一個通過參數(shù)和非參數(shù)分析的整合經(jīng)銷商營銷能力性能標(biāo)

1、.：.；Industrial Marketing Management 39 (2021) 150160M. Billur Akdeniza, Tracy Gonzalez-Padronb,1, Roger J. CalantoneAn integrated marketing capability benchmarking approach to dealer performance through parametric and nonparametric analyses一個經(jīng)過參數(shù)和非參數(shù)分析的整合經(jīng)銷商營銷才干性能標(biāo)桿管理方法 關(guān)鍵詞：Marketing capabilities營銷才

2、干Benchmarking標(biāo)桿管理Data envelopment analysis數(shù)據(jù)包絡(luò)分析Stochastic frontier analysis隨機(jī)前沿分析Dealership network經(jīng)銷商網(wǎng)絡(luò)ABSTRACTThe role of marketing capabilities as a source of sustainable competitive advantage has been discussed previously in the marketing strategyfield. Benchmarking, a well-known learning mecha

3、nism, is suggested as a tool to identify and improve the marketing capabilities of afirm. Despite its popularity as a theoretical concept, there is not much empirical evidence to support the view of benchmarking marketing capabilities as a route to guide managers efforts in this direction. This pape

4、r contributes to the three perspectives in the literature that support the view that benchmarking marketing capabilities can offer a basis for sustainable competitive advantage of thefirm through both a conceptual and integrated benchmarking model. They are empirically analyzed using stochastic fron

5、tier and data envelopment analysis methods based on four-year data set of forty-five dealers of a leading business-to-business supplier. The results indicate the importance of competent salespeople and building a long-term relationship in enhancing dealer performance. In addition, they reinforce a r

6、ecipe of how marketing capabilities can be benchmarked to achieve sustainable competitive advantage. Discussions and implications for managers are also presented. 2021 Elsevier Inc. All rights reserved.摘要：營銷才干的作用作為一個可繼續(xù)的競爭優(yōu)勢的來源以前就曾經(jīng)在市場戰(zhàn)略領(lǐng)域被討論了。標(biāo)桿管理,一個眾所周知的學(xué)習(xí)機(jī)制,被作為用來識別和改善穩(wěn)定公司的營銷才干的工具提出。雖然它的流行是作為實(shí)際概念,

7、沒有多少閱歷證據(jù)支持基準(zhǔn)營銷才干的觀念作為道路指點(diǎn)經(jīng)理人在這個方向努力。本文從文獻(xiàn)中的三個視角論述支持的觀念,這個觀念是，可以經(jīng)過概念和綜合基準(zhǔn)模型來提供公司可繼續(xù)開展優(yōu)勢的根底。他們是運(yùn)用隨機(jī)前沿和數(shù)據(jù)包絡(luò)分析方法實(shí)證分析了基于四年數(shù)據(jù)集的45個領(lǐng)先的b2b供應(yīng)商的經(jīng)銷商。結(jié)果闡明營銷人員的才干和與經(jīng)銷商建立長期關(guān)系的重要性。此外,他們加強(qiáng)如何規(guī)范化營銷才干來實(shí)現(xiàn)可繼續(xù)的競爭優(yōu)勢的秘方。對經(jīng)理的決議和影響也被提出了。1. Introduction1.引見The role of marketing capabilities as a source of sustainable competit

8、ive advantage has been discussed previously in the marketing strategyfield. Recently, benchmarking, a famous management tool for organizational learning, has been suggested as a method to improve the marketing capabilities of a firm (e.g., Andersen, 1999; Vorhies & Morgan, 2003). Benchmarking is the

9、 process of identifying the highest standards of excellence for products, services or processes,and hence making the improvements necessary to reach those standards, which are commonly called“best practices(Biehl, Cook,& Johnston, 2006; Bhutta & Huq, 1999). It offers the opportunity to recognize goo

10、d performance and expose poor performance for remedial action營銷才干的作用作為一個可繼續(xù)的競爭優(yōu)勢的來源以前曾經(jīng)被在市場戰(zhàn)略領(lǐng)域討論了。最近，標(biāo)桿管理,一位著名的為管理學(xué)習(xí)的管理工具,被建議作為一種提高公司的營銷才干方法(如Andersen, 1999，Vorhies & Morgan, 2003)。標(biāo)桿管理是確定最高規(guī)范的杰出的產(chǎn)品、效力或流程的過程，并且因此做出必要的改良來到達(dá)這些規(guī)范,這些規(guī)范通常被稱為“最正確實(shí)際(Biehl, Cook,& Johnston, 2006; Bhutta & Huq, 1999)。它提供了為不

