منابع بازاریابی و عملکرد شرکت در میان شرکتهای متوسط
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|20956||2006||10 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : European Management Journal, Volume 24, Issues 2–3, April–June 2006, Pages 236–245
According to the resource-based view (RBV) of the firm, strategically relevant resources are the basis for organizational performance. This paper examines the link between seven marketing resources associated with customer orientation and performance. Results suggest that two resources—a customer orientation philosophy and a structure that supports coordination among departments and divisions—are most critical in fostering superior firm performance.
The literature is replete with studies that identify associations between a firm’s competitive and marketing strategies and its performance. Indeed, the measurement of both sides of the linkage—strategy and performance—has been an issue of great concern in recent years (Ketchen & Shook, 1996). Although the majority of studies around one key factor ostensibly related to performance—market orientation (MO)—have focused on large firms in the United States, small and medium sized enterprises (SMEs) comprise a majority of the businesses in the U.S. and throughout the world. Hence, there is a need to explore the role of marketing orientation in SMEs as a distinct group of organizations (O’Regan & Ghobadian, 2004). Specifically, the relationship between organizational resources associated with market orientation and firm performance among SMEs is a topic deserving greater research attention. This paper seeks to fill this gap by examining the relationship between marketing orientation and performance among SMEs.
نتیجه گیری انگلیسی
The regression model developed herein provides a perspective on the content of the resource-based MO factors and their relationship to the performance. While only two of the factors were included in the final model, these represent the core issues of concern: a market orientation philosophy and a structure conducive to putting it into action. This study is exploratory, however. Two key shortcomings should be recognized and can serve as an impetus for future research. First, inasmuch as the present study is exploratory in nature, the scales presented in the present study were only preliminary. Further refinement and development of these scales, as well as the incorporation of scales that measure other factors associated with performance, is appropriate. Second, measuring strategy and performance is a complex concern. Researchers have traditionally measured or inferred strategic direction by examining factors such as accounting data and top executive perceptions (Chattopadhyay et al., 1999, Dess and Davis, 1984, Hillman and Klein, 2001 and Spanos and Lioukas, 2001). The present study examined self-reported top executive perceptions but did not assess financial data. Studies that utilize accounting data or seek to integrate multiple measures would be germane. These shortcomings notwithstanding, this study suggests that it is necessary to analyze all components of the construct for one to understand the market orientation of small and medium sized enterprises. The market orientation culture and the existence of inter-functional activities appear to be at the core of any successful market strategy. A business is market-oriented only when the entire organization supports and integrates the values inherent in the concept. This essentially focuses on all business processes to be directed towards superior customer value (Slater, 2001). We have demonstrated from our analysis that the philosophy and the coordination function are significant parts of SMEs. Market driven strategies are created when a firm becomes market-oriented and finds superior customer value opportunities, positioning the value offer with distinctive capabilities, creating strategic relationships, and employing necessary organizational change. Successfully combining various dimensions of strategy into an integrated process of strategic analysis and action can plan the path to market leadership. Implementing a market-oriented strategy requires building a culture and developing processes for learning about the changes that are affecting the organization’s environment. The market-oriented processes involve all business functions. A firm’s shared vision about the market and how it may change in the future is a crucial aspect of business strategy formulation. Building a shared vision about the market and the consumer requires the involvement of the entire organization. A company that constructs a market driven culture and effectively processes the collecting, sharing, interpreting information, and decision making can be more successful in market sensing and creating a future vision about the market and competitive space (Cravens, Greenley, Piercy, & Slate, 1998).