been criticized for not making explicit the relationships between strategic type and ultimate profit performance. Using
the market orientation and Resource-Based View literature, we develop hypotheses regarding relationships between M–S strategic
type and four firm capabilities (technology, information technology, market-linking, and marketing capabilities), relationship
between the four capabilities and performance, and the moderating role of M–S strategic type. An empirical test involves multiple
data collections from 216 firms. The study results suggest that there are significant relationships between capabilities and
performance if one does not account for the moderating role of strategic type. When strategic type is used as a moderating
variable, we find that only certain capabilities had significant effects on profitability. For example, technology and information
technology capabilities increase financial performance for prospector organizations, while a different set of capabilities
(market-linking and marketing) are positively related to financial performance for defender organizations. We discuss how
our findings are consistent with the expectations of the Resource-Based View of the firm. We conclude with a discussion of
theoretical and managerial implications.
相似文献
C. Anthony Di BenedettoEmail: |
4.
Ruiliang Yan 《Journal of the Academy of Marketing Science》2010,38(4):510-519
Cooperative advertising plays a strategically important role in marketing programs. In this paper, we use a game theoretical
model to study not only cooperative advertising but also pricing strategy in a manufacturer—e-retailer supply chain with the
consideration of product categories. First, two cooperative advertising models (the leader-follower Stackelberg and the strategic
alliance) are established and analyzed. We then compare the two models to develop some important theories and managerial insights.
Furthermore, we utilize a bargaining model to implement profit sharing and determine the manufacturer’s participation rate
for cooperative advertising in the channel coordination of strategic alliance. Based on our results, we derive optimal market
strategies and identify probable paths of future research. 相似文献
5.
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
6.
Mohanbir S. Sawhney 《Journal of the Academy of Marketing Science》1998,26(1):54-61
Summary Barbara Kahn correctly points out the importance of creating dynamic relationships with customers and adopting high-variety
strategies to succeed in today’s fiercely competitive world. However, high variety is also often high cost and high complexity.
In this commentary, I propose that platform thinking is a powerful way to manage these contradictions in becoming a high-variety
provider. Platform thinking relies on a simple insight—understand the common strands that tie your firm’s offerings, markets,
and processes together, and exploit these commonalities to create leveraged growth and variety. Platform thinking should permeate
all aspects of the firm’s strategy and should guide all strategic decisions on diversification and growth. Marketers who master
platform thinking may find the 21st century to be a somewhat more inviting prospect.
Mohanbir S. Sawhney is an assistant professor of marketing in the Kellogg Graduate School of Management, Northwestern University. His research
interests include strategic marketing in technology-based industries, marketing decisions for experiential products, and cross-functional
integration in new product development. His research has been published inManagement Science andMarketing Science, and his modeling work in the motion picture industry has been widely cited in the trade press. He is a consultant for several
large technology firms as well as small Internet start-up firms. His current research projects include strategic planning
for market-driving firms, cross-functional product line management, and strategy formulation for digital opportunity arenas. 相似文献
7.
In today’s retail markets, products display opaque pricing, i.e., a single number that provides no information about the allocation
of the retail proceeds among agents who bring the product to market. We study transparent pricing, which is an alternative strategy in which allocation information is revealed. We differentiate transparent pricing from related
marketing practices such as social marketing, cause-related marketing, and pay-what-you-want. Using controlled experiments
in multiple product categories with diverse sampling frames, we find that transparent prices systematically alter consumer
utility functions and stated choice behavior. Our results support explanations drawn from both neoclassical and behavioral
economic theory, including inequity aversion, procedural justice, and altruism. Classical theory predicts that price transparency
should have little effect on consumer behavior. However, results from behavioral economics suggest that consumers may relax
“self-interest” in the face of transparent prices, leading to counter-intuitive preferences. For example, in one set of studies
we observe a significant proportion of consumers selecting the more expensive of two replicates of the same product. In another
study, a subset of motorists willingly pays higher gasoline taxes for the same gallon of gas, increasing the overall price
per gallon. We explain this behavior via parameterized utility functions that contain both self-interested and other-interested
components moderated by characteristics of the decision-maker and characteristics of the choice context. 相似文献
8.