11、就行動識別好性能和揭露差性能的時機(jī)。In both academia and the business world, benchmarking has been discussed and analyzed in terms of the processes of marketing implementation, i.e. the ways in which a company converts its marketing inputs of cash, information, expertise, time, and strategy into marketing outputs of

12、new products, communications, customer expectations, sales, and margins. Benchmarking of marketing productivity, processes, and capabilities utilize diverse methods. Some methods rely on an expert assessor external to the company for scoring marketing capabilities as input to regression analyses (Wo

13、odburn, 1999). Other types of methods rely on financial data and operating statistics to estimate efficiency frontiers through data envelopment analysis (Donthu, Hershberger, & Osmonbekov, 2005),and stochastic frontier analysis (Dutta, Narasimhan, & Rajiv, 2005).Despite its popularity as a theoretic

14、al and empirical concept, there is not much evidence to support the view of benchmarking marketing capabilities as a way to sustainable competitive advantage or to guide managers benchmarking efforts (Vorhies & Morgan, 2005)在學(xué)術(shù)界和商界,標(biāo)桿管理就營銷實(shí)現(xiàn)的過程即公司將營銷的方式投入的資金、信息、技術(shù)、時間和戰(zhàn)略營銷新產(chǎn)品的輸出、通訊、客戶期望、銷售和利潤問題展開過討論和

15、分析,。標(biāo)桿管理的營銷效率、流程和功能運(yùn)用不同的方法。一些方法依賴于公司外部的專家評價營銷才干得分作為回歸分析的輸入(Woodburn, 1999)。其他類型的方法依賴于財(cái)務(wù)數(shù)據(jù)和操作數(shù)據(jù)來估計(jì)效率前沿經(jīng)過包絡(luò)分析,和隨機(jī)前沿分析(Donthu, Hershberger, & Osmonbekov, 2005)。雖然它的流行作為實(shí)際和閱歷的概念,但是沒有多少證據(jù)可以支持基準(zhǔn)營銷才干作為一種可繼續(xù)的競爭優(yōu)勢或指點(diǎn)經(jīng)理人標(biāo)桿管理任務(wù)的觀念(Vorhies & Morgan, 2005)。We build our study on three theoretical perspectives of

16、benchmarking marketing capabilities mentioned in the literature. These are resource-based view of the firm, market orientation, and organizational learning. Our aim is to demonstrate the relevance of these theoretical perspectives of benchmarking in a business-to-business(B2B) context; specifically

17、in a dealership network for this study.Characteristics of business markets include, among others, a small number of customers, long-term business relationships, and a high degree of interaction between members of the supplier and the customer company (Homburg & Frst, 2005). There are several reasons

18、 to choose a B2B context for this study. Companies doing business in a B2B environment have a narrower range of marketing measures available to them, and generally focus on expenses, which rarely contribute to performance improvement (White & Dieckman,2005). However, a suppliers deployment of market

19、ing and sales channels can significantly improve its strategy and can even lead to a structural transformation in channels (Wilson & Daniel, 2007). Contents lists available atScienceDirect Industrial Marketing Management transformation, dealers play a critical role for complex product sales by creat

20、ing customer knowledge of the products; working with the customer to discover the best solution and providing after-sales support (Sharma & LaPlaca, 2005). So, measuring outcomes from marketing activities in a dealer distribution channel is becoming increasingly important in a competitive environmen

21、t and benchmarking offers the opportunity to recognize good performance and expose poor performance for remedial action我們在對被在文獻(xiàn)中提到的基準(zhǔn)營銷才干的三個實(shí)際層面上研討。這些都是基于資源觀念的公司市場定位,組織學(xué)習(xí)。我們的目的是在b2b標(biāo)桿管理的實(shí)際視角下演示的相關(guān)性，特別是在這項(xiàng)研討的經(jīng)銷商網(wǎng)絡(luò)。商業(yè)市場的特征包括,一個小數(shù)量的客戶,長期的業(yè)務(wù)關(guān)系,和高供應(yīng)商和顧客成員之間的互動程度(Homburg & Frst, 2005)。有幾個為本研討選擇一個B2B概念的緣由。

