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1.
A number of studies in the marketing literature have examined the construct of market orientation (MO). These studies generally show a positive link between MO and organizational performance. This paper examines MO specifically in the context of small and medium sized enterprises (SMEs). An in-depth review of the extant literature is used to develop a conceptual framework by exploring the major antecedents of MO, the MO–Performance relationship, and the key mediators and environmental moderators of this relationship. This paper also examines several studies on SMEs with respect to various aspects of this framework and offers suggestions for future research in order to understand more thoroughly how MO influences SME performance. 相似文献
2.
在绩效管理实践中,往往有一些需要强调的关键因素不能在组织内部得到充分的关注和实施,从而使得绩效管理不能发挥其应有的效用,这些问题主要有绩效管理是否与组织战略、目标和文化相匹配,绩效考核是否得到组织上下的全面参与和不折不扣的执行,绩效考核结果是否得到正确合理的使用,以及绩效考核系统是否能持续改进等。 相似文献
3.
Wong and Saunders have previously sought to describe the relationship between business orientation and performance. This article presents a further analysis of their results using the multivariate mapping technique of correspondence analysis. The analysis provides further insights into the relationships between the variables under study by allowing the distance between variables to be seen. In this case, it shows how close various business orientations are to one another. The results suggest that significant differences in corporate performance can result from only comparatively small differences in strategic marketing ability. 相似文献
4.
当前我国市场经济发展的背景下,网络用户数量快速增长,网络消费已经被越来越多的人所接受,网络营销也越来越受到企业的重视,由此而产生的各类问题也收到市场参与各方的高度重视,企业作为消费品的提供者,要将深入挖掘网络营销的优势,将自身的发展与保护消费者权益有效的结合,最大程度的实现企业的价值。 相似文献
5.
Small business enterprises (SBEs) are considered to be the economic engine leading to worldwide economic development. They have attracted substantial consideration from researchers, academics and practitioners in the last three decades. Meanwhile, E-marketing (EM) has emerged as one of the key drivers in sustaining an organisation's competitive advantage. Yet, there is a lack of systematic empirical evidence regarding marketing activities that are affected by the use of EM in the (SBEs) context, and their consequent performance outcomes. Therefore, the purpose of this paper is to examine the impact of EM use by SBEs on marketing success and to develop and test a conceptual model of the antecedents and consequences of EM use by SBEs. The conceptual framework consists of the following constructs: EM budget, EM tools, pre-sales activities, after-sales activities, marketing performance and marketing effectiveness. Moreover, 12 hypotheses were developed and tested. Exploratory and confirmatory factor analyses were used to test the validity of measures, while structural equation modelling was used in hypotheses testing. Data were collected from 114 SBEs who had used different EM tools. Findings reveal that the use of EM tools has a positive influence on SBEs pre-sales activities, after-sales activities, marketing performance and marketing effectiveness. The results of this study have major implications for the marketing domain, as they stress the central role of marketing people in the successful implementation of EM in SBEs. 相似文献
6.
企业取得持续性竞争优势,离不开正确运用市场营销策略。而物流管理是企业获得持续竞争优势的一个关键因素。以市场营销的视角,分析在市场营销系统中企业物流管理的作用,提出通过物流管理优化企业营销的策略,提升企业核心竞争力。 相似文献
7.
Most business schools have a capstone course called strategic management. Students in these courses are often required to assess organizations’ functional areas of business, including marketing. Students determine marketing strengths and weaknesses of firms, and develop strategic plans for case companies. Students formulate strategies, make recommendations, and determine the expected marketing impact of those recommendations. Although marketing plays an important role in strategic planning, the present research shows that most strategic-management textbooks provide little to no marketing coverage. In study 1, a content analysis of six leading strategic-management textbooks reveals 10 marketing topics being discussed, although scantly. In study 2, a survey of 167 business students nearing graduation examines the relative importance of the identified topics in strategic planning. Findings of this research suggest that the capstone business course needs to be more integrative. Implications for business courses, faculty, textbook authors, as well as practicing marketers and managers are discussed. 相似文献
8.