Coping with organizational role stress: Intrinsic motivational orientation,perceived role benefits,and psychological withdrawal 总被引:2,自引:0,他引:2
Susan M. Keaveney Ph.D. James E. Nelson Ph.D. 《Journal of the Academy of Marketing Science》1993,21(2):113-124
Researchers have long recognized that individuals in stressful marketing roles find ways to cope with organizational role
stress. This study examines the effects of three psychological coping strategies—intrinsic motivational orientation, perceived
role benefits, and psychological withdrawal—in a model of organizational role stress. Results indicate that intrinsic motivational
orientations reduce perceptions of role conflict and role ambiguity, and increase job satisfaction; that perceived role benefits
positively influence job satisfaction; and that job dissatisfaction is the primary cause of psychological withdrawal. The
study supports the importance of coping efforts in models of organizational role stress among marketing personnel.
Dr. Keaveney’s research interests focus on retailing issues including retail buyer behavior, retail store image, and retail
price promotions. Dr. Keaveney has also published in the areas of marketing organizational behavior, services marketing, and
international marketing. She is co-author with Philip R. Cateora ofMarketing: An International Perspective, which has been published both in English and in Japanese. Dr. Keaveney has published articles in theJournal of the Academy of Marketing Science, Journal of Retailing, Journal of Promotion Management, Journal of Marketing Channels, andJournal of Volunteer Administration.
Dr. Nelson’s research interests include topics in marketing research, consumer behavior, and advertising. He has published
in theJournal of Marketing, Journal of Advertising, Journal of Business Research, Journal of Marketing Research, and serves as occasional reviewer to these publications as well as to theJournal of the Academy of Marketing Science. He teaches courses in marketing management, marketing research, and multivariate statistics. 相似文献
9.
Most studies of the organizational buying process assume that buyers acquire and use information “prosocially”—to make better
decisions and promote their company’s welfare. The authors propose, however, that demands to account for their behavior causes
organizational buyers to also gather and use information for political purposes—to protect their own self-interest. The authors
present the results of an empirical study that investigates the extent to which four types of accountability—informal, official,
process, and decision accountability—result in political (or symbolic) information search and prosocial information analysis
by organizational buyers. Study findings suggest that buyers accountable to superiors and those accountable to subordinates
or peers engage in more symbolic information search. Buyers accountable for their decision-making process analyze information
more extensively. Surprisingly, buyers accountable for decision outcomes neither search for symbolic information nor analyze
information more extensively.
She received her Ph.D. from the University of North Carolina at Chapel Hill. Her research interests include industrial buying
behavior, business-to-business relationships, and international marketing. She has published articles in theJournal of International Marketing and theJournal of Macromarketing, as well as various conference proceedings.
He received his Ph.D. from Northwestern University. His research interests are in the marketing strategy and public policy
areas. His work has been published inJournal of Marketing, Journal of Consumer Research, Journal of Public Policy and Marketing, Journal of Advertising Research, and several other journals. 相似文献
10.
Extending the service-dominant logic: from customer centricity to balanced centricity 总被引:3,自引:0,他引:3
Evert Gummesson 《Journal of the Academy of Marketing Science》2008,36(1):15-17
This is a contribution to the reorientation of marketing. It aligns the service-dominant logic with other developments in
marketing and management. It claims that the marketing concept and customer-centricity are too limited as a foundation for
marketing and have not—and cannot—but partially be implemented in practice. It urges marketing scholars and educators to accept
the complexity of marketing and develop and teach a network-based stakeholder approach—balanced centricity—epitomized by the
concept of many-to-many marketing. 相似文献
11.
The strategic imperative and sustainable competitive advantage: Public policy implications of resource-advantage theory 总被引:2,自引:0,他引:2
Shelby D. Hunt 《Journal of the Academy of Marketing Science》1999,27(2):144-159
Strategy theorists share (1) the view that the strategic imperative of a firm should be sustained, superior financial performance
and (2) the belief that this goal can be achieved through a sustainable competitive advantage in the marketplace. Neoclassical
perfect competition and traditional industrial organization economics, however, imply that the sustained performance goal
advocated by strategy theorists is anticompetitive and its achievement presumptively detrimental to social welfare. This article
addresses the strategy-is-anticompetitive thesis with the goal of grounding strategy in a theory of competition— resource-advantage
theory—that does not imply that the strategic imperative and its achievement are presumptively anticompetitive and antisocial.
