MARKETING CAPABILITY, EXPORT MARKETING STRATEGY, AND EXPORT PERFORMANCE: MODERATING EFFECTS OF EXPORT FIRMS' CHARACTERISTICS

Kyong Ryul Koo,Kyung Hoon Kim,Sang Jin Kim 글로벌지식마케팅경영학회 2015 Global Fashion Management Conference Vol.2015 No.06

The global diffusions of free trade agreements have encouraged an increasing number of companies to participate in foreign markets. However, export firms fall behind big data-based customers in international export markets. The gap between the needs of export markets and the capabilities of export companies is broadening. Marketing capabilities are export firms’ ability to understand what target customers want and develop tactical marketing actions and allocate available resources, and achieve export performance (Day 1994; Vorhies and Morgan, 2003). Export firms have to enhance marketing capabilities to narrow the gap (Day, 2011). This study investigates marketing capabilities, export marketing strategies, and their relationships with export performance of the export companies in an industrial complex in South Korea. This study tries to find how marketing variables impact the performance of export firms through the relationships among them. Marketing literature examined that the suitability between marketing capabilities and export marketing strategy is important because of its impact on export performance. Export marketing literature reviewed that export firms’ characteristics such as international experience, firm size, firm age, and export intensity, firm level of market orientation are considered positively related to export performance. Especially for inexperienced and small and medium-sized firms, which have limited marketing resources to achieve successful export performance, the right choice of export marketing, export marketing strategy, and export performance is indispensable. The purpose of this paper is to investigate the moderating effects of export firms’ characteristics on the interactive linkages within marketing capability, export marketing strategy, and export performance. Our first focus in this study is the relationships between marketing capabilities and export strategies and both export marketing strategy and export performance. We discuss their relationships with each other and with export firms’ performance. We develop testable hypotheses as shown in Fig.1. The final samples we used are 104 manufactured export firms in S. Korea. Next, as a result of testing, based on the relationships of having positive effects, we identify the moderating effects of export firms’ characteristics. Our research model proposes that marketing capabilities affect export marketing strategies and ‘specialized marketing capabilities’. These affect the overall export performance. We therefore hypothesize that H1: Marketing organizational capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H2: Marketing human resource capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H3: Marketing financial capability is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H4: Marketing infrastructure is positively related to (a) export marketing strategy and (b) specialized export marketing capability. H5: Export marketing strategy is positively related to (a) specialized export marketing capability and (b) export performance. H6: Specialized export marketing capability is positively related to export performance. The results of our PLS-SEM analyses are as follows. Our results support H1b, linking marketing organizational capability and specialized export marketing capability. Marketing infrastructure was found to be positively related to both export marketing strategy and specialized export marketing capability, supporting H4a and H4b, respectively. We also observed that export marketing strategy a positive link with specialized export marketing capability and export performance, supporting H5a and H5b, respectively. However, no support is found for H2, H3, and H6. Moderating Effects of Export firms’ Characteristic Factors We tested how export firms’ characteristics moderate the relationships described in our research model (Hypotheses1-6) We used the moderate factors such as export product (final product vs. parts), customer (domestic vs. overseas, company (manufacturer vs. vendor), employment size (less than 100 person, 100 to300, more than 300), sales(less than $46 million, $46 million to $182 million, more than $182 million), export intensity (less than 50% vs. more than 50%) The moderating effects of export firms’ characteristics on the relationships within our research model are discussed (see Figure 1). Four of 30 moderating hypotheses for export firms’ characteristics were supported. The more number of employees and Greater sales volume strengthened the relationships between marketing infrastructures and export marketing strategies. Higher foreign customer strengthened the relationships between marketing infrastructure and specialized export marketing capability. Greater final products strengthened the relationships between export marketing strategies and export performance. However, the relationships between marketing organizational capability and specialized export marketing capability and between export marketing strategy and specialized export marketing capability were not significantly changed with export firms’ characteristic factors. There are no moderating effects on the types of firm and the types of export intensity. The results of this research suggest that the export companies should consider the choice of export marketing strategies the most important factor to achieve high export performance. This study indicates that policy makers for export companies in S. Korea should develop export assistant programs based on export firms’ characteristic factors such as the number of employee, sales volume, the type of customer, and the type of export product. Following limitations of this research should be noted. First, in addition to the manufacturing industry, more researches should be done in other industries. The findings of this study will ensure more validation. Second, to assess the export performance of export firms, this study uses the subjective opinion of respondent about the degree of export performance because of the difficulties of obtaining financial data. The objective financial data should be used to ensure more objectiveness for this research. Third, this study relies on survey data related to the export companies within an industrial complex area in S. Korea. It should be extended to other regions.

