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1、Industrial Marketing Management 39 (2010) 150160 M. Billur Akdeniza, Tracy Gonzalez-Padronb,1, Roger J. CalantoneAn integrated marketing capability benchmarking approach to dealer performance through parametric and nonparametric analyses 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：Marketing capabilities 营销能力B
2、enchmarking 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ABSTRACT The role of marketing capabilities as a source of sustainable competitive advantage has been discussed previously in the marketing strategyfield. Benchmarking, a well-known learning me
3、chanism, 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 p
4、aper 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 f
5、rontier 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
6、a recipe of how marketing capabilities can be benchmarked to achieve sustainable competitive advantage. Discussions and implications for managers are also presented. 2008 Elsevier Inc. All rights reserved. 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
7、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. Introduction 1.介绍 The role of marketing capabilities as a source of su
8、stainable competitive 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 Bhutta Bhutta spec
9、ifically 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 working with the customer to di
10、scover the best solution and providing after-sales support (Sharma 与客户一起发现最好的解决方案,并提供 售后服务支持(Sharma functional and integrative benchmarking. In functional benchmarking, individual capabilities are assessed separately whereas in integrative benchmarking a set of related capabilities is assessed colle
11、ctively (Fawcett 功能和综合标杆管理。在功能测试中,个人能力评估被认为是分离的，然而在综合基准是一组相关的功能的评估集体(Fawcett 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
12、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). 本研究考察了北美办公家具行业经销商,目标是大,中型商业设施,医疗,和政府部门。文章是 有趣的，原因有两个。首先,几乎所有的组织购买或租用办公室家具;第二,这个购买过程的 70%以上一个地理区域通过从多个独立经销商销售产品
13、制造商和提供各种服务。因此,从密 集的研究发现办公家具采购强调经销商提供设计,库存,信贷和相关服务对客户的重要性。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 a competitive environment for two important reaso
14、ns; demand 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 th
15、e U.S. 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 invol
16、ves not only dealers for other manufacturers, 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 strategies of dealers for reacting to competitive pressures focus on reducing operating expenses while diversifying product and service offering