As such, this article initiates a discussion of the public policy implications of resource-advantage theory.
Shelby D. Hunt is the J. B. Hoskins and P. W. Horn Professor of Marketing at Texas Tech University, Lubbock, Texas. A past editor of theJournal of Marketing (1985–1987) and author ofModern Marketing Theory: Critical Issues in the Philosophy of Marketing Science (South-Western, 1991), he has numerous articles on competitive theory, macromarketing, ethics, channels of distribution,
philosophy of science, and marketing theory. Three of hisJournal of Marketing articles, “The Nature and Scope of Marketing” (1976), “General Theories and Fundamental Explananda of Marketing” (1983),
and “The Comparative Advantage Theory of Competition” (1995), have won the Harold H. Maynard Award for the “best article on
marketing theory.” He received the 1986 Paul D. Converse Award from the American Marketing Association for his contributions
to theory and science in marketing. He received the 1987 Outstanding Marketing Educator Award from the Academy of Marketing
Science and the 1992 American Marketing Association/Richard D. Irwin Distinguished Marketing Educator Award. 相似文献
12.
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
13.
The domain and theories of marketing have been expanding since the origins of the discipline. Since the 1970s marketing science
has been organized around the exchange paradigm. Marketing concepts apply to all forms of exchange, whether it is goods, services,
personages, places or ideas, and whether it is between individuals, for-profit and nonprofit firms, governments and NGOs.
Marketing theories evolved from a firm oriented view to encompass the exchanging dyad. More recently the paradigm expanded
to a network level of explanation, and relational theories have come to the fore. But even as the field struggles to grasp
its new fields of explanation, there is a Kuhnian shift happening at its boundaries. The shift significantly bends the marketing
worldview as well as the theoretical tools and methodologies we use to study it. In this paper we develop a three-tiered explanation
of the emerging field of marketing—its subphenomena (consumer experiences and sensory systems), its phenomena (marketing networks),
and its superphenomena (sustainability and development). 相似文献
14.
Daryl O. McKee P. Rajan Varadarajan John Vassar 《Journal of the Academy of Marketing Science》1990,18(2):131-141
This study examines marketing planning styles among a sample of organizations in the health care industry. A taxonomy of marketing
planning styles—limited marketing planners, constituency-oriented marketing planners, and comprehensive marketing planners—is
derived and then related to the literature on planning. Differences among the marketing planning styles are tested based on
hypotheses relating to planning comprehensiveness. The results suggest that: (i) marketing planning styles differ fairly distinctly
in their attention to selected elements of the environment; and (ii) the marketing planning style employed is related to the
level of competition and to organization size and complexity. 相似文献
15.
Robert A. Peterson Karen H. Smith Philip C. Zerrillo 《Journal of the Academy of Marketing Science》1999,27(2):255-268
This article considers the marketing implications of the Federal Trademark Dilution Act (FTDA) of 1995. The FTDA, an amendment
to the Lanham Act, will influence the manner in which marketing is practiced well into the twenty-first century. Although
the FTDA is specifically concerned with protecting famous trademarks from being diluted—either by having their distinctiveness
diminished or positive associations tarnished—by similar trademarks, its influence will not be limited to trademark or branding
issues. Implications range from the allocation of advertising resources to the increased use of marketing research.
Robert A. Peterson holds the John T. Stuart III Centennial Chair in Business Administration and the Charles E. Hurwitz Fellowship, both at The
University of Texas at Austin. His Ph.D. is from the University of Minnesota. Dr. Peterson’s publications have appeared in
such journals as theJournal of the Academy of Marketing Science, Journal of Marketing, Journal of Marketing Research, Journal of Consumer Research, andMarketing Science. His research interests range from Internet marketing to research methodology to marketing strategy. He presently serves
on the boards of several for-profit and not-for-profit organizations as well as an advisory committee to the Bureau of the
Census.