한국수출기업의 수출마케팅 역량과 수출마케팅전략 실행이 수출성과에 미치는 영향

김정권(Cheong Gwon Kim) 한국무역연구원 2014 무역연구 Vol.10 No.5

Most studies on the factors to decide export performance have been examining the relationship between export marketing strategies and export performance so far. However, the studies on export marketing strategy implementation effectiveness having an impact on export performance and the studies on manager s qualities and capabilities affecting export marketing strategy implementation effectiveness have hardly been conducted. This study aims to present effective export enhancing measures through empirical study that targeted Korean exporters, after building a study model on the relationship among the export marketing capabilities, export marketing strategy implementation effectiveness and export performance of Korean export firms. This paper actually classified export marketing capabilities into export marketing strategy formation capabilities, export marketing program capabilities and manager s qualities and capabilities implementing the export marketing strategy. This paper delves into these factors impacts on export marketing strategy implementation effectiveness, and on what impacts such implementation effectiveness has on export performance. According to the hypothesis verification results, strategic performance has positive impacts on financial performance, and export marketing strategy implementation effectiveness also positively affects strategic performance and financial performance. Among the three export marketing capabilities, the export marketing program capabilities and manager s qualities and capabilities positively affect export marketing strategy implementation effectiveness, respectively. Export marketing strategy formation capabilities, however, do not have a statistically significant impact on export marketing strategy implementation effectiveness. To enhance export performance, the strategy implementation should be kept in mind from the export marketing strategy formation process. Also, the consolidation of export marketing program capabilities and manager s qualities and capabilities that affect export marketing strategy implementation effectiveness should be promoted. Furthermore, efficient resources distribution and its implementation should be carried out in the export marketing strategy implementation process.

