The Model of Marketing Communications Effectiveness: Empirical Evidence From Slovenian Business-to-Business Practice

Abstract

The paper's purpose is to add to the body of knowledge on marketing communication effectiveness by developing and testing the model of marketing communication effectiveness in the business-to-business markets. Based on past research from the marketing communications and business-to-business marketing literature, the model is tested to examine the impact of antecedent variables on marketing communications effectiveness and organizational performance. Our analysis indicates that a central concept of marketing communication effectiveness is influenced by different variables. We also confirmed a positive impact of marketing communication effectiveness on organizational performance in case of Slovenian companies.

A New Socio‐economic Order: Evidence About Employees' Values' Influence on Corporate Social Responsibility

“…Management authors expose connections between employees' VCEN and CSR (Maon et al ., ; Ralston et al ., ; Jerman and Zavrsnik, ). We focused on relations between employees' personal values (representing VCEN) and aspects of CSR.…”

Current and future use of management tools

“…An overview of the literature about well-known and most used management tools reveals that discussions dealing with single management tools are often focused on a special theme and specifi c purpose according to the circumstances of discussion [14], [24], [32], [42], [43]. From the viewpoint of linkage between current and future use of management tools, there is no equivalent or similar approach in the literature.…”

“…Outsourcing has been at the forefront of almost every organizational restructuring during the 1980s in organizations operating in high-developed countries [21], while nowadays it lags behind tools aimed at supporting customer satisfaction [27], [49], clear long-term development, and competitive comparing [24], [49]. In the studied catching up countries, this tool is among the top used; in Slovenia, it is a top-used tool and in Croatia, it is ranked sixth.…”

“…The majority of those tools are today well-known and most widely globally used tools, like benchmarking, strategic planning, mission and vision statements, customer relationship management, outsourcing, the balanced scorecard, and customer segmentation [47], [48], [49]. Literature reveals that globally most used tools are aimed to support customer satisfaction (e.g., customer relationship management, customer segmentation) [27], [45], followed by those supporting the long-term and clear future development of an organization (e.g., strategic planning, mission and vision statements) [25], [36], [40], supporting competitive comparing (e.g., benchmarking) [11], [24], and supporting optimization processes in an organization (outsourcing, core competencies, business process reengineering) [21], [42], [43]. There is also evidence about decreasing the use of some traditional tools.…”

“…But those management ideas and concepts are in the literature rarely discussed on the level of their use as a management tool [2], [57]. It is evident that developed ideas and concepts (consequently also tools) are in literature mainly dealt with separately, for the most part as a single tool [14], [21], [24], [36], [42], while some studies consider few tools jointly [25], [40] due to their interrelatedness.…”