Manufacturing and marketing interdependence in the new venture firm: An empirical study

Abstract

This research addresses the interdependent nature of manufacturing and marketing decisions in new venture firms. Based on an empirical study of new venture firms in the communications and computer equipment manufacturing industry, the research first shows that the perception of key aspects of the environment, entry barriers, and hostility does not differ between successful and unsuccessful new venture firms. Such a finding suggests that new venture success is based on much more than an accurate perception of the environment. In contrast, differences in performances are more likely to be attributable to the manner in which the firms constitute and implement their strategies, given their perceptions of the environment. The research also reveals no underlying difference in manufacturing and marketing breadth between successful and unsuccessful new venture firms. The research thus, does not support the proposition that successful new ventures must be limited in scope to a narrow product range, a small market segment, a narrow geographic market, and a limited number of distribution channels. A successful firm in this industry may strategically “focus” on alternative competitive advantages such as customization, delivery speed, product development and innovation. Such a concept of focus is not based on the notion of a narrow product mix for a particular market niche, but on a coherent set of tasks based on market requirements. This research illustrates the importance of the interaction between manufacturing and marketing decisions in predicting new venture firm success. However, the study also suggests that consistency among manufacturing decisions alone may be insufficient to predict firm success. Likewise, consistency among marketing decisions alone is insufficient to predict firm success. As a result, any study that purports to predict new venture firm success based only on an analysis of manufacturing decisions is suspect. The interaction of manufacturing and marketing decisions is only moderately successful in predicting firm success, indicating that the manufacturing and marketing interface is important, but still doesn't provide a complete picture of firm synergy. A more complete model for predicting firm success should likely incorporate other strategic, interdependent relationships with manufacturing and marketing decisions (i.e., the firm's human resource management strategy, financial strategy, R and D posture, etc).

Kapabilitas Pemasaran dan Operasi Serta Pengaruhnya Pada Supply Chain Management dan Kinerja Perusahaan

“…Anatan (2006) menyebutkan bahwa sumber keunggulan kompetitif perusahaan dapat ditemukan melalui kemampuan manajemen dalam mengkonsolidasikan kompetensi bidang fungsional perusahaan, yaitu kompetensi pemasaran, inovasi serta bidang operasi. Studi terintegrasi dilakukan oleh Deane et al (1991) yang mengkaitkan antara produksi dan pemasaran. Simpulan studi tersebut ialah bahwa strategi operasi dan pemasaran merupakan prediktor terbaik kesuksessan perusahaan.…”

“…Balasubramanian dan Bhardwarj (1999) menyatakan dimana perusahaan yang mempunyai kerja sama yang baik antara manajemen pemasaran dan operasi akan lebih bersaing dibandingkan perusahaan yang mempunyai konflik pada kedua bidang tersebut. Studi terintegrasi dilakukan oleh Deane et al (1991) yang mengkaitkan antara produksi dan pemasaran. Simpulan studi tersebut ialah bahwa strategi operasi dan pemasaran merupakan prediktor terbaik kesuksesan perusahaan.…”

The Role of Coordinated Marketing-Operations Strategy in Services: Implications for Managerial Decisions and Execution

“…They found that the majority of the proposed relationships were positive except when there were cases of low uncertainty. Similarly Deane, McDougall, and Gargeya (1991) found that while operations or marketing decisions are not sufficient by themselves to predict success of new venture firms, together these decisions can moderately predict success. O' Leary-Kelly and Flores (2002) also found that the impact of the integration of manufacturing and marketing/sales decision on organizational performance is moderated by a firm's business strategy and demand uncertainty.…”

Long and short-term effects of customisation on the service operations strategy

“…In the High Labour Intensity LEC scrviccs \Ve find the classic Profcssional Services such as Physicians, Lawyers, Accountants or Architects, while the same costs structurc with SEC gives us as rcsult Travel Agencies and Fairs, Expositions or Confcrcncc Arranger scrviccs. Figure 2b [23] have demonstrated that variables reflecting the interdependcncy of manufacturing/service and marketing strategics are the best predietor of firm sucecss. Other researches, like Heskett el al.…”

“…have mueh to do with the finn's compctitive advantages [23]. Strategie assessment, including the external and internal analyses wil!…”