창업마케팅특성이 기업성과에 미치는 영향

전인오,안운석 한국벤처창업학회 2016 벤처창업연구 Vol.11 No.3

In Korea, the survival rate of start-up of 5-year after foundation is as low as 29.6% of the country. This low survival rate is from because of insufficient resources in start-ups compared to those of mid-sized companies. Therefore, the marketing characteristics of entrepreneurship has emerged as a major cause. Therefore, In this study, because learning orientation, marketing experience, competition orientation and etc are differently owned in start-ups, marketing impact to marketing strategy in start-up companies are differently investigated. Therefore, the relationship of learning orientation, marketing experience, competition Orientation with marketing strategies was examined. Based on this, Business performance was examined to suggest contents related to eco-system of start-up companies to representative of start-up companies. For this study, Survey was conducted for 250 start-up entrepreneurs within 3 and half year since foundation from Nov. 20 to Dec. 20, 2015. In result of data-cleaning, 207 meaningful samples were gathered. Based on these, conclusion was obtained. Using SPSS 20.0 statistical program, frequency analysis, reliability analysis, correlation analysis and regression analysis were conducted. the following conclusions were drawn. First, in the impact of marketing environment of Phase 1 start-up companies on marketing strategy, product strategy, distribution strategy and promotion strategy were positively affected by learning orientation, marketing experience and competition orientation. Second, in the effect of 2nd phase marketing strategy to business performance, the financial performance and the non-financial performance. Were positively affected by product strategy, distribution strategy and promotion strategies. Third, The effect of learning orientation, marketing experience and competition orientation to financial performance was positively mediated by product strategy and distribution strategy among 3rd phase meditation strategies. the effect of learning orientation, marketing experience and competition orientation to non-financial performance was positively mediated by products strategy. In comprehensive summary, in order to increase business performance in start-up companies, marketing strategy should be applied in. Especially, the role of learning orientation and marketing experience is vital. In increasement of business performance to characteristics of star up marketing, financial performance can be increased by product strategy and distribution strategy. And, both of financial and non-financial performance can be increased by product strategy. Therefore, in conducting of marketing characteristics of start-up, to increase business performance, the apply of marketing strategy to marketing characteristics of start-up should be required. 우리나라의 신생기업은 5년 후 생존율이 29.6%로 낮아진다. 이는 초기의 창업기업들이 중견기업에 비해 자원이 풍부하지 못하기 때문에 생존율이 낮다고 볼 수 있다. 따라서 창업기업의 마케팅특성이 주요 원인으로 부각되고 있다. 이번 연구에서는 학습지향성, 마케팅경험, 경쟁지향성 등은 창업기업에 따라 다르게 소유하고 있으며, 특히 창업기업의 경우 마케팅전략에 미치는 영향은 다르게 조사될 수 있다고 판단되어 학습지향성, 마케팅경험, 경쟁지향성이 창업기업의 마케팅전략에 미치는 관계를 검정하였다. 이를 바탕으로 기업성과를 측정하여 창업기업의 대표자들에게 창업기업의 생태계에 관련된 내용을 시사하고자 하는데 목적을 두었다. 본 연구의 표본은 2015년도를 기준으로 창업한지 3년 6개월 이내의 창업기업가들을 대상으로 2015년 11월 20일부터 12월 20일까지 창업기업 종사자 250명을 대상으로 조사를 실시하였다. 이를 데이터클리닝 한 결과 207개의 표본을 대상으로 SPSS 20.0 통계프로그램을 이용하여 빈도분석, 신뢰도분석, 상관관계분석 및 회귀분석을 실시하여 다음과 같은 결론을 도출하였다. 독립변수인 창업기업의 마케팅환경이 매개변수인 마케팅전략에 미치는 영향은 학습지향성, 마케팅경험, 경쟁지향성에 있어 제품전략, 유통전략, 촉진전략에 정(+)의 영향을 미치는 것으로 나타났으며, 매개변수인 마케팅전략이 종속변수인 기업성과에 미치는 영향에 대해 제품전략, 유통전략, 촉진전략은 재무성과와 비재무성과에 정(+)의 영향을 미치는 것으로 조사되었다. 또한 마케팅전략의 매개효과는 학습지향성, 마케팅경험, 경쟁지향성이 재무성과에 미치는 영향에 있어서 제품전략과 유통전략이 확실한 매개효과를 보이는 것으로 조사되었으며, 학습지향성과 마케팅경험, 경쟁지향성이 비재무성과에 미치는 영향에 있어서 제품전략만이 매개효과를 보이는 것으로 조사되었다. 연구결과의 요약을 종합해보면 창업기업이 기업의 성과를 높이기 위해서 마케팅전략을 펼쳐야 하는데 특히 학습지향성과 마케팅경험이 중요시되며 창업마케팅특성이 기업성과를 높이는데 있어서 제품전략과 유통전략이 재무성과를 높일 수 있다. 그리고 제품전략은 재무성과와 비재무성과를 높인다고 볼 수 있다. 이에 창업기업 마케팅특성을 수행하는데 있어서 기업의 성과를 높이기 위해 창업마케팅특성에 따른 마케팅전략을 펼치는 것이 바람직하다고 사료된다.