22、公司在在B2B環(huán)境下，對他們的營銷環(huán)境市場范圍狹窄,普通關(guān)注費(fèi)用,這些很少導(dǎo)致性能改良(white& Dieckman2005)。然而,供應(yīng)商的部署和銷售渠道可以顯著改善其戰(zhàn)略,甚至可以導(dǎo)致渠道構(gòu)造轉(zhuǎn)變(Wilson & Daniel, 2007)。在這轉(zhuǎn)換中,經(jīng)銷商經(jīng)過創(chuàng)建客戶對產(chǎn)品的知識為復(fù)雜產(chǎn)品銷售起著至關(guān)重要的作用;與客戶一同發(fā)現(xiàn)最好的處理方案,并提供售后效力支持(Sharma & LaPlaca,2005)。所以,從經(jīng)銷商分銷渠道獲得市場活動額丈量結(jié)果變得在競爭環(huán)境下與往來越重要，并且標(biāo)桿管理提供為補(bǔ)救行動識別好性能和揭露差性能的時機(jī)。Based on the three theor

23、etical perspectives and the B2B context indicated above, this study will be conducted in two parts. In thefirst part, we introduce our conceptual model adopted from Dutta,Narasimhan, and Rajiv (1999), which offers a resource-based perspective on a firms marketing capabilities and the impact of these

24、 capabilities on financial performance. In the second part, wehave an integrated benchmarking model adopted fromRoss and Droge (2002), in which nonparametric approaches are incorporated into the model to benchmark the temporal performance of dealers.According toVorhies and Morgan (2005), there are t

25、wo benchmarking alternatives; functional and integrative benchmarking. In functional benchmarking, individual capabilities are assessed separately whereas in integrative benchmarking a set of related capabilities is assessed collectively (Fawcett & Cooper, 2001). In this study, we implement integrat

26、ed benchmarking, in which the existence of interdependencies between individual capabilities can be a source of competitive advantage (e.g.,Teece, Pisano, & Shuen, 1997). Our data set has a panel setting, which includes four-year time period data of forty-five dealers of a leading B2B supplier, and

27、we employ stochastic frontier estimation and recent extensions of data envelopment analysis to analyze the functional forms基于上述的三個實(shí)際視角和B2B概念,本研討將分為兩個部分。在第一部分中,我們引見我們的概念模型，采用Dutta,Narasimhan, and Rajiv (1999),它提供了一個基于資源視角穩(wěn)定的營銷才干和所帶來的影響在財(cái)務(wù)上的表現(xiàn)。在第二部分,我們有一個采用Vorhies and Morgan (2005)的集成的基準(zhǔn)模型,非參數(shù)方法被合并到模型

28、的來測試經(jīng)銷商時間序列的表現(xiàn)。根據(jù)Vorhies and Morgan (2005),有兩個基準(zhǔn)選擇;功能和綜合標(biāo)桿管理。在功能測試中,個人才干評價被以為是分別的，然而在綜合基準(zhǔn)是一組相關(guān)的功能的評價集體(Fawcett & Cooper, 2001).。在本研討中,我們實(shí)現(xiàn)集成的標(biāo)桿管理,使相互依賴關(guān)系的存在在個人才干中可以成為一項(xiàng)競爭優(yōu)勢的來源(Teece, Pisano, & Shuen, 1997)。我們的數(shù)據(jù)有面板設(shè)置，其中包括四年時間的數(shù)據(jù)45領(lǐng)先的B2B供應(yīng)商的經(jīng)銷商,我們采用隨機(jī)前沿分析估計(jì)和數(shù)據(jù)包絡(luò)的延伸分析分析的功能方式。We explore three research

29、questions in this paper. First, we examine how efficiently the dealers utilize marketing capabilities to transform marketing resources to superior financial performance.Second, we explore whether there exists any efficiency trends in the observed ranking order of dealer performance over time. Third,

30、 we look at whether there has been a shift in the efficiency frontier of dealers across time, specifically we analyze whether each dealer maintains its relative position i.e. efficiency ranking in comparison to other dealers during the four-year time period. Related with the second research question