Karen H. Smith is an assistant professor at Southwest Texas State University. Her Ph.D. is from The University of Texas at Austin. Dr. Smith’s
research interests include consumer information processing, consumer knowledge structures (schemata), dilution of brand equity,
and adolescent smoking. Her research has been published in theJournal of Consumer Research, Journal of Marketing Education, andAdvances in Consumer Research.
Philip C. Zerrillo is executive MBA director at The University of Texas at Austin. His Ph.D. is from Northwestern University. Dr. Zerrillo’s
research interests have focused on broad-based business innovation, strategic development of distribution channel arrangements,
the value of brands in the distribution channel, managing brands as assets, and the legal aspects of branding and channel
decisions. His most recent research on antitrust regulation appeared in theJournal of Corporation Law, a University of Iowa law review. 相似文献
16.
Wilson Brown D.B.A. 《Journal of the Academy of Marketing Science》1979,7(4):335-345
An understanding of consumer behavior based on the traditional Western nuclear family (husband, wife, and unmarried children)
model is inadequate to handle marketing on a global scale or to interpret changes at home. The number of relatives influencing
purchase—and who they are—can vary as can the type of decision making, which may be allocative, stressing individual responsibility,
or consensual. This article re-examines our basic assumptions and then considers marketing under alternative family scenarios—extended
families, further familial shrinkage, and more participatory decision-making. 相似文献
17.
Modeling the determinants of customer satisfaction for business-to-business professional services 总被引:5,自引:0,他引:5
Paul G. Patterson Lester W. Johnson Richard A. Spreng 《Journal of the Academy of Marketing Science》1997,25(1):4-17
This research empirically examines for the first time the determinants of customer satisfaction or dissatisfaction (CS/D)
in the context of business professional services. The simultaneous effect of key CS/D constructs (expectations, performance,
and disconfirmation) and several variables—fairness (equity), purchase situation (novelty, importance, and complexity)—and
individual-level variables (decision uncertainty and stakeholding) are examined in a causal path framework. Data were obtained
from a two-stage longitudinal survey of client organizations. The results indicated substantial support for the hypothesized
model. The effect of purchase situation and individual-level variables (via their indirect affects) rivals that of disconfirmation
and expectations in explaining CS/D. Performance was found to affect CS/D directly but not as powerfully as disconfirmation.
His current research interests include modeling customer satisfaction and service quality, services marketing (especially
in a business-to-business environment), and relationship marketing. His research has appeared in theInternational Journal for Research in Marketing, Industrial Marketing Management, Advances in Services Marketing and Management,
European Journal of Marketing, Journal of Business-to-Business Marketing, Psychology & Marketing, Asia-Pacific Journal of
Management, R & D Management, Journal of International Marketing, and others.
he has been on the faculty of a number of U.S. and Australian universities. His research interests focus on services marketing,
marketing research methods, and modeling satisfaction processes. He has published in theJournal of Advertising Research, Journal of Business, Journal of Services Marketing, and others. He is currently the editor of theAustralasian Journal of Market Research.
He received his Ph.D. from Indiana University. His research interests include consumer satisfaction, service quality, and
consumer information processing. His work has appeared in theJournal of Consumer Research, Journal of Marketing, Journal of the Academy of Marketing Science, Journal of Retailing, Journal
of Services Marketing, Journal of Product Innovation Management, and others. 相似文献
18.
Pamela L. Kiecker Shelby D. Hunt Lawrence B. Chonko 《Journal of the Academy of Marketing Science》1991,19(2):77-82
This research explores empirically a socioeconomic/equity issue that has been extensively investigated in many areas, but
never marketing—the so-called “earnings gap.” Specifically, the study investigates income differences between men and women
in marketing, while controlling for differences in business experience, level of education, corporate level, type of industry,
and size of firm. The research focuses on three areas in marketing: (1) marketing management, (2) marketing research, and
(3) advertising agency management. Findings indicate that there is an “earnings gap” for marketers. Importantly, however,
the data show that a substantial portion of the gap can be explained by variables other than sex. 相似文献
19.
