营销渠道和营销策略外文文献资料.docx

1、营销渠道和营销策略外文文献资料文献出处：Paswan A K, Blankson C, Guzman F. Relationalism in marketing channels and marketing strategyJ. European Journal of Marketing, 2015，45(3): 311-333.Relationalism in marketing channels and marketing strategyPaswan, Audhesh K; Blankson, Charles; Guzman, FranciscoAbstractPurpose - The

2、 purpose of this paper is to examine the relationship between marketing strategy types - aggressive marketing, price leadership and product specialization strategies - and the extent of renationalize in marketing channels. Design/methodology/approach - Data were collected using a self-administered s

3、urvey from managers responsible for marketing and channels management in US pharmaceutical firms. The responses to the questions capturing focal constructs were measured using a five-point Liker type scale. Data were analyzed using Principal Component Analysis and Structural Equation Modeling proced

4、ures. Findings - Aggressive marketing strategy and price leadership strategy are positively associated with the level of renationalize in marketing channels. In contrast, product specialization (focus) strategy is negatively associated with the level of renationalize in marketing channels. Originali

5、ty/value - The relationship between marketing strategy and the emergent renationalize among marketing channel intermediaries is critical for the firms ability to meet objectives. This relationship has not been investigated so far and, from a managerial perspective, managing marketing channels is cri

6、tical for successful implementation of marketing strategies. Keywords: Relationship marketing,marketing strategy,Distribution channels and marketsIntroductionThe concept of renationalize (i.e. extent to which relational norms guide the interactions between business partners) has been extensively stu

7、died within the overlapping rubrics of marketing channels (see 14 Black and Peoples, 2005; 21 Boyle et al. , 1992; 32 Dent and School, 1992; 88 Aswan et al. , 1998; 112 Zhang et al. , 2003), logistics, and supply chain networks (13 Penstock et al. , 1997; 33 Davis and Meltzer, 2006; 40 Germaine and

8、Ayer, 2006; 44 Griffith and Myers, 2005; 78 Meltzer et al. , 1989; 83 Morris and Carter, 2005; 97 Srivastava et al. , 1999; 108 Williams et al. , 1997). The general consensus in the literature is that the presence of strong relational norms among marketing channel intermediaries is associated with f

9、actors such as performance (see 14 Black and Peoples, 2005; 44 Griffith and Myers, 2005; 60 Kahn et al. , 2006; 83 Morris and Carter, 2005), channel management and governance, and conflict resolution (21 Boyle et al. , 1992; 22 Brown et al. , 2000; 32 Dent and School, 1992; 45 Gonzalez-Hernando et a

10、l. , 2003; 57 Jap and Gamesman, 2000; 68 Liu et al. , 2008; 88 Aswan et al. , 1998; 104 Vazquez et al. , 2007), information exchange (53 Holmes and Srivastava, 1999), and competitiveness (112 Zhang et al. , 2003). Notwithstanding, to our best knowledge, the relationship between marketing strategy an

11、d the emergent relational norms in marketing channels has not received adequate research attention in the extant literature. Closing this gap in the literature is crucial given that both marketing strategy and marketing channels, including norm based governance of marketing channels, are inextricabl

12、y linked to the success of the marketing function. To this end, the focus of this study is to examine the linkages between the level of renationalize among marketing channel intermediaries and the marketing strategy. Before proceeding any further, we would like to acknowledge that while the focus of

13、 this study is on relational norm (or renationalize) within the business-to-business context, a review of the literature shows that renationalize and relationship marketing are mutually inclusive (24 Christopher et al. , 1991; 48 Gambeson, 1987; 105 Flouts et al. , 2002). In fact, according to 105 F

14、louts et al. (2002), the scope of relationship marketing includes external and internal and upstream and downstream constituencies. While modern marketing practices reflect the maximization of customer value, the onus of relationship marketing is reflected in the dictum proposed by 48 Gambeson (1987

15、) that everyone in the firm is a part-time marketer. The latter is taken further by 105 Flouts et al. (2002) who assert that relational and transactional forms of relationships are not necessarily mutually exclusive. The authors suggest that in order for firms to engage with their dynamic target mar

16、kets (i.e. business-to-business, business-to-customer, or both), and to effectively manage the relationship with them over time, firms should develop relationship marketing chains (see also, 89 Peck et al., 1999). Pursuant to the aim of the study, the first focus of this research reflects the fact t