기술창업의 산업구조, 기술특성 및 기술마케팅전략이 창업성과에 미치는 영향: 기술마케팅 전략 유형 조절변수

한상설 한국유통과학회 2016 유통과학연구 Vol.14 No.2

Purpose – This study aims to advance our knowledge about factors influencing technical startup performance through analysing technical startup process empirically. This study was conducted to focus on industry structure(industry growth rate, competitive intensity, and enter barriers), technology characteristics( technical excellence and wide range of technical application), and the performance in the technology-based start-ups. Specifically, analyzing moderating effect of technology-marketing strategy, this studied how moderating variables affect technical startup performance under industry structure. Research design, data, and methodology – The subject of this study was technology-based start-ups company that received technology transfer from public organization. The development of the paper model is based on the literature of the preceding research analysis in technology commercialization, performance of technology-based start-ups, and marketing strategy. This study has a construct that was defined in the previous studies, such that technology marketing strategy was defined into the two ways of being broad or narrow in strategic application. From November 3. 2015 to December 22, 220 questionnaires were distributed with targeting to start-up companies in technology-based. 188 responses were collected for empirical analysis except the missing and wrong value responses. This data were used for structural equation modeling and regression analysis. Results – The results of this study are as follows. First, as industry structure variables influencing on performance(technical,financial) of technology-based start-ups, industry growth rate, competitive intensity and enter barriers of variables were verified; high growth rate has more positive effect on performance than low growth rate, competitive low intensity has more positive effect on performance than competitive high intensity, low enter barriers have more positive effect on performance than high enter barriers. Second, as technology characteristics variables influences on the performance(technical, financial) of technology-based start-ups, technical excellence and wide range of technical application of variables were verified ; technical high-excellence has more positive effect on performance than technology low-excellence, wide range of technical application has more positive effect on performance than narrow range of technical application. We also find that technology marketing strategy(broad/narrow) in moderating factors on performance (technical, financial) is as follows. Analyzing the moderating effect depending on technology marketing strategy(broad/narrow), application of technology, and the types of technology strategy(broad/narrow) were revealed that broad marketing strategy had a more significant effect on performance of technology-based start-ups. With AMOS, the relevancy of the study model revealed higher for broad technology-marketing strategy than narrow technology marketing strategy, and the explanatory power revealed to be 6.4% higher in broad marketing strategy than narrow marketing strategy. Conclusions – This study confirmed that industry structure and technology characteristics are important factors influencing the performance of technology-based start-ups. Technology-marketing strategy affects the performance of technology-based start-ups between industry structure and technology characteristics. According to additional analysis, moderating variables and technology-marketing strategy are important factors influencing the performance of technology-based start-ups under industry structure and technology characteristics. Broad type of technology-marketing strategy has more attractive industry structure and excellent technology characteristics than narrow types of technology- marketing.