31、, we also conduct additional window analysis to identify the role model of inefficient dealers in the network我們在本文中探求三個研討問題。首先,我們檢查經(jīng)銷商如何有效利用營銷才干來把好的營銷資源轉(zhuǎn)變?yōu)樨?cái)務(wù)報(bào)表。第二,在察看到的經(jīng)銷商表現(xiàn)排名順序隨著時間的推移中，我們討論能否存在效率的趨勢。第三,我們在不同時間內(nèi)察看經(jīng)銷商看能否存在效率邊境轉(zhuǎn)移，特別是我們分析在四年時間內(nèi)能否每個經(jīng)銷商相比其他經(jīng)銷商堅(jiān)持其相對位置即效率排名。與第二個研討問題相關(guān),我們也進(jìn)展更多的分析窗口識別網(wǎng)絡(luò)中低效的經(jīng)

32、銷商的樣例。There are several expected contributions of this study. First, by using analytical techniques, we attempt to understand and analyze the complex phenomenon of the impact of marketing capabilities on firm performance that is underserved by statistical procedures.Second, we take an applied econom

33、ics view and show that organizational marketing efforts make some firms more competitive than others. Third, the introduction of efficiency methods to examine the impact of marketing capabilities in a B2B context proves the value of benchmarking as a tool, empirically這項(xiàng)研討有幾個研討的預(yù)期奉獻(xiàn)。首先,經(jīng)過運(yùn)用分析技術(shù),我們試圖了

34、解和分析營銷才干的復(fù)雜景象對公司業(yè)績短少統(tǒng)計(jì)程序的影響。第二,我們運(yùn)用經(jīng)濟(jì)學(xué)的觀念,闡明組織營銷努力使一些公司更具競爭力。第三,引入效率研討方法在B2B環(huán)境中證明標(biāo)桿管理作為一種工具對營銷才干影響的價值。The organization of the paper is as follows. In the next section, we introduce the industry background of this study. Next, we explain the conceptual model, first by emphasizing the different theore

35、tical perspectives of benchmarking marketing capabilities in the literature, then by identifying the marketing capabilities that are going to be used in our empirical analysis. In the method section, we describe the data set, input and output factors, and also the procedures of parametric and nonpar

36、ametric analyses. After we give the results of our analyses, we discuss their theoretical, empirical, and managerial implications. Limitations and suggestions for future research conclude the paper.本文的組織如下。在下一節(jié)中,我們引見本研討的行業(yè)背景。接下來,我們解釋了概念模型,首先經(jīng)過強(qiáng)調(diào)在文學(xué)的角度不同的實(shí)際基準(zhǔn)營銷才干,然后經(jīng)過確定的營銷才干用于我們的實(shí)證分析。方法部分中,我們描畫了數(shù)據(jù)集,輸

37、入和輸出要素,同樣的程序參數(shù)和非參數(shù)分析。在我們給出結(jié)果之后，我們的分析,討論他們的實(shí)際、閱歷和管理影響。局限性和未來研討的建議也包含在文章中。2. Industry background2.行業(yè)背景This study examines North American office furniture industry dealers that target large to middle-size installations in the commercial, medical, and government sectors. The context is an interesting fo

38、r two reasons. First, nearly all organizations buy or rent office furniture; second, over 70 percent of this buying process happens through independent dealerships that sell products from multiple manufacturers and offer various services within a geographical area. Therefore,findings from intensive

39、studies in office furniture purchasing highlight the importance of dealers to provide design, inventory, credit, and related services to customers during the buying process(Woodside, 2003).本研討調(diào)查了北美辦公家具行業(yè)經(jīng)銷商,目的是大,中型商業(yè)設(shè)備,醫(yī)療,和政府部門。文章是有趣的，緣由有兩個。首先,幾乎一切的組織購買或租用辦公室家具;第二,這個購買過程的70%以上一個地理區(qū)域經(jīng)過從多個獨(dú)立經(jīng)銷商銷售產(chǎn)品制造商