Purpose: The objective of this study is to contribute to the sales management literature by analyzing whether self-monitoring dimensions (the ability to adjust the presentation of one’s self and the sensitivity to the expressive behaviors of others) play a moderating role in the use of impression management—supervisor liking—performance rating nomological network. Methodology/approach: Empirical analysis is based on dyadic data from 122 industrial salespeople and their sales managers in 9 different industries. Structural equation modelling was used to analyze the psychometric proprieties of the measurement scales, and conditional process analysis was used to test the proposed hypotheses. Research implications: The results obtained indicate that the use of supervisor-focused impression management tactics is an indirect antecedent of a salesperson’s performance rating through sales manager liking, but not the self-focused tactics. Results also show that a self-monitoring dimension i.e., the ability to adjust the presentation of one’s self, moderates the “impression management—supervisor liking—performance rating” chain. These results provide an increased understanding of the processes involved in sales managers—salespeople’s interactions. Practical implications: The main implication for salespeople is that the use of impression management tactics to influence performance ratings only is effective when they use supervisor-focused tactics because attempts to influence via self-focused tactics will not have any effect. The most important implication for sales managers’ is that not all impression management tactics are successfully executed and that the identification of combinations of impression management tactics and the levels of salespeople’s self-monitoring can positively influence performance appraisals by generating evaluative biases. Given that evaluative biases can produce inequitable behaviors by sales managers in the task assignments and support provided to the salespeople, it is important that sales managers are aware of when they can occur (i.e., when salespeople with a moderate ability to adjust their self-presentation use supervisor-focused tactics). Originality/value/contribution of the article: This article contributes to the existing knowledge by two important means. First, this study proposes a model and presents an empirical test of constructs that mediate (i.e., supervisor liking) and moderate (i.e., self-monitoring dimensions) the “use of impression management tactics—sales manager liking—performance appraisal” relation. This model responds to calls for studies that analyze how impression management tactics are related to performance appraisal and when the relation between the use of these tactics and performance rating occurs. Two, this study uses data from both salespeople and their sales managers, which minimizes any risk of common method variance bias. 相似文献
9.
AbstractThis study employed an integrative approach to investigate the influence of external business environment, strategy formulation, viability of marketing strategy, and strategy implementation upon firm performance. The findings show that while technological change and market competition negatively influence the credibility of the strategy, market attractiveness has a positive influence upon the viability of strategy employed. Moreover, market competition has a positive influence upon the involvement of marketing managers in terms of strategy making and that the presence of an innovative culture is strongly required in executing a strategic marketing plan. In addition, the study shows that the involvement of marketing managers in strategy making, which is strongly supported by an innovative culture, generates their commitment to the strategy, which positively influences strategy viability. 相似文献
10.
ABSTRACTPurpose: This research investigates how to manage and organize existing employees when launching a solution sales strategy, specifically addressing whether it is possible to migrate existing sales representatives active in product sales to solution sales, and whether it is possible to combine the roles. Methodology/approach: A case-based approach was applied to a multinational firm, engaged in business-to-business sales that simultaneously launched a solution sales strategy in 17 countries. In-depth interviews with 29 managers and sales representatives were performed to inductively identify why some countries succeeded in the launch, while others did not. Findings: Because of fundamental differences in approach between solution and product sales, those countries where the solutions and product businesses were separated performed better. The difference in required capabilities and mindset meant that migrating sales representatives from product to solution sales is problematic. Research implications: This research offers evidence of differences in mindset and approach between different marketing and sales strategies, extending the conclusions to how these differences affect the possibility of migrating existing sales representatives when launching a new selling strategy. Whether to separate service and product sales has been debated. The present results indicate that separating the current product business from the new solution business facilitates the successful implementation of the new strategy. In the case company, the solutions represent a mixture of product and services, suggesting that the problem is not the difference between products and services, but rather different selling strategies and approaches that require different capabilities. Practical implications: When launching a solution sales strategy, the solution business should be separated from the current product business at both the organizational and personnel levels. Solution sales necessitates a particular approach and capabilities, making it unadvisable to transfer sales representatives and managers to the new solution business based solely on previous product sales success. Instead, a new skill profile must be developed taking account of the requirements of a demand-driven solution strategy. Originality/value/contribution: Consensus is lacking as to whether to separate product and service businesses. This article extends the debate to the field of solutionsales, demonstrating that separation is needed to succeed in launching a solution sales strategy. Furthermore, this research extends our knowledge of the difference in approaches between different selling strategies, covering the possibility of successfully migrating existing sales representatives to a different selling strategy. 相似文献
11.