한국수출기업의 수출기업 역량, 수출마케팅전략 실행효과 및 수출 경쟁우위가 수출성과에 미치는 영향

김정권 한국기업경영학회 2016 기업경영연구 Vol.23 No.1

The purpose of this study is to establish a research model regarding the causal relationship between the capabilities of export company, export marketing strategy implementation effectiveness, export competitive advantage and export performance and present the improvement measures of export performance through an empirical study targeting Korean export companies. According to the analysis result, the strategic performance has a positive effect on the financial performance, and such analysis result indicates that high satisfaction level of customers on an export product improves brand loyalty, and high brand loyalty leads to high repurchase and sales increase so that high financial performance can be achieved. A hypothesis saying that a competitive advantage would have a positive effect on the financial performance was not supported, but it is shown that the competitive advantage has a positive effect on the strategic performance. The competitive advantage of an export company has a direct effect on the strategic performance but it seems to have an effect on the financial performance through the strategic performance. It is shown that the export marketing strategy implementation effectiveness has a positive effect on the competitive advantage. Therefore, as the export marketing strategy implementation effectiveness of an export company becomes higher, the company can provide a higher value to consumers in foreign markets, improving the competitive advantage. Among the influence factors of export marketing strategy implementation effectiveness, export marketing program capabilities, relationship capabilities and managerial competence except for export marketing strategy formulation capabilities has a positive effect on the implementation effectiveness. Such analysis result shows that export marketing program capabilities, relationship capabilities and managerial competence which enable the company to implement export marketing strategies are specifically important for effective implementation of export marketing strategies. However, the export marketing strategy formulation capabilities has no statistically significant effect on the export marketing strategy implementation effectiveness, because the export marketing strategy formulation capabilities seem to have an effect on the export marketing strategy implementation effectiveness through the export marketing program which is a specific action program of export marketing strategy. Based on the research results, the following strategic implications are presented: First, the export marketing strategy formulation capabilities have no statistically significant effect on the export marketing strategy implementation effectiveness, because the export marketing strategy formulation capabilities have an effect on the export marketing strategy implementation effectiveness through the export marketing program. The relationship capabilities have the highest effect on the export marketing strategy implementation effectiveness among four export company capabilities, and this shows how important the favorable relationship between export company and customers/distributors of export markets is, and the export company should place the most importance on the relationship with customers and distributors of export markets in the long term. Meanwhile, the managerial competence also has a substantial effect on the export marketing strategy implementation effectiveness, and it shows that the reinforcement of manager's leadership and export marketing manager's capability for implementing export marketing strategies can lead to the improvement of export marketing strategy implementation effectiveness. Second, no matter how good export marketing strategy is, it is difficult to expect high export performance without effective implementation. Therefore, the strategy implementation effectiveness should be kept in mind from the stage of export marketing strategy formulation in order to improve ex... 본 연구의 목적은 수출기업의 역량, 수출마케팅전략 실행효과, 경쟁우위 및 수출성과의 인과관계에 대한 연구모형을 구축한 후에, 국내 수출기업들을 대상으로 실증연구를 통하여 수출성과 제고방안을 제시하는 것이다. 본 연구에서는 실증적 연구를 위해 구조방정식모형 분석을 실시하였다. 분석결과를 보면, 전략적 성과는 재무적 성과에 긍정적 영향을 미치는 것으로 나타났는데, 이는 기업이 제공하는 수출제품에 대한 고객의 높은 만족도는 상표충성도를 제고시키며, 높은 상표충성도는 높은 재구매와 매출증가로 이어져 높은 재무적 성과를 창출하게 됨을 의미한다. 경쟁우위는 재무적 성과에 긍정적 영향을 미칠 것이라는 가설은 지지되지 않았지만, 경쟁우위가 전략적 성과에는 긍정적 영향을 미치는 것으로 나타났다. 이는 수출기업의 경쟁우위가 전략적 성과에는 직접적으로 영향을 미치지만, 재무적 성과에는 전략적 성과를 매개로하여 영향을 미치는 것으로 보인다. 따라서 수출기업은 단순히 재무적 성과 제고만을 중요시하기 보다는, 장기적 관점에서 전략적 성과의 제고를 위한 수출마케팅전략의 개발과 실행을 통해 재무적 성과를 제고시킬 수 있어야 할 것이다. 수출마케팅전략 실행효과는 경쟁우위에 긍정적 영향을 미치는 것으로 나타났다. 수출기업의 수출마케팅전략 실행효과가 높아질수록 해외시장의 소비자들에게 보다 높은 가치를 제공할 수 있게 되어 경쟁우위가 제고될 수 있다고 보아진다. 그러므로 수출기업은 수출마케팅전략 실행효과 제고가 수출기업의 경쟁우위의 강화로 이어짐을 인식하고, 수출시장 소비자들의 만족도를 제고시킬 수 있도록 보다 더 높은 가치를 제공할 수 있는 수출마케팅전략의 개발과 실행에 역점을 두어야 할 것이다. 수출마케팅전략 실행효과에 대한 영향요인 중에서 수출마케팅전략개발 역량을 제외한 수출마케팅프로그램 역량, 관계형성 역량 및 경영자 역량이 수출마케팅전략 실행효과에 긍정적인 영향을 미치는 것으로 나타났다. 이러한 분석결과를 통해 수출마케팅전략의 효과적인 실행이 이루어기 위해서는 수출마케팅전략을 구체적으로 실행할 수 있는 수출마케팅프로그램 역량과 관계형성 역량 및 경영자 역량이 중요함을 알 수 있다. 따라서 수출기업은 수출마케팅전략 실행효과를 제고시키기 위해 수출마케팅프로그램 역량과 관계형성 역량 및 경영자 역량 등을 강화해야 할 것이다.

