Marketing Planning for Improved Performance: A Comparative Analysis

Verhage, Bronislaw J.; Waarts, Eric

doi:10.1108/eb008349

Cited by 45 publications

(28 citation statements)

References 17 publications

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“…The objective approach uses the absolute values of quantitative performance measures such as profitability, cash flow and market share. The second approach uses subjective measures of performance, where respondents are asked to state their companies' performance on criteria like profitability and market share relative to that of their competitors (e.g., Verhange & Waarts, 1988). In the context of this study, subjective measures of performance were deemed to be more appropriate rather than using objective financial performance measures.…”

Section: Measure Developmentmentioning

confidence: 99%

The impact of organizational learning on relationship orientation, logistics service effectiveness and performance

Panayides

2007

Industrial Marketing Management

155

120

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Section: Measure Developmentmentioning

confidence: 99%

The impact of organizational learning on relationship orientation, logistics service effectiveness and performance

Panayides

2007

Industrial Marketing Management

155

120

View full text Add to dashboard Cite

“…short-or long-term, financial or organizational benefits), it is broadly viewed from two perspectives in the extant literature. Firstly, there is the subjective concept which is primarily concerned with the performance of firms relative to their own expectations (Pelham and Wilson, 1996) or relative to the competition (Verhage and Waarts, 1988;Golden, 1992). The second method is the objective concept which is based on absolute measures of performance (Chakravarthy, 1986;Cronin and Page, 1988).…”

Section: P Erform Ancementioning

confidence: 99%

Market orientation and performance: empirical tests in a transition economy

Appiah‐Adu¹

1998

Journal of Strategic Marketing

145

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Although the m anagem ent literature is replete with empirical studies on market orientation, a review of the evidence so far suggests that the m ajority of studies have been based on industrialized countries. Despite the fact that the business environm ents in many developing econom ies are rapidly undergoing transformation, thereby influencing the m etamorphoses of firm s from production to marketing orientation, em pirical research relating to market orientation in em erging countries rem ains scant. In an attem pt to provide further insight into the global im portance of market orientation, this study investigated its link with business perform ance in a liberalized developing country. P otential influences of market dynam ism , competitive intensity and m arket growth on this relationship were also exam ined. The results indicate that although m arket orientation does not appear to have a direct impact on sales growth or return on investm ent, the com petitive environment does influence the market orientation -performance link. Directions for future research, limitations of the study and managerial implications of the findings are subsequently identified and discussed.

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“…Firm performance was measured by adopting the subjective approach where respondents are asked to state their companies' performance on criteria like profitability and market share relative to that of their competitors and industry average (Verhange and Waarts 1988). Seven-point Likert scales were used.…”

Section: Measure Developmentmentioning

confidence: 99%

Effects of Organizational Learning in Third‐party Logistics

Panayides

2007

J of Business Logistics

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INTRODUCTIONThe increasing trend towards outsourcing of logistics activities has contributed to the growth of third-party logistics service providers (LSPs). An LSP is defined as a provider of industrial logistics services that performs the logistics functions on behalf of their clients (Coyle, Bardi, and Langley 1996). Coyle, Bardi, and Langley (2003, p. 425) suggest that third-party logistics involves an external organization "that performs all or part of a company's logistics functions". This broad definition indicates that outsourcing of any major logistics activity (transportation, warehousing, inventory management) can qualify as third-party logistics (Knemeyer and Murphy 2005).It has been recognized that differentiation and competitive advantage for LSPs may no longer be determined by focusing solely on improving upon the traditional logistics performance measures like cost reduction, lead time/order cycle reduction etc (Hertz and Alfredsson 2003). Instead, the strategic edge of LSPs in the market will be increasingly influenced by the way they develop and manage their customer relationships (Hertz and Alfredsson 2003) and their competitive differentiation will be determined by the level of logistics service quality they offer to their clients (Mentzer, Flint, and Hult 2001). Organizational learning has been identified as an important parameter in the accomplishment of logistics and supply chain goals (Hult, Ketchen, and Nichols 2003) and in particular in contributing towards logistics innovation (Flint et al. 2005). Senior managers of an unnamed third party logistics provider stated that a customer's unfamiliarity with logistics best practices or a reluctance to share demand data causes pain and prevents the relationship from yielding the results both parties had expected (Kerr 2005). It follows that organizational learning, client relationships and logistics service quality may be critical parameters in improving firm performance for LSPs.The purpose of this paper is to examine the influence of a key strategic resource, viz. organizational learning (OL) on relationship orientation (RO), logistics service quality (LSQ) and firm performance (P) in third-party logistics.The recent trends in international third-party logistics show major firms such as T&B, TNT Logistics, Exel Logistics and Danzas AEI, forming long-term formal and informal relationships with their clients (vertical alliances) in order to ensure improvements in service levels (Carbone and Stone 2005). However, client relationships and superior service quality necessitates, according to Hertz and Alfredsson (2003) the creation of specific knowledge, an attribute linked to an organization's ability to learn. The organization-wide activity of creating and using knowledge to enhance competitive ad- panayidesvantage is termed organizational learning (Hurley and Hult 1998). Logistics practitioners recognize that knowledge sharing is so pivotal to success that it should begin well before the logistics contract is signed, as indicated by Mike Fielden...

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Marketing Planning for Improved Performance: A Comparative Analysis

Cited by 45 publications

References 17 publications

The impact of organizational learning on relationship orientation, logistics service effectiveness and performance

The impact of organizational learning on relationship orientation, logistics service effectiveness and performance

Market orientation and performance: empirical tests in a transition economy

Effects of Organizational Learning in Third‐party Logistics

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