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

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一个经过参数和非参数分析的整合经销商营销才干性能标杆管理方法 关键词：Marketing capabilities营销才

2、干Benchmarking标杆管理Data envelopment analysis数据包络分析Stochastic frontier analysis随机前沿分析Dealership network经销商网络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：营销才干的作用作为一个可继续的竞争优势的来源以前就曾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定公司的营销才干的工具提出。虽然它的流行是作为实际概念,

7、没有多少阅历证据支持基准营销才干的观念作为道路指点经理人在这个方向努力。本文从文献中的三个视角论述支持的观念,这个观念是，可以经过概念和综合基准模型来提供公司可继续开展优势的根底。他们是运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。结果阐明营销人员的才干和与经销商建立长期关系的重要性。此外,他们加强如何规范化营销才干来实现可继续的竞争优势的秘方。对经理的决议和影响也被提出了。1. Introduction1.引见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营销才干的作用作为一个可继续的竞争优势的来源以前曾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才干方法(如Andersen, 1999，Vorhies & Morgan, 2003)。标杆管理是确定最高规范的杰出的产品、效力或流程的过程，并且因此做出必要的改良来到达这些规范,这些规范通常被称为“最正确实际(Biehl, Cook,& Johnston, 2006; Bhutta & Huq, 1999)。它提供了为不

11、就行动识别好性能和揭露差性能的时机。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、时间和战略营销新产品的输出、通讯、客户期望、销售和利润问题展开过讨论和

15、分析,。标杆管理的营销效率、流程和功能运用不同的方法。一些方法依赖于公司外部的专家评价营销才干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经过包络分析,和随机前沿分析(Donthu, Hershberger, & Osmonbekov, 2005)。虽然它的流行作为实际和阅历的概念,但是没有多少证据可以支持基准营销才干作为一种可继续的竞争优势或指点经理人标杆管理任务的观念(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我们在对被在文献中提到的基准营销才干的三个实际层面上研讨。这些都是基于资源观念的公司市场定位,组织学习。我们的目的是在b2b标杆管理的实际视角下演示的相关性，特别是在这项研讨的经销商网络。商业市场的特征包括,一个小数量的客户,长期的业务关系,和高供应商和顾客成员之间的互动程度(Homburg & Frst, 2005)。有几个为本研讨选择一个B2B概念的缘由。

22、公司在在B2B环境下，对他们的营销环境市场范围狭窄,普通关注费用,这些很少导致性能改良(white& Dieckman2005)。然而,供应商的部署和销售渠道可以显著改善其战略,甚至可以导致渠道构造转变(Wilson & Daniel, 2007)。在这转换中,经销商经过创建客户对产品的知识为复杂产品销售起着至关重要的作用;与客户一同发现最好的处理方案,并提供售后效力支持(Sharma & LaPlaca,2005)。所以,从经销商分销渠道获得市场活动额丈量结果变得在竞争环境下与往来越重要，并且标杆管理提供为补救行动识别好性能和揭露差性能的时机。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基于上述的三个实际视角和B2B概念,本研讨将分为两个部分。在第一部分中,我们引见我们的概念模型，采用Dutta,Narasimhan, and Rajiv (1999),它提供了一个基于资源视角稳定的营销才干和所带来的影响在财务上的表现。在第二部分,我们有一个采用Vorhies and Morgan (2005)的集成的基准模型,非参数方法被合并到模型

28、的来测试经销商时间序列的表现。根据Vorhies and Morgan (2005),有两个基准选择;功能和综合标杆管理。在功能测试中,个人才干评价被以为是分别的，然而在综合基准是一组相关的功能的评价集体(Fawcett & Cooper, 2001).。在本研讨中,我们实现集成的标杆管理,使相互依赖关系的存在在个人才干中可以成为一项竞争优势的来源(Teece, Pisano, & Shuen, 1997)。我们的数据有面板设置，其中包括四年时间的数据45领先的B2B供应商的经销商,我们采用随机前沿分析估计和数据包络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我们在本文中探求三个研讨问题。首先,我们检查经销商如何有效利用营销才干来把好的营销资源转变为财务报表。第二,在察看到的经销商表现排名顺序随着时间的推移中，我们讨论能否存在效率的趋势。第三,我们在不同时间内察看经销商看能否存在效率边境转移，特别是我们分析在四年时间内能否每个经销商相比其他经销商坚持其相对位置即效率排名。与第二个研讨问题相关,我们也进展更多的分析窗口识别网络中低效的经