삼성전자 인도법인의 마케팅 전략 분석: 마케팅 믹스의 현지화-표준화

신진영,이순철,정무섭 한국국제경영관리학회 2018 국제경영리뷰 Vol.22 No.4

In this article, we have analyzed the marketing strategy of Samsung Electronics India Ltd(SEIL) which has grown rapidly since its entry into India, and has recently achieved the top brand trust in India. In this study, we divided stages according to changing SEIL marketing strategies for 20 years and analyzed marketing strategy of SEIL. Then, we gave a grade of 1-5 to localization-standardization on marketing strategies of SEIL. As a result of the analysis, the marketing mix strategy of SEIL moved toward a 'standardization' strategy. Particularly, the adopting of standardization strategy accelerated after establishing global brand equity of Samsung. There are significant implications for Korean companies that emphasize 'localization strategy' as a key success factor in the Indian market. While global companies that entered before the 1990s did not succeed in the Indian market with the standardization strategy, the Korean companies succeeded in the Indian market with the localization strategy. However, since the 2000s the income level of Indian consumers has increased, and consumers' tendencies have changed rapidly. In particular, the new generation of India, which has experienced global environment and culture through the development of information and communication, has demanded for products of global level. Therefore, it was difficult to meet the demand of changed Indian consumers by the existing localization strategy. In this condition, SEIL has flexible approaches with standardization and localization strategy to the Indian market by segmenting. This is the contradicting result to Kotabe & Helsen's(2014) claim that ‘global firms transition their marketing strategy from standardization to localization' This study is meaningful that it is a compatible analysis between the standardization-localization strategies of SEIL case while previous studies on Korean companies operating in India focused on localization or localization as a success strategy. Based on the results of this study, we emphasized the importance of standardization strategy in Indian market and raised the necessity of re-evaluation of the Indian market strategy. It is also significant that the study was not limited in time periods but concentrated on the changing marketing strategy of SEIL in a relatively mid-term perspective. 본 연구는 인도시장에서 성공한 기업으로 평가받는 삼성전자 인도법인의 마케팅 전략을 분석한 것이다. 삼성전자 인도법인은 인도 진출과 동시에 매출이 급격히 증가하였고, 최근에는 인도 브랜드 신뢰도 1위에 올랐다. 본 연구에서는 삼성전자 인도법인의 진출 이후 약 20여년 간 매출과 마케팅 전략 변화에 따라 시기를 구분한 후, 현지화-표준화 수준에 대해 점수(1-5점까지)를 부여하여 삼성전자 인도법인의 마케팅 믹스(4P) 전략을 분석하였다. 분석 결과, 삼성전자 인도법인의 마케팅 믹스 전략은 전반적으로 ‘표준화’ 전략으로 수렴되는 것으로 나타났다. 특히 본사가 브랜드 자산을 구축하면서, 삼성전자 인도법인의 마케팅 전략은 이를 활용한 표준화 전략을 가속화하는 특징을 보인다. 이는 Kotabe & Helsen(2014)의 ‘해외 진출 기업은 표준화 전략에서 현지화로 전환 한다’는 주장과 상반된 결과이다. 기존 인도 진출 한국 기업에 관한 연구들이 현지화를 중심으로 연구되거나 현지화를 성공 전략으로 평가한 것과 달리 본 연구는 삼성전자의 표준화-현지화 전략에 대한 사례를 동태적으로 비교 분석을 하였다는 점에서 의의가 있다. 본 연구의 결과는 인도시장 마케팅 전략에서 표준화 전략의 중요성을 부각시킴으로써, 인도시장 마케팅 전략에 대한 재평가의 필요성을 제기한다. 본 연구는 특정 시기에 국한되지 않고, 비교적 중장기적 관점에서 삼성전자 인도법인의 마케팅 전략 변화를 집중적으로 연구했다는 점에서도 기존 연구와 차별화 된다.

B2B 시장에서 공급업체의 고객추천 마케팅 포트폴리오 전략이 조직학습 및 마케팅 역량에 미치는 영향

이한근 ( Han Geun Lee ),지성구 ( Seong Goo Ji ),강성호 ( Seong Ho Kang ) 한국유통물류정책학회 2021 유통물류연구 Vol.8 No.4