Alliance competence, resources, and alliance success: Conceptualization, measurement, and initial test 总被引:7,自引:0,他引:7
C. Jay Lambe Robert E. Spekman Shelby D. Hunt 《Journal of the Academy of Marketing Science》2002,30(2):141-158
This research examines the effect of an alliance competence on resource-based alliance success. The fundamental thesis guiding
this research is that an alliance competence contributes to alliance success, both directly and through the acquisition and
creation of resources. Using survey data gathered from 145 alliances, empirical tests of the hypotheses provide support for
the posited explanation of alliance success. The findings indicate that an alliance competence is not only antecedent to the
resources that are necessary for alliance success but also to alliance success itself.
C. Jay Lambe (Ph.D., The Darden School at University of Virginia) is an assistant professor of marketing in the Pamplin College of Business
at Virginia Tech. For 10 years prior to entering academe, he was engaged in business-to-business marketing for both Xerox
and AT&T. His research interests include business-to-business marketing, relationship marketing, marketing strategy, and sales
management. He has publications in theJournal of the Academy of Marketing Science, theJournal of Product Innovation Management, theEuropean Journal of Marketing, theJournal of Personal Selling and Sales Management, theInternational Journal of Management Reviews, theJournal of Business-to-Business Marketing, and theJournal of Relationship Marketing. He also serves as a reviewer for theJournal of Business-to-Business Marketing. Prior to joining the faculty at Virginia Tech, he was one of five Texas Tech University faculty members chosen in 1999 from
the entire university for the annual Outstanding Faculty Member Award by the Mortar Board and Omicron Delta Kappa (Texas Tech
University student organizations that recognize excellence in teaching).
Robert E. Spekman is the Tayloe Murphy Professor of Business Administration at the Darden School at the University of Virginia. He was formerly
a professor of marketing and associate director of the Center for Telecommunications at the University of Southern California.
He is an internationally recognized authority on business-to-business marketing and strategic alliances. His consulting experiences
range from marketing research and competitive analysis, to strategic market planning, supply chain management, channels of
distribution design and implementation, and strategic partnering. He has taught in a number of executive programs in the United
States, Canada, Latin America, Asia, and Europe. His executive program experience ranges from general marketing strategy,
to sales force management, to channels strategy, to creating strategic alliances, to business-to-business marketing strategy,
to a number of single-company and senior executive management programs. He has edited and/or written seven books and has authored
(coauthored) more than 80 articles and papers. He also serves as a reviewer for a number of marketing and management journals,
as well as for the National Science Foundation. Prior to joining the faculty at the University of Southern California, he
taught in the College of Business at the University of Maryland, College Park. During his tenure at Maryland, he was granted
the Most Distinguished Faculty Award by the MBA students on three separate occasions.
Shelby D. Hunt is the J. B. Hoskins and P. W. Horn Professor of Marketing at Texas Tech University, Lubbock. A past editor of theJournal of Marketing (1985–87), he is the author ofModern Marketing Theory: Critical Issues in the Philosophy of Marketing Science (South-Western, 1991) andA General Theory of Competition: Resources, Competences, Productivity, Economic Growth (Sage, 2000). He has written numerous articles on competitive theory, macromarketing, ethics, channels of distribution, philosophy
of science, and marketing theory. Three of hisJournal of Marketing articles—“The Nature and Scope of Marketing” (1976), “General Theories and Fundamental Explananda of Marketing” (1983), and
“The Comparative Advantage Theory of Competition” (1995) (with Robert M. Morgan)—won the Harold H. Maynard Award for the best
article on marketing theory. His 1985Journal of Business Research article with Lawrence B. Chonko, “Ethics and Marketing Management,” received the 2000 Elsevier Science Exceptional Quality
and High Scholarly Impact award. His 1989 article, ”Reification and Realism in Marketing: in Defense of Reason,” won theJournal of Macromarketing Charles C. Slater Award. For his contributions to theory and science in marketing, he received the 1986 Paul D. Converse
Award from the American Marketing Association, the 1987 Outstanding Marketing Educator Award from the Academy of Marketing
Science, and the 1992 American Marketing Association/Richard D. Irwin Distinguished Marketing Educator Award. 相似文献