一个通过参数和非参数分析的整合经销商营销能力性能标

IndustrialMarketingManagement39(2010)150–160M.BillurAkdeniza,⁎,TracyGonzalez-Padronb,1,RogerJ.CalantoneAnintegratedmarketingcapabilitybenchmarkingapproachtodealerperformancethroughparametricandnonparametricanalyses一个通过参数和非参数分析的整合经销商营销能力性能标杆管理方法关键词：Marketingcapabilities营销能力Benchmarking标杆管理Dataenvelopmentanalysis数据包络分析Stochasticfrontieranalysis随机前沿分析Dealershipnetwork经销商网络ABSTRACTTheroleofmarketingcapabilitiesasasourceofsustainablecompetitiveadvantagehasbeendiscussedpreviouslyinthemarketingstrategyfield.Benchmarking,awell-knownlearningmechanism,issuggestedasatooltoidentifyandimprovethemarketingcapabilitiesofafirm.Despiteitspopularityasatheoreticalconcept,thereisnotmuchempiricalevidencetosupporttheviewofbenchmarkingmarketingcapabilitiesasaroutetoguidemanagers'effortsinthisdirection.Thispapercontributestothethreeperspectivesintheliteraturethatsupporttheviewthatbenchmarkingmarketingcapabilitiescanofferabasisforsustainablecompetitiveadvantageofthefirmthroughbothaconceptualandintegratedbenchmarkingmodel.Theyareempiricallyanalyzedusingstochasticfrontieranddataenvelopmentanalysismethodsbasedonfour-yeardatasetofforty-fivedealersofaleadingbusiness-to-businesssupplier.Theresultsindicatetheimportanceofcompetentsalespeopleandbuildingalong-termrelationshipinenhancingdealerperformance.Inaddition,theyreinforcearecipeofhowmarketingcapabilitiescanbebenchmarkedtoachievesustainablecompetitiveadvantage.Discussionsandimplicationsformanagersarealsopresented.©2008ElsevierInc.Allrightsreserved.摘要：营销能力的作用作为一个可持续的竞争优势的来源以前就已经在市场战略领域被讨论了。标杆管理,一个众所周知的学习机制,被作为用来识别和改善稳固公司的营销能力的工具提出。尽管它的流行是作为理论概念,没有多少经验证据支持基准营销能力的观点作为路线指导经理人在这个方向努力。本文从文献中的三个视角阐述支持的观点,这个观点是，可以通过概念和综合基准模型来提供公司可持续发展优势的基础。他们是使用随机前沿和数据包络分析方法实证分析了基于四年数据集的45个领先的b2b供应商的经销商。结果表明营销人员的能力和与经销商建立长期关系的重要性。此外,他们加强如何标准化营销能力来实现可持续的竞争优势的秘方。对经理的决定和影响也被提出了。1.Introduction1.介绍Theroleofmarketingcapabilitiesasasourceofsustainablecompetitiveadvantagehasbeendiscussedpreviouslyinthemarketingstrategyfield.Recently,benchmarking,afamousmanagementtoolfororganizationallearning,hasbeensuggestedasamethodtoimprovethemarketingcapabilitiesofafirm(e.g.,Andersen,1999;Vorhies&Morgan,2003).Benchmarkingistheprocessofidentifyingthehigheststandardsofexcellenceforproducts,servicesorprocesses,andhencemakingtheimprovementsnecessarytoreachthosestandards,whicharecommonlycalled“bestpractices”(Biehl,Cook,&Johnston,2006;Bhutta&Huq,1999).Itofferstheopportunitytorecognizegoodperformanceandexposepoorperformanceforremedialaction营销能力的作用作为一个可持续的竞争优势的来源以前已经被在市场战略领域讨论了。最近，标杆管理,一位著名的为管理学习的管理工具,被建议作为一种提高公司的营销能力方法(如Andersen,1999，Vorhies&Morgan,2003)。标杆管理是确定最高标准的卓越的产品、服务或流程的过程，并且因此做出必要的改进来达到这些标准,这些标准通常被称为“最佳实践”(Biehl,Cook,&Johnston,2006;Bhutta&Huq,1999)。它提供了为不就行动识别好性能和揭露差性能的机会。Inbothacademiaandthebusinessworld,benchmarkinghasbeendiscussedandanalyzedintermsoftheprocessesofmarketingimplementation,i.e.thewaysinwhichacompanyconvertsitsmarketinginputsofcash,information,expertise,time,andstrategyintomarketingoutputsofnewproducts,communications,customerexpectations,sales,andmargins.Benchmarkingofmarketingproductivity,processes,andcapabilitiesutilizediversemethods.Somemethodsrelyonanexpertassessorexternaltothecompanyforscoringmarketingcapabilitiesasinputtoregressionanalyses(Woodburn,1999).Othertypesofmethodsrelyonfinancialdataandoperatingstatisticstoestimateefficiencyfrontiersthroughdataenvelopmentanalysis(Donthu,Hershberger,&Osmonbekov,2005),andstochasticfrontieranalysis(Dutta,Narasimhan,&Rajiv,2005).Despiteitspopularityasatheoreticalandempiricalconcept,thereisnotmuchevidencetosupporttheviewofbenchmarkingmarketingcapabilitiesasawaytosustainablecompetitiveadvantageortoguidemanagers'benchmarkingefforts(Vorhies&Morgan,2005)在学术界和商界,标杆管理就营销实现的过程即公司将营销的方式投入的资金、信息、技术、时间和策略营销新产品的输出、通信、客户期望、销售和利润问题展开过讨论和分析,。标杆管理的营销效率、流程和功能使用不同的方法。一些方法依赖于公司外部的专家评估营销能力得分作为回归分析的输入(Woodburn,1999)。其他类型的方法依赖于财务数据和操作数据来估计效率前沿通过包络分析,和随机前沿分析((Donthu,Hershberger,&Osmonbekov,2005)。尽管它的流行作为理论和经验的概念,但是没有多少证据能够支持基准营销能力作为一种可持续的竞争优势或指导经理人标杆管理工作的观点(Vorhies&Morgan,2005)。Webuildourstudyonthreetheoreticalperspectivesofbenchmarkingmarketingcapabilitiesmentionedintheliterature.Theseareresource-basedviewofthefirm,marketorientation,andorganizationallearning.Ouraimistodemonstratetherelevanceofthesetheoreticalperspectivesofbenchmarkinginabusiness-to-business(B2B)context;specificallyinadealershipnetworkforthisstudy.Characteristicsofbusinessmarketsinclude,amongothers,asmallnumberofcustomers,long-termbusinessrelationships,andahighdegreeofinteractionbetweenmembersofthesupplierandthecustomercompany(Homburg&Fürst,2005).ThereareseveralreasonstochooseaB2Bcontextforthisstudy.CompaniesdoingbusinessinaB2Benvironmenthaveanarrowerrangeofmarketingmeasuresavailabletothem,andgenerallyfocusonexpenses,whichrarelycontributetoperformanceimprovement(White&Dieckman,2005).However,asupplier'sdeploymentofmarketingandsaleschannelscansignificantlyimproveitsstrategyandcanevenleadtoastructuraltransformationinchannels(Wilson&Daniel,2007).ContentslistsavailableatScienceDirectIndustrialMarketingManagementtransformation,dealer