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1、Industrial Marketing Management 39 (2010) 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Ben
2、chmarking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 mechanism
3、, 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 paper co
4、ntributes 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 frontier
5、 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 recip
6、e 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。尽管它的流行是作为理论概念,没有多少
7、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The role of marketing capabilities as a source of sustainable competitive
8、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 pro
9、cess 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 good p
10、erformance and expose poor performance for remedial action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
11、识别好性能和揭露差性能的机会。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 new
12、 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 (Woodb
13、urn, 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 theoretical
14、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,
15、。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)。We build our study on three theoretical perspectives of ben
16、chmarking 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 in a dealership network for this study.Characteristics of business markets include, among others
