一个通过参数和非参数分析的整合经销商营销能力性能标杆管理方法.doc

Industrial Marketing Management 39 (2010) 150–160 M. Billur Akdeniza,?, Tracy Gonzalez-Padronb,1, Roger J. Calantone An integrated marketing capability benchmarking approach to dealer performance through parametric and nonparametric analyses 一个通过参数和非参数分析的整合经销商营销能力性能标杆管理方法 关键词： Marketing capabilities营销能力 数据包络分析 随机前沿分析 经销商网络 The general definition of benchmarking is the process of evaluating and emulating the products, services, and processes of best performing organizations. Comparing the way a company performs a specific activity with that of its competitor enables that companies learn how to lower costs, reduce defects, increase quality, improve performance or even identify some best practices linked to company excellence (Donthu et al., 2005) 标杆管理的一般定义是评估和模拟的过程产品、服务和流程表现最好的组织。比较公司执行一个特定活动的方式与它的竞争对手使该公司能够学习如何降低成本,减少缺陷,提高质量、改善性能,都与公司的卓越性有关(Donthu et al .,2005)。 Eight steps are employed in the benchmarking process (e.g.,Camp,1989, 1995; Garvin, 1993); 1) identify processes, activities or factors to benchmark and their primary characteristics, 2) determine what form is to be used: generic, functional, competitive or internal, 3)determine who or what the benchmark target is firm, industry, or process, 4) determine specific benchmark values by collecting and analyzing information from surveys, interviews, business or trade publications, and other sources of information, 5) determine the best practice for each benchmarked item, 6) evaluate the process to which benchmarks apply; and establish objectives or improvement goals, 7) implement plans and monitor results, and 8) recalibrate internal base benchmarks 八个步骤被应用于市场能力标杆管理(如，camp,1989,1985;Garvin,1993); 1)识别流程,活动或因素不被视为一个竞争分析;它关注学习和形式变化的基础。组织进行标杆分析使用过程中发现的信息建立优先级和目标的过程改进,可以改变商业实践。因此,确切地说,基准的定义是一个以市场为基础的学习过程,通过它只是试图确定最佳实践产生优越的结果在其他公司和复制这些实践来增强自己的竞争优势 随着时间的推移,的重点已经从一个内容聚焦过程视角关注该公司的能力,以产生更高的性能结果)。准备的一份企业营销管理(EMM)集团关于公司功能表示,尽管它的重要性,营销所有主要的业务流程和功能。然而,随着营销在公司战略决策角色的增加,标杆管理已经成为企