An analytic decision making framework to evaluate multiple marketing channels

Chen, Kun; Kou, Gang; Shang, Jennifer

doi:10.1016/j.indmarman.2014.06.011

Cited by 23 publications

(19 citation statements)

References 67 publications

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“…Details about the definition of triangular fuzzy numbers and Chang's extent analysis method are provided in the Online Appendix. Following Chen et al (2014), we used the values shown in Table 1 to convert linguistic judgments to triangular fuzzy numbers. For example, if a participant considers element i to be "fairly more important" than element j, the pairwise comparison between i and j is represented as aij = ( ).…”

Section: Proposed Fuzzy Ahp Model: the Ipep Frameworkmentioning

confidence: 99%

Perceived Export Performance: A Contingent Measurement Approach

Sadeghi¹,

Rose²,

Madsen³

2021

Journal of International Marketing

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Despite considerable research on export performance, relatively little scholarly attention has been devoted to incorporating managers’ perspectives into operationalizing this concept. This study proposes a new approach for measuring SMEs’ export performance in the presence of multiple goals that are potentially conflicting, while accounting for different approaches to assessing export performance. Adopting a contingency approach, we develop two customized measures of perceived export performance: the individualized perceived export performance (IPEP) framework and the simplified model. We demonstrate the application of both measures based on a sample of 78 exporting SMEs in New Zealand, and compare the outcomes. The proposed frameworks are intended to measure export performance considering the specific priorities of managers, through explicit incorporation of manager- and firm-specific differences in the types and importance of goals, indicators, and benchmarks. This paper extends our understanding of export performance by proposing a more nuanced and holistic measurement approach that is tailored to individual firms and reflects firm-specific idiosyncrasies.

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Section: Proposed Fuzzy Ahp Model: the Ipep Frameworkmentioning

confidence: 99%

Perceived Export Performance: A Contingent Measurement Approach

Sadeghi¹,

Rose²,

Madsen³

2021

Journal of International Marketing

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“…Wind and Saaty (1980) attest that decision-makers can leverage MCDM techniques to assess options for a limited team of managers to render decisions that entail multiattributes and options. A key merit associated with MCDM is the capability to deal with a complex problem by taking into account several relevant factors (Chen et al, 2014;Enyinda, Opute, Fadahunsi, & Mbah, 2020). The marketing-sales-service relationship's conflict and conflict management represent a typical MCDM.…”

Section: Methodsmentioning

confidence: 99%

Managing marketing–sales–service relationship conflict in a B2B multinational firm

Enyinda

Enyinda²,

Mbah

et al. 2021

Thunderbird Intl Bus Rev

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Managing conflict in marketing-sales-customer service relationship is pivotal for seamless, end-to-end customer experience, satisfaction of customer changing needs, and business performance. Research examining conflict management in marketingsales-service cross-functional relationships is lacking in B2B multinational firms, and particularly in the electronics industry. This article draws on social exchange theory (SET) to posit that conflict management in a B2B electronics firm marketing-salesservice relationship can be successful if trust, commitment, and reciprocity exist. This article examines factors influencing conflict in the team relationship in the focal firm and how to manage them. Data were collected from the departmental managers and were then analyzed with the analytic hierarchy process (AHP)-based multicriteria decision making (MCDM) framework. The findings reveal that the most important factor influencing conflict is task, followed by communication, inter alia. The overall best strategy in managing conflict is collaboration/integration, followed by confrontation. Our research enhances the understanding of conflict factors influencing the focal B2B interdepartmental relationships and the appropriate management strategies. Effectively managing the interdepartmental conflicts can lead to customer satisfaction and improved business performance.

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“…Decision -making style can reflect the spirit of a decision maker, but also can reflect a person's value system. Chen and Kou (2014) pointed out that job definition should also include two aspects: job search to find work, and they are going to get a job at what point in time, it is from the goal setting theory to guide them [6]. McGready (2013) that goal is a man want to reach the target through four mechanisms to influence behavior [7], guide the individual attention, maintain for a period of time of efforts to increase the sustainability and motivation, personal development can reach the goal of strategy; and clear and a bit sleepy.…”

Section: Decision Making Behaviormentioning

confidence: 99%