32、销商的样例。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这项研讨有几个研讨的预期奉献。首先,经过运用分析技术,我们试图了

34、解和分析营销才干的复杂景象对公司业绩短少统计程序的影响。第二,我们运用经济学的观念,阐明组织营销努力使一些公司更具竞争力。第三,引入效率研讨方法在B2B环境中证明标杆管理作为一种工具对营销才干影响的价值。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.本文的组织如下。在下一节中,我们引见本研讨的行业背景。接下来,我们解释了概念模型,首先经过强调在文学的角度不同的实际基准营销才干,然后经过确定的营销才干用于我们的实证分析。方法部分中,我们描画了数据集,输

37、入和输出要素,同样的程序参数和非参数分析。在我们给出结果之后，我们的分析,讨论他们的实际、阅历和管理影响。局限性和未来研讨的建议也包含在文章中。2. Industry background2.行业背景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).本研讨调查了北美办公家具行业经销商,目的是大,中型商业设备,医疗,和政府部门。文章是有趣的，缘由有两个。首先,几乎一切的组织购买或租用办公室家具;第二,这个购买过程的70%以上一个地理区域经过从多个独立经销商销售产品制造商

40、和提供各种效力。因此,从密集的研讨发现办公家具采购强调经销商提供设计,库存,信贷和相关效力对客户的重要性。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).在我们的研讨中，全方位效力的家具经销经销商提供领先的产品竞争力的价钱，齐全的家具效力，以及杰出的客户效力。他们任务在两个重要的缘由，一个竞争的环境;需求动摇和行业竞争。销售办公家具在美国由达14.8十亿高，2000年，2003年下降到只需10美圆十亿，略添加至119十亿在20

45、05年随着美国需求的动摇，进口的产品符合美国制造商的竞争有从不到超越十亿美圆美圆，2005年增长在1996年至2.28十亿(BIFMA, 2006).大多数的什么是经销商卖的经过与领先厂商他人和分销协议消费的不是独家的地理区域。所以，竞争涉及的不仅是其他厂商的经销商也是提供一样的产品的经销商(Woodside,2003)。在一篇文章中Zimmerman (1990)，一家领先的设计公司高管强调，大工程吸引到了宏大的财政根底来提供一致的效力大经销商。经销商的反响，竞争压力目前的战略重点放在降低运营开支，同时多样化的产品和效力(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.另一个缘由是这个竞争猛烈的环境中，不像大多数的零

50、售分销机构，销售和营销实际的过程比较复杂。该办公家具行业的销售及相关效力的复杂性主要是由于模块化办公系统，并从电信和计算机创新的新技术的需求普遍存在。当客户开场关注一种全新的办公室装修或新方法来重组现有的办公空间，经销商需求投入几个月预备在招标的过程中来拟定客户需求的处理方案(Woodside, 2003)。定制的处理方案中最重要的组成部分是由经销商提供应客户，以确保准确的方案和规范，符合客户的需求，客户称心度的设计效力以及工程实施(OFDA, 2004b)。忽然觉得我中文也不好了 设计组经过客户提供设备需求的创新的处理方案，并提供并远超于产品的运用建议的方案，以添加销售Woodside (2

51、003)发现杰出的设计能够会导致合同签约，即使经销价钱不低。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在这个竞争猛烈的环境下，经销商的可继续金融的稳定更是难上加难。然而，随着Gasse

58、nheimer, Sterling, and Robicheaux (1996)所说，经销商的经济表现也影响未来有意维持，减弱或加强与主要供应商之间的关系越来越重要的要素。经销商的财务生存才干的重要组成部分，是产品和销售效力的市场构造。除了上面提到的设计效力，大部分产品的销售还包括送货，上门安装，以及一些增值效力，如工程管理，安装，整修，库存管理和维护。伴随着销售的效力，提供这些额外效力，有助于建立长期的客户关系，同时提供了一定程度的金融稳定。由于产品利润率由于竞争加剧的稳定，提高效力利润会影响经销商的盈利才干。行业刊物，办公家具更新，指出，在当经销商都在努力维持下去的时候，很多人发现，能产生

59、利润的增值效力是在今天的市场胜利的关键 (2004b)。3. Conceptual model3.概念模型3.1. Definition of benchmarking process3.1。标杆管理过程的定义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)标杆管理的普通定义是评价和模拟的过程产品、效力和流程表现最好的组织。比较公司执行一个特定活动的方式与它的竞争对手使该公司可以学习如何