40、和提供各種效力。因此,從密集的研討發(fā)現(xiàn)辦公家具采購強(qiáng)調(diào)經(jīng)銷商提供設(shè)計(jì),庫存,信貸和相關(guān)效力對客戶的重要性。In our study, the dealers are full service furniture dealerships offering premier products at competitive prices, a full range of furniture services, and great customer service. They operate in acompetitive environment for two important reasons; d

41、emand fluctuations and industry rivalry. Sales of office furniture in the United States declined from a high of $14.8 billion in 2000 to just over $10 billion in 2003, increasing slightly to $11.9 billion in 2005. Along with thefluctuation in the U.S. demand, imported products competing with the U.S

42、. manufacturers have grown from less than $1 billion dollars in 1996 to $2.28 billion in 2005 (BIFMA, 2006). Most of what a dealership sells is manufactured by someone else and distribution agreements with the leading manufacturers are not exclusive to a geographical area. So, competition involves n

43、ot only dealers for othermanufacturers, but also dealers offering identical products (Woodside, 2003). In an article byZimmerman (1990), a leading design firm executive stresses that major projects gravitate to larger dealerships with a vastfinancial base that offer consistent service. The current s

44、trategies of dealers for reacting to competitive pressures focus on reducing operating expenses while diversifying product and service offerings (Epperson, 2005).在我們的研討中，全方位效力的家具經(jīng)銷經(jīng)銷商提供領(lǐng)先的產(chǎn)品競爭力的價錢，齊全的家具效力，以及杰出的客戶效力。他們?nèi)蝿?wù)在兩個重要的緣由，一個競爭的環(huán)境;需求動搖和行業(yè)競爭。銷售辦公家具在美國由達(dá)14.8十億高，2000年，2003年下降到只需10美圓十億，略添加至119十億在20

45、05年隨著美國需求的動搖，進(jìn)口的產(chǎn)品符合美國制造商的競爭有從不到超越十億美圓美圓，2005年增長在1996年至2.28十億(BIFMA, 2006).大多數(shù)的什么是經(jīng)銷商賣的經(jīng)過與領(lǐng)先廠商他人和分銷協(xié)議消費(fèi)的不是獨(dú)家的地理區(qū)域。所以，競爭涉及的不僅是其他廠商的經(jīng)銷商也是提供一樣的產(chǎn)品的經(jīng)銷商(Woodside,2003)。在一篇文章中Zimmerman (1990)，一家領(lǐng)先的設(shè)計(jì)公司高管強(qiáng)調(diào)，大工程吸引到了宏大的財(cái)政根底來提供一致的效力大經(jīng)銷商。經(jīng)銷商的反響，競爭壓力目前的戰(zhàn)略重點(diǎn)放在降低運(yùn)營開支，同時多樣化的產(chǎn)品和效力(Epperson, 2005)。Another reason for

46、this competitive environment is, unlike most retail distribution organizations, the process of sales and marketing practices is relatively complex. The complexity of sales and related services in office furniture industry is mainly due to the prevalence of modular office systems (i.e. cubicles) and

47、new technology demands from telecommunication and computer innovations. When customers start to look at furnishing a completely new office or restructuringexisting office space for new purposes, dealers enter in a bidding process requiring months of investment in preparing a solution for customer ne

48、eds (Woodside, 2003). One of the most important components of this customized solution is the design services offered by dealerships to customers to ensure accurate plans and specifications, conformance to clients requirements, customer satisfaction, and project implementation (OFDA, 2004b). The des

49、ign group helps to increase sales by providing the customer with creative solutions for the facility needs and offering advice that goes beyond just product use.Woodside (2003)finds that a superior design may result in a contract even when the dealer is not the lowest bidder.另一個緣由是這個競爭猛烈的環(huán)境中，不像大多數(shù)的零

50、售分銷機(jī)構(gòu)，銷售和營銷實(shí)際的過程比較復(fù)雜。該辦公家具行業(yè)的銷售及相關(guān)效力的復(fù)雜性主要是由于模塊化辦公系統(tǒng)，并從電信和計(jì)算機(jī)創(chuàng)新的新技術(shù)的需求普遍存在。當(dāng)客戶開場關(guān)注一種全新的辦公室裝修或新方法來重組現(xiàn)有的辦公空間，經(jīng)銷商需求投入幾個月預(yù)備在招標(biāo)的過程中來擬定客戶需求的處理方案(Woodside, 2003)。定制的處理方案中最重要的組成部分是由經(jīng)銷商提供應(yīng)客戶，以確保準(zhǔn)確的方案和規(guī)范，符合客戶的需求，客戶稱心度的設(shè)計(jì)效力以及工程實(shí)施(OFDA, 2004b)。忽然覺得我中文也不好了 設(shè)計(jì)組經(jīng)過客戶提供設(shè)備需求的創(chuàng)新的處理方案，并提供并遠(yuǎn)超于產(chǎn)品的運(yùn)用建議的方案，以添加銷售Woodside (2

