PLS Modelling of Factors Aff ecting the Cooperation Between Sales and Marketing in Pharmaceutical and Non-Pharmaceutical Manufacturing Firms

Hetényi, Gábor; Szilasi, Magdolna Emma; Lengyel, Attila

doi:10.22598/mt/2019.31.2.227

Cited by 1 publication

(2 citation statements)

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“…The regression coefficient of conflicts was -0.136 (t=-4.10; p<0.001, SE=0.033) with regards to management culture. Table 4: Key statistics of the LVPLS model for PMC [25] External measurement models also provide important information. Rather strong correlations were found between the most important factor 'coordination' and the items in the block.…”

Section: Differences In Pmc and Npmcmentioning

confidence: 99%

“…In comparison, the analysis and the research model was applied to NPMC as well, however, model estimates revealed a difference as compared to the PMC model, since the key factor affecting cooperation through the management culture was not coordination but information exchange (57%) . Table 5: Key statistics of the LVPLS model for NPMC [25] Correlation of conflict and information exchange was significant (p<0.01). The two main regressions of the model were the estimation of coordination based on information exchange and vision ((R2=0.703) and the estimation of cooperation based on the other latent variables (R2=0.741).…”

Section: Differences In Pmc and Npmcmentioning

confidence: 99%

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New research methods of Sales-Marketing Interfaces

Hetényi¹

2020

IJEMS

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The energy invested in research in this topic is justified by the fact that the lack of optimal integration between SM (sales-marketing) can negatively affect overall corporate efficiency. The aim of this article is to present possible research methods that can reveal the impact of selected indicators, such as information exchange, coordination, vision and communication, conflicts, on the operation of the SM interface, according to Hungarian and foreign employees of international companies, and how they affect sales and marketing collaboration between pharmaceutical companies (PMC) and non-pharmaceutical companies (NPMC). It also attempts to demonstrate how the Partial Least Square (PLS) path modeling technique can provide valuable information on the consequences of management activity, and how the methods provided by Voyant Tools provide further research through quantitative analysis of qualitative data on the marketing sales interface (SMI), they can open up opportunities. The PLS-PM modeling technique was used to explore the relationships between the selected factors and possible hidden variables. These results clearly demonstrate that there are factors that influence SM collaboration that operate differently in PMCs and NPMCs, and that nationality differences can have a significant impact on how employees evaluate factors that affect SM collaboration. Of the methods we selected by Voyant Tools, the t-SNE (t-Distributed Stochastic Neighbour Embedding) tool proved to be the most sophisticated analysis, allowing the deepest analyzes by exploring relationships between groups of terms.

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Section: Differences In Pmc and Npmcmentioning

confidence: 99%

Section: Differences In Pmc and Npmcmentioning

confidence: 99%