دانلود رایگان مقاله لاتین هماهنگی استراتژی بازاریابی منطبق با سیستم اداری از سایت الزویر
عنوان فارسی مقاله:
هماهنگی استراتژی بازاریابی منطبق با سیستم اداری
عنوان انگلیسی مقاله:
Alignments and misalignments of realized marketing strategies with administrative systems: Performance implications
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Theoretical background
2.1. Contingency theory and strategic alignment Chandler's (1962) maxim structure follows strategy, conjectures that managers initially design a strategy and then establishes a structure to support strategy intentions (Hult, Cavusgil, Kiyak, Deligonul, & Lagerström, 2007).3 Notwithstanding that empirical findings show that strategy or structure alone can affect performance outcomes, performance differences across firms may be better explained by considering strategy–structure fit or alignment (Zott & Amit, 2008). No single structure is applicable for all kinds of strategic tasks, weakening onesize-fits-all perspectives in favor of contingent solutions (Mintzberg, 1993). Contingency theory (e.g., Zajac et al., 2000) posits that “organizational performance is a consequence of fit between two or more factors; such as, the fit between organization environment, strategy, structure, systems, style, and culture” (Drazin & Van de Ven, 1985, p. 334). From this viewpoint, organizational characteristics and strategy choices are co-dependent such that when fit conditions between strategy and its environmental context exist, performance can be optimized (e.g., Xu et al., 2006). In line with other strategy studies in marketing (e.g., Yarbrough et al., 2011), we adopt a strategic fit perspective for this study. 2.2. Marketing strategy A firm's marketing strategy refers to a set of integrated decisions through which firms respond to competitive conditions and accomplish organizational objectives in target markets (Griffith, 2010). Central to marketing are choices pertaining to: segmentation, targeting, allocation of marketing resources for creating, communicating and/or delivering value to customers for profit (Varadarajan, 2010). Firms are faced with the need to revisit these complex decisions on an ongoing basis. It is thus surprising that research in marketing has yet to scrutinize marketing strategy formation considerations. The connotation of intended (i.e., planned) and realized strategies is rarely considered in marketing strategy studies (Chari, Katsikeas, Balabanis, & Robson, 2014). Purely deliberate or emergent strategies seem unrealistic in fast-moving business environments, as real-world strategies entail planned and emergent facets (Mintzberg, 1994; Bensaou et al., 2013). Failure to distinguish conceptually between intended and realized strategies runs the risk of managerial overemphasis of an idealized version of strategy that does not correspond to the implemented strategy. To advance knowledge on marketing strategy, the present study adopts Slater and Olson’s (2001) taxonomy (see Appendix A for strategy type descriptions). Unlike other marketing frameworks (e.g., Murphy & Enis, 1986) that are classified narrowly on the basis of the marketing mix, Slater and Olson's (2001) approach takes a holistic view of marketing content. Their taxonomy accounts for various, managerially relevant decisions: product-/service-line breadth (e.g., broad or narrow focus), product/service innovation and quality (e.g., innovativeness and technical sophistication of products or services), service quality (e.g., consistency in customer service), pricing (e.g., premium), distribution (e.g., selective or intensive), promotion (e.g., above or below the line activities), use of internal sales force (e.g., effectiveness of salespeople), and support to the promotion process (e.g., use specialist personnel). Further, marketing directors find this taxonomy reflective of their business unit's marketing strategy and pertinent for today's business environments.
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کلمات کلیدی:
The Performance Implications of Fit Among Business Strategy ... journals.ama.org/doi/abs/10.1509/jmkg.69.3.49.66362 by EM Olson - 2005 - Cited by 778 - Related articles (2017) Alignments and misalignments of realized marketing strategies with administrative systems: Performance implications. Industrial Marketing Management ... University of Westminster Library Search - Slater, Stanley library-collections-search.westminster.ac.uk/.../search.do;... Results 1 - 10 of 66 - Alignments and misalignments of realized marketing strategies with administrative systems: Performance implications. Chari, Simos ... The Real World: Marketing & Sales Alignment - Marketo Blog https://blog.marketo.com/2017/09/real-world-marketing-sales-alignment.html In this blog, I'll cover three tips to help marketing and sales stop pointing fingers ... opportunity to play a starring role in marketing and sales misalignment. ... are falling short and determine what strategic changes should be considered. ... Until both teams are focused on the same goals, alignment will never be fully realized.