Purpose: The primary goal of this article was to conceptualize a systematic marketing intelligence process for industrial manufacturers because, up until now, such concepts have only been focused on consumer goods settings. Hence, this article investigates how marketing intelligence activities are developed and managed effectively in industrial markets. Methodology/approach: The authors conducted a case study of Maschinenfabrik Reinhausen, a German based manufacturer of regulation technology for power transformers. Findings: We found that a systematic marketing intelligence process should be based on the resource- and market-based view of strategy as well as on the market orientation construct. When implementing marketing intelligence, the integration of the sales force within the whole process is the crucial lever for an industrial company. The formalization of the process is necessary to ensure its continuity and acceptance; however, the varying intensity allows the necessary flexibility of the process. Research implications: The constraints of the decisive process steps of marketing intelligence have to be further enhanced for industrial markets. It is important to find out how the integration of the sales force can best be designed to incorporate reward systems and motivation structures, and how to establish a corporate marketing-minded culture throughout the organization. Practical implications: The important steps for a well implemented marketing intelligence process are a preparation phase, followed by the gathering, analysis, and dissemination of information. This article highlights the success factors for each process step. Above all, managerial and organizational commitment is necessary for the implementation of the whole process. Originality/value/contribution: By focusing on the industrial manufacturing business, this study provides deep insights into a neglected area of research. Light needs to be shed on marketing intelligence in industrial markets, where the lack of traditional market research has to be compensated. 相似文献
12.
ABSTRACT Purpose. This work addresses mixed findings in relationship marketing literature regarding the importance of micro-level (interpersonal) relationships on firm outcome. Methodology/Approach: The article leverages impression formation theory to advance a framework to understand one-to-one and one-to-many marketing relationships to better predict firm outcome. Findings: The authors suggest that 5 framework moderators—the type and consistency of the encounters, relationship age, purchase frequency, relationship interruptions, and two customer side characteristics (i.e., need to evaluate [NTE] and need for cognitive closure [NFCC]”)—can qualify the relationship building process and impact the effectiveness of interpersonal and/or group relationships on firm outcome. Practical Implications: The framework suggests that (1) highly consistent sales team behaviors reduce the risk of losing business in case of a sales team member leaving; (2) low frequency purchases are better suited for one-to-many selling relationships; (3) temporarily suspending relationships by individual salespeople is more harmful than suspending relationships by sales teams; (4) involving the customer in the acquisition process facilitates team selling; and (5) a positive first impression is more important for high (vs. low) NFCC and high NTE customers. Originality/Value. The theoretical framework (1) distinguishes between individual-to-individual and individual-to-group relationships, (2) suggests a distinction between micro-level individual-to-individual and individual-to-group relationships and macro-level individual-to-firm relationships, (3) analyzes the impact of micro-level relationships under the influence of context-related and customer-related factors, and (4) provides managerially relevant guidelines for strategic sales planning. 相似文献
13.
Abstract The consumer adoption of digital media has warranted much attention over the last decade. However, relatively little has been written about how digital media has impacted upon brand management perspectives and practices. The digital era has resulted in changes in how consumers interact with brands and each other, and this shift in behaviour requires a reappraisal of how brands should be managed. The current relational paradigm is no longer sufficient. Therefore this conceptual paper calls for brand management to develop and embody a deeper understanding of this shift by adopting a revised paradigm. Current brand management issues not addressed by the relational paradigm are outlined, the new community paradigm follows, and examples of community paradigm practice are provided as a guide for brand management. 相似文献
14.
The Journal of Business-to-Business Marketing (JBBM), an important thematic journal within the field of marketing, serves as a vital venue for both academicians and practitioners interested in business-to-business marketing phenomena. Articles cover a broad spectrum of topics related to business marketing management. A subject-based listing classifies these articles into sixteen categories according to their key research issues. Those categories are: Advertising and Communication, Brand Management, Buyer-Seller Dyad and Relationships, Channels, Customer Relationships, Education, International Issues, Literature Reviews, Methodology, Networks and Strategic Alliances, Organizational Buying Behavior, Pricing and Value, Product Development, Segmentation, Selling and Salesforce Management, and Technology. After the subject listing, titles and abstracts of all articles appearing in the first fifteen volumes of JBBM are listed in volume/issue order. We hope that this index will provide a useful tool for academicians and practitioners who are interested in business-to-business marketing research 相似文献
15.
The product lifecycle concept has been an established model for marketing analysis and planning for over 40 years. Despite the fact that during that time it has been periodically challenged as a framework, both with regard to form and content, substantial empirical evidence has now accumulated to confirm the existence of the predominantly bell-shaped, four-phase, lifecycle representation of sales in many markets. There has, however, been relatively little exploration of the characteristics of each phase of the cycle. This study provides evidence on how phases of the cycle differ with regard to market conditions, strategies pursued and performance outcomes. It concludes that many of the differences predicted by the theory are not supported by the evidence and that both strategy and performance differences are more related to market position than stage of lifecycle. 相似文献
16.