51、003)發(fā)現(xiàn)杰出的設(shè)計(jì)能夠會導(dǎo)致合同簽約，即使經(jīng)銷價錢不低。In this competitive environment, sustainable financial stability of dealers is even harder. However, as Gassenheimer, Sterling, and Robicheaux (1996)address, a dealers economic performance is also an increasingly important factor affecting future intention to maintain,

52、diminish or enhance the relationship with its major supplier. The major component of the dealersfinancial viability is the market mix of products and sales services. Along with the design services mentioned above, most product sales also include delivery, on-site installation, and some value-added s

53、ervices such as project management, installation, refurbishments, inventory management, and maintenance. Offering these additional services along with sales services helps to establish long-term customer relationships while providing a degree offinancial stability. As product margins stabilize becau

54、seof increased competition, increasing service margins can influence dealer profitability. The industry publication, Office Furniture Update, states that in a time when dealers are struggling to stay afloat, many arefinding that value-added services that can generate a profit are the key to being su

55、ccessful in todays market (2004b).However, the success of dealers in this competitive environment goes beyond the traditional metrics offinancial performance. Aside from the manufacturers typical interest in dealer performance benchmarks such as efficient resource management of employees,facilities,

56、 andfinancial assets that emphasize business continuity, theefficiency in the complex marketing process has recently gained popularity as another benchmarking method (e.g.,Dutta et al., 1999;Eid, Trueman, & Ahmed, 2006). The success of a dealer also depends on how it acquires skills and capabilities

57、 that can generate leads and hence convince customers to purchase products from that dealer. In this study, the marketing capability function of dealers is analyzed both as a factor affecting business performance and a method ofbenchmarking dealer performance在這個競爭猛烈的環(huán)境下，經(jīng)銷商的可繼續(xù)金融的穩(wěn)定更是難上加難。然而，隨著Gasse

58、nheimer, Sterling, and Robicheaux (1996)所說，經(jīng)銷商的經(jīng)濟(jì)表現(xiàn)也影響未來有意維持，減弱或加強(qiáng)與主要供應(yīng)商之間的關(guān)系越來越重要的要素。經(jīng)銷商的財(cái)務(wù)生存才干的重要組成部分，是產(chǎn)品和銷售效力的市場構(gòu)造。除了上面提到的設(shè)計(jì)效力，大部分產(chǎn)品的銷售還包括送貨，上門安裝，以及一些增值效力，如工程管理，安裝，整修，庫存管理和維護(hù)。伴隨著銷售的效力，提供這些額外效力，有助于建立長期的客戶關(guān)系，同時提供了一定程度的金融穩(wěn)定。由于產(chǎn)品利潤率由于競爭加劇的穩(wěn)定，提高效力利潤會影響經(jīng)銷商的盈利才干。行業(yè)刊物，辦公家具更新，指出，在當(dāng)經(jīng)銷商都在努力維持下去的時候，很多人發(fā)現(xiàn)，能產(chǎn)生

59、利潤的增值效力是在今天的市場勝利的關(guān)鍵 (2004b)。3. Conceptual model3.概念模型3.1. Definition of benchmarking process3.1。標(biāo)桿管理過程的定義The general definition of benchmarking is the process of evaluating and emulating the products, services, and processes of best performing organizations. Comparing the way a company performs a sp

60、ecific activity with that of its competitor enables that companies learn how to lower costs, reduce defects, increase quality, improve performance or even identify some best practices linked to company excellence (Donthu et al., 2005)標(biāo)桿管理的普通定義是評價和模擬的過程產(chǎn)品、效力和流程表現(xiàn)最好的組織。比較公司執(zhí)行一個特定活動的方式與它的競爭對手使該公司可以學(xué)習(xí)如何