B2B 시장에서 정보의 제한과 구매로 인해 손실의 위험에 노출되어 있는 구매기업들은 보다 효과적이고 안전한 구매를 위해 노력한다. 이러한 측면에서 기존 공급업체들에 대한 고객추천은 구매기업들의 고민을 해소하는 보다 확실한 방안으로 각광받아 왔으며, 이에 고객추천 마케팅 포트폴리오 전략을 통해 많은 공급 업체들이 효율성 높은 마케팅 활동을 수행해 왔다. 하지만 고객추천 마케팅 포트폴리오 전략의 높은 효과성에도 불구하고, 어떠한 과정을 통해 공급업체들의 마케팅 역량이 향상되어지는지에 대한 구체적 메커니즘을 확인하는데는 소홀하였다. 이에 본 연구에서는 고객추천 마케팅 포트폴리오 전략을 내부 및 외부 포트폴리오 전략으로 나누고 조직 학습행동인 활용적 학습과 탐험적 학습과의 관계를 살펴보았다. 이와 더불어 활용적 학습 및 탐험적 학습과 마케팅 역량과의 관계도 확인하였다. 고객추천 마케팅을 수행하고 있는 217개의 기업들을 대상으로 구조화된 설문지를 바탕으로 하는 설문조사를 실행하였고 구조방정식모형을 통해 제시된 가설의 채택여부를 검증하였다. 검증결과, 고객추천 마케팅의 내부 포트폴리오 전략은 활용적 학습에, 외부 포트폴리오 전략은 탐험적 학습에 긍정적인 영향을 미치는 것으로 나타났다. 또한 활용적 학습은 시장감지 역량과 기술 개발 역량에, 탐험적 학습은 브랜드관리 역량과 고객관계 역량에 긍정적인 영향을 미치는 것으로 확인되었다. 본 연구결과를 통해 B2B 맥락 하에서 고객추천 마케팅 포트폴리오 전략이 마케팅 역량으로 이어지는 경로를 확인하였고, 이를 바탕으로 마케팅 역량을 향상시킬 고객추천 마케팅 포트폴리오 전략개발에 대한 시사점을 제공하였다. Despite some studies have discussed the importance of customer reference marketing portfolio strategy in decreasing the buyer’s decision making risk and increasing the supplier’s reputation, there has been lack of studies that reveal how customer reference marketing portfolio strategy provides organization learning in the form of internal activities, which influences the marketing capabilities in B2B market. Therefore, this study aim to identify and analyze a research model that customer reference marketing portfolio strategy(we classified customer reference marketing portfolio strategy into internal portfolio strategy and external portfolio strategy) enhances organization learning(we classified organizational learning into exploitation learning and exploration learning), which eventually improves marketing capabilities(we specified marketing capability as market sensing, technology linking, brand management, and customer management capability). To test research hypotheses, responses from 217 B2B firms in South Korea were collected, the research model was estimated by structural equation modeling. The results showed that internal portfolio strategy has a positive impact on exploitation learning. Second, external portfolio strategy has positively related to exploration learning. Third, exploitation learning has a positive impact on the both market sensing and technology linking capabilities. Finally, exploration learning has positively related to the both brand management and customer management capabilities. By investigating results of this study, it contributes to the extent literature by deepening the understanding of the underlying mechanisms through customer reference marketing portfolio strategy influences marketing capabilities.

호텔식음료종사원의 직무역량이 내부마케팅, 관계마케팅 및 시장지향성 전략에 미치는 영향

이준혁(Jun Hyuk Lee) 한국호텔외식관광경영학회 2012 호텔경영학연구 Vol.21 No.6

This study focused on the development of hotel F&B employees` competencies with the competency literature review. Through the 32 attributes, 6 factors were obtained: ``Human Resources Management Competencies``, ``F&B Service Competencies``, ``Operation Knowledge Competencies``, ``Marketing Competencies``, ``Information Technology Competencies``, ``Self-Development Competencies``. In the exploratory factor analysis about the hotel core strategies, internal marketing strategy, relationship marketing strategy, and market orientation strategy were also identified as following factors: ``Employees`` Benefit``, ``Empowerment``, ``Career development``, ``Education and Training``; ``Customer Management``, ``Customer Benefit``; ``Information Sharing``, ``Information Generation``, respectively. The research surveyed 316 samples and used Structural Equation Model for analysis and testing. The results show that hotel F&B employees` competencies(``Human Resources Management Competencies``, ``Operation Knowledge Competencies``, ``Marketing Competencies``) positively affects internal marketing strategy. The competencies have a significant relationship with relationship marketing and market orientation strategy, partially. Internal marketing strategy positively affects relationship marketing and market orientation strategy. Relationship marketing strategy also influenced market orientation strategy. Finally, the study closes with a discussion of our contributions and implications for theory and practice, limitations, and suggestions for future research.