影响企业成功的因素很多,诸要素彼此相互影响、互相制约,单纯强调某种因素是企业制胜法宝的观念是极其片面的。在激烈竞争的市场环境下,抓好生产、把握市场、管好财务、做好战略、搞活文化是现代企业制胜的多维视角。 相似文献
17.
Purpose: This quantitative study intended to examine the communication interactions that develop within a business network among various actors (i.e., customers, providers, cooperators, etc.), together with their effects upon business networking and performance. To these ends, we developed a conceptual model of dyadic marketing-oriented and network-oriented communication exchanges (i.e., interorganizational antecedents), interorganizational networking consequences, and business performance. Specifically, interorganizational networking consequences were examined in terms of tactical and strategic cooperation, whereas business performance was examined in terms of adaptability, productivity and efficiency. Methodology/approach: To set the hypotheses of the study we delved into the wide stream of marketing literature pertaining to interorganizational networks and business-to-business relationships, and specifically to the marketing orientation theory, the social network theory, and the IMP approach. These research hypotheses were tested using advanced statistical analysis and causal modeling. The research sample comprised 1,000 business-to-business international companies, which were mostly U.S., and European and were randomly selected from the yahoo.com business-to-business companies’ subdirectory. The data collection involved a two-wave e-mail survey, in which the quantitative research instrument was emailed to the respective marketing directors’ personal accounts. Totally 249 high ranking marketing executives responded, thus yielding a 24.9% response rate. The selected data were, then, subjected to rigorous advanced statistical analysis of structural equation modeling, using the AMOS21 statistical package, to test reliability and stability of selected measures and validity of the research model, as a whole. Findings: Overall, the research findings provided sufficient evidence that the proposed model was robust. Moreover, the findings supported that communication exchanges that deploy within a wide array of participants (i.e., within a network of organizational members, customers, partners, and other interacting partners within a market), may have stronger explanatory powers upon a company’s networking effects and business performance, than communication exchanges that evolve merely at a dyadic company-customer level. Originality/value/contribution: This research is original; that is, it deals with empirical, quantitative data and makes an attempt to combine marketing concepts mainly from 3 marketing streams studying the long-term business-to-business relationships. Our approach is based on existing marketing literature, suggesting that networks, apart from being embedded in previous relationships and interactions, they may also be based on more loosely coupling between organizations. Thus, we use the IMP approach to formulate the measures of our study; however, we don’t discriminate between strong and weak ties in relationship bonding. In this research we focus on specific communication behaviors that may nurture interorganizational networking and look for effects upon cooperation and business performance. The research findings imply that marketing executives would worthwhile expand their communication exchanges beyond their narrow customers’, or providers’ network, to the wider array of trustworthy business circle, as such a behavior may largely favor their companies’ adaptability to environmental changes, flourish innovation, and lead to synergies in efficiency and productivity gains. 相似文献
18.
本文简要介绍了企业组织环境和代理问题,对其与企业管理控制系统的内在联系进行了深入分析,并总结出管理控制系统的一般框架。 相似文献
19.
Purpose: Drawing on the relationship marketing perspective, this study explores the effects of interorganizational relationship variables on export market orientation (EMO), in turn enhancing the export performance. Furthermore, firm internationalization was included as a moderator between export market-oriented behavior and export performance. Methodology: The authors tested the hypotheses via a mail survey involving 235 exporting firms. LISREL and regression analysis were used to test the proposed model. Findings: The results support the hypotheses, which posit that commitment, trust, and social interaction are positively related to EMO behavior, whereas power is negatively related to such behavior. Second, firm EMO behavior is positively related to export performance. Third, the degree of internationalization strengthens the effect of EMO on export performance. Research implications: This study improves existing theoretical understanding by supporting the relationship marketing perspective and international channel research for performing export market-oriented behaviors. Practical implications: The leverage of interorganizational relationships appears a solid strategy for performing export market-oriented behaviors. Exporters can focus not only on export market-oriented behaviors being performed but also on expansion to new markets. Originality/value: This study contributes to the marketing and international business literature and provides insights to exporters by examining the relationships among interorganizational relationship variables, EMO, and export performance. This study also introduces the degree of internationalization from a contingency-based view and demonstrates that internationalization complements EMO, and thus facilitates export performance. 相似文献
20.
知识经济是建立在知识和信息的生产、分配和使用基础之上的经济形态。在知识经济条件下 ,企业经营方式和营销渠道出现了新的变化 ,把握这些新变化并改进我国企业经营的渠道策略 ,有利于企业实现“走出去”战略目标。 相似文献
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