Strategy-based performance measurement

Slater, Stanley F.; Olson, Eric M.; Reddy, Venkateshwar K.

doi:10.1016/s0007-6813(97)90037-9

Cited by 37 publications

(43 citation statements)

References 4 publications

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“…We employ the value disciplines framework of Treacy and Wiersema (1993) to investigate those potential differences. We chose the value disciplines framework because it is grounded in industrial economics theory (Porter, 1980(Porter, , 1981Tallon, 2007) and because of its marketing emphasis and prior application to marketing strategy issues (Krasnikov & Jayachandran, 2008;Leeflang & Wittink, 2000;Schnaars, 1991;Slater et al, 1997).…”

Section: Marketing Strategy In Commoditized Industriesmentioning

confidence: 99%

Toward an understanding of industry commoditization: Its nature and role in evolving marketing competition

Reimann

Schilke

Thomas

2010

International Journal of Research in Marketing

110

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Section: Marketing Strategy In Commoditized Industriesmentioning

confidence: 99%

Toward an understanding of industry commoditization: Its nature and role in evolving marketing competition

Reimann

Schilke

Thomas

2010

International Journal of Research in Marketing

110

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“…The value-creation view has emerged more clearly in marketing literature (e.g., Day 1990, Slater 1997, Hoffmann 2000, Slater and Narver 2000, Woodruff 1997) than in strategic management literature to such an extent that there has been discussion about customer value-based theory (see Slater 1997). Instead of creation of competitive advantage Slater et al (1997) even emphasise that the most important function of competitive strategy is to create superior customer value. This customer value creation is then a pre- requisite for competitive advantage (Slater and Narver 2000).…”

Section: Fo Rsman S How Do Small Rural Food-processing Firms Compete?mentioning

confidence: 99%

How do small rural food-processing firms compete?A resource-based approach to competitive strategies

Forsman¹

2004

AFSci

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The study was concerned with the competitive strategies of small food-processing firms in rural Finland and their ability to achieve and maintain a competitively advantaged position in relation to larger food companies in the dynamic and mature food market. Competitive strategies were approached from the resource-based view (RBV) that emphasises internal firm factors as sources of competitive advantage and long-term success. As strategic choices, differentiation was specifically considered. The main objective was to explain the relationships between resources, competitive advantage and firm success. To understand the ambiguous nature of the resources in the small-scale food production context, the study introduced a distinction between strategic resources and basic resources and the strategic relationship between them. The empirical part of the study was based on quantitative analyses of the survey data collected from 238 small (less than 20 persons), food-processing firms in rural Finland. The sample firms represented different branches of the food industry and 39% of them operated in connection with a farm. The linkage between resources, competitive advantage and firm success was investigated by means of cluster analysis, mean comparisons and LISREL modelling. The results demonstrated that there are some typical features relating to small-scale food production in Finland. The results also revealed that small-scale, rural food processing firms do not constitute a homogenous group of their own, but that different strategies among small firms can be identified as well. The analyses proved that a linkage between resources, competitive advantage and firm success can be identified, which is consistent with resource-based logic. However, according to the findings, following a particular strategy does not automatically ensure that a firm will achieve success. The analysis also showed that strategic resources and basic resources are strongly interlinked and that the relationship between basic resources and success was, however, considerably stronger than the link between strategic resources and success. The study concludes that resource deployment in terms of both strategic resources and basic resources should be balanced in order for a small food-processing firm to have the opportunity to establish a relatively favourable position in the market. Based on the results, theoretical, methodological and managerial implications are suggested and ideas for the further research are provided.;

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“…Ambler and Puntoni (2003) adopt brand popularity to directly measure marketing performance. Other criteria, such as the launch time of new products, the quality of new products, employee training, on-time delivery, the response time for customer complaints and inventory turnover have also been used to measure marketing performance (Maltz, Shenhar & Reilly, 2003;Olson & Slater, 2002;Slater, Olson & Reddy, 1997;Youngblood & Collins, 2003). The literature review reveals that the marketing performance evaluation indicators are similar and are even overlapped.…”

Section: Marketing Performancementioning

confidence: 99%

“…In recent years, many studies have explored the symbolic indicators contained in the four perspectives of the balanced scoreboard (Maltz et al, 2003;Olson & Slater, 2002;Slater et al, 1997;Tuan & Venkatesh, 2010;Youngblood & Collins, 2003). Some studies have even proposed adding new perspectives to the balanced scoreboard to reflect the different characteristics of enterprises (Potthoff, Olson, www.ccsenet.org/ijbm…”

Section: The Balanced Scorecardmentioning

confidence: 99%

A Study of Marketing Performance Evaluation System for Notebook Distributors

Chang¹,

Chen²,

Ho³

2012

IJBM

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The hi-tech industry plays an important role in the industry structure of Taiwan as evidenced by the development of the information industry, with the notebook industry in the lead. The aim of this study is to develop a marketing performance evaluation model for Taiwanese notebook distributors. A total of 19 marketing performance evaluation indicators, including financial-perspective factors, customer-perspective factors, internal process factors, and innovation and learning factors are established based on a review of the relevant literature. Each indicator is arranged into four criteria according to the balanced scorecard method. The analytic hierarchy process (AHP) is used to decide the priority and relative weights of the criteria. The management of notebook distributorships can use this marketing performance evaluation model to objectively assess their performance.

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Strategy-based performance measurement

Cited by 37 publications

References 4 publications

Toward an understanding of industry commoditization: Its nature and role in evolving marketing competition

Toward an understanding of industry commoditization: Its nature and role in evolving marketing competition

How do small rural food-processing firms compete?A resource-based approach to competitive strategies

A Study of Marketing Performance Evaluation System for Notebook Distributors

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