A Study on Marketing Strategy Cases of the Young Casual Brands in L-Department Store - Focused on 5 Big Brands -

Yu Ji-Hun The Costume Culture Association 2004 Fashion, industry and education Vol.7 No.2

This study tried to suggest the effective future marketing strategies by analysing marketing strategies of five brands which were selected by sales amount and the growth rate among young casual brands in the L-Department store from 2001 to 2002. According to analysis, brand marketing could summarize to five marketing strategies such as culture marketing, emotion marketing, co-marketing, on-line marketing, and propose marketing. Culture marketing includes 'BB family marketing, star marketing, core marketing, experience marketing. One of the emotion marketing is 'Kidult marketing' which affects cute concept. Co-marketing includes 'Charisma marketing' that cooperates with distribute industry, 'Movata marketing' which cooperates with mobile communication industry, and 'Game marketing' which cooperates with game industry. There are some other marketing strategies such as consumer calling marketing, A.S.A. marketing which is for buyers, QR marketing for quick response, Web site's differentiate marketing and Logo marketing. The suggested marketing strategies for on-coming brands are 'distinguished strategy of the online contents', 'consumer calling strategy' and 'loyalty maximizing strategy'.

THE EFFECTS OF MARKETING CAPABILITIES FIT WITH EXPORTING MARKETING STRATEGIES ON HIGH GROWTH FIRMS’ PERFORMANCE: FOCUSING ON MANUFACTURING FIRMS IN KOREA

Kyong Ryul Koo,Kyung Hoon Kim,Seong-jae Moon 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.7

This study examined how fit between marketing capabilities and exporting marketing strategies affects high growth exporting manufacturing firms’ performance. The result indicates that the marketing infrastructure of high growth exporting firms affects marketing capabilities, the selection of exporting marketing strategies, and high performance. High growth exporting firms in this research belong to machinery, steel, vehicles, electronics & electricity industries. High growth firms by the OECD-Eurostat Manual on Business Demography Statistics (2007) achieve annual average sales or employment growth over twenty percent each year, during a three-year period, and to employ ten or more workers from the first observation year. High growth firms can be considered to have more appropriate marketing capabilities fit with efficient exporting marketing strategies. Barbero et al. (2011) indicated that high growth is based on market expansion and innovation, which is highly related to marketing capabilities. Vorhies & Morgan(2003) addressed that marketing organization fit with strategies affects positively marketing performance. Thus the purpose of this research is to examine the relationship between marketing infrastructure and marketing capabilities, to identify the influence of marketing infrastructure on marketing capabilities and the choice of marketing strategies, and to analyze the effect of fit between marketing capabilities and exporting marketing strategies on superior performance. The performance of high growth exporting firms can be obtained in various ways. Marketing capabilities can explain most the selection of strategy for performance (Barbero, Casillas, and Feldman 2011). Morgan, Katsikeas, and Vorhies(2012) addresses that architectural marketing capabilities influence directly export venture financial performance and that specialized marketing capabilities affect directly export venture market performance. The important role of marketing capabilities is positively associated with a more appropriate fit between identifying customers’ needs and implementing marketing strategies to achieve high performance (Barbero, Casillas, and Feldman 2011). Katsikeas et al.(2006) indicate that fit between marketing strategies and marketing infrastructure is a core factor on the performance of exporting firms. Vorhies and Morgan (2003) indicate that marketing capabilities fit with strategy is a vital engine of marketing performance. Although marketing strategy alone is not related to marketing performance (Barbero et al,2011), marketing organization fit with marketing strategy is positively related to marketing performance (Vorhies and Morgan, 2003). Katsikeas, Leonidou, Morgan(2000) analyzed export performance measures based on various primary data and indicated that the interrelation of export performance measures are considered. Vorhies and Morgan (2003) used the concept of ideal marketing organization profile and measured the relationship between fit of marketing capabilities and marketing strategies. Especially Shoham (1998) indicated that sales-related measures can be more reasonable for exporting firms at early stage, while profit-related measures can be more for export-experienced firms. These findings posit that to achieve high performance, high growth exporting firms understand the importance of fit between marketing capabilities and marketing strategies.