17、hat a key marketing objective is to meet the customers needs, wants, and aspirations and that in order to fulfill these goals, firms must manage the channel intermediaries and logistics function to ensure the effective and efficient flow of goods, information, and revenue (see 28 CSCMP, 2005; 32 Den

18、t and School, 1992; 40 Germaine and Ayer, 2006; 43 Gill and Allerheiligen, 1996; 66 Larson et al. , 2007; 98 Stank et al. , 2007). Studies in the field of channels and logistics acknowledge that marketing channel networks with strong emergent relational norms (i.e. spirit of cooperation, long term o

19、rientation, and a feeling of solidarity are likely to yield better results. Some have even suggested that renationalize is the cure for all business problems (for example 43 Gill and Allerheiligen, 1996; 60 Kahn et al., 2006; 85 Nordmeyer et al., 1990; 110 Womack et al., 1991). However, others have

20、taken a more cautious stance towards the linkage between the concept of renationalize and its outcomes (see 30 Curran et al., 2008; 32 Dent and School, 1992; 88 Aswan et al., 1998). The second focal direction of this study is marketing strategy - the way in which firms create value and define their

21、operational boundaries. The literature also stresses the importance of a good fit between marketing strategy and governance structure (see 14 Black and Peoples, 2005; 38 Galbraith and Karajan, 1986; 44 Griffith and Myers, 2005; 77 Meltzer et al., 2001; 91 Porter, 1980; 92 Powell, 1992; 94 Slater and

22、 Olson, 2000, 95 2001). Together, the renationalize in marketing channels and marketing strategy literature streams imply that while long term relationships between marketing channel intermediaries may be pivotal for a firms strategy, there is some ambiguity about the exact nature of this relationsh

23、ip; in other words, not all strategies harmonize well with renationalize in marketing channels. To that end, this investigation focuses on the following research question: RQ1. Are relational norms among marketing channel intermediaries suitable for every marketing strategy, or are some marketing st

24、rategies more suitable for relational norms while others may in fact be negatively affected by the presence of strong relational norms? From a managerial perspective, managing marketing channels is critical for successful implementation of marketing strategies. Given the fact that governance using r

25、elational norms is considered by most as a more effective way of managing marketing channels, managers need to be cognizant of the exact relation between emergent renationalize in marketing channel and marketing strategy. In the ensuing sections of this paper, the literature on renationalize in mark

26、eting channels is examined, followed by a discussion on marketing strategy and the rationale for the hypotheses. The method section is presented next. The last sections include a discussion of the findings, managerial implications, and limitations of this study. Marketing channel intermediaries and

27、relational normsMarketing channels typically consist of intermediaries that function in a cohesive manner to meet the customers needs and wants while fulfilling the intermediaries goals (see 5 Alderson, 1954; 19 Bowers ox et al., 1980). While contractual or corporate channels are not uncommon, recen

28、t studies have questioned the traditional linear perspective of the supply chain and have suggested a more complex network perspective (1 Carol, 1997; 4 Carol and Kilter, 1999; 96 Snow, 1997; 107 Walker, 1997). 4 Carol and Kilter (1999, p. 148) define a network organization as: an interdependent coa

29、lition of task- or skill-specialized economic entities (independent firms or autonomous organizational units) that operates without hierarchical control and is embedded, by dense lateral connections, mutuality, and reciprocity, in a shared value system that defines membership roles and responsibilit

30、ies. For the purposes of this research, we focus on channel intermediaries that are independent businesses and loosely aligned through consensus. They could be part of a simpler supply chain or could be part of a more complex network. In any case, to fulfill customer needs and wants, marketing chann

31、el systems or networks perform various activities such as physical distribution, warehousing, storage, flow of information, flow of revenue and profits, and logistics, to name a few (see 19 Bowers ox et al. , 1980; 99 Stern et al. , 1996). These words also appear in some combination under labels suc

32、h as supply chain management and logistics (see 20 Bowers ox et al., 1995; 23 Christopher, 1992; 27 Cooper et al., 1997; 28 CSCMP, 2005; 36 Forrester, 1958; 42 Gibson et al., 2005; 58 Jones and Riley, 1985; 77 Meltzer et al., 2001; 80 Min and Meltzer, 2000). Despite the divergent perspectives, the importance of relational norms towards the efficient and effective functioning of a distribution channel has been acknowledged in the channels and supply chain areas (e.g., 21 Boyle et al. , 1992;