This study investigates the effect of salability and marketing dashboards on cost control and customer performance from the viewpoint of environmental sensitivity in appliance manufacturing companies in Isfahan province. Given to research model, two primary hypotheses (which study the significant effect of salability and marketing dashboards on environmental sensitivity and significant effect of increased environmental sensitivity on cost control and customer performance) and four secondary hypotheses (which study significant effect of salability on environmental sensitivity, significant effect of marketing dashboards on environmental sensitivity, significant effect of environmental sensitivity on customer performance and significant effect of environmental sensitivity on cost control) were proposed. The survey was conducted using correlation-field method. The statistical population included one-hundred twenty four senior managers (marketing, manufacturing and research and development) of appliance manufacturing companies in Isfahan province. Sampling was not necessary because the statistical population was limited. Researcher self-made questionnaire containing 31 questions was tool of data collection. Supervisor professors and management experts confirmed validity of the questionnaire and the reliability was obtained via Cronbach's alpha coefficient equal to 97% that contained individual and specialized characteristics required to examine the hypotheses. One-hundred twelve questionnaires (return rate equal to 90%) were returned. The data collected via SPSS and AMOS software was analyzed through statistical tests at descriptive level (frequency, percentage, cumulative percent, mean and standard deviation) and inferential level (t-test, regression model, variance analysis, Kolmogoroff-Smirnoff test and Friedman test). Considering the output of structural equations, models' goodness of fit was suitable. According to the obtained results, all hypotheses were confirmed. Also, the results revealed that the independent variable of marketing dashboard has the highest effect in comparison with the dependent variable of salability. Path coefficient of marketing dashboard was equal to 48%. Therefore, salability and marketing dashboards have a significant effect on cost control and customer performance from the viewpoint of environmental sensitivity.
Ambrosini, V., Bowman, C. and Collier, N. (2009), “Dynamic capabilities: an exploration of how firms renew their resource base”, British Journal of Management,Vol. 20, pp. 9-24.
Atuahene-Gima, K (1993) "Determinants of technology licensing intentions: an empirical analysis of Australian engineering firms". Journal of product innovation management, No.10, pp. 230-240.
Barney, J. (2007). Firm resources and sustained competitive advantage. Journal of Management, 51(5 ), pp.45-53.
Barrales-Molina, Vanesa. Benitez-Amado, Jose. Perez-Arostegui, Maria N. (2010) Managerial perceptions of the competitive environment and dynamic capabilitiesgeneration, Industrial Management & Data Systems, Vol. 110 No. 9, pp. 1355-384
Campbell-Hunt C. (2000). What have we learned about generic competitive strategy? A meta-analysis. Strategic Management Journal, 21(2), 127-154.
Day, G. S. (1994). The capabilities of market-driven organizations.The Journal Day, G. S. Managing the market learning process. The Journal of Business andIndustrial Marketing, 17(4), 240–252.
Foster Brian D, John W. Cadogan (2000). Relationship Selling and Customer Loyalty: An Empirical Investigation, Marketing Intelligence & Planning, 18(4): 185-199.
Grant. R. M (1996) "Prospering in Dynamically-Competitive Environments:Organizational Capability", Organizational Science, 1 (4). 375-387.
Jain , S.C & Puni ,G. ,(1987).” Developing Marketing Strategy : a Framework ,Marketing Intelligence &Planning,Vol . 1 ,No .3 ,PP.9-34 .
Johnson, J. L., Sohi, R. S., & Grewal, R. (2004). The role of relational knowledge stores ininterfirm partnering. The Journal of Marketing, 68(3), 21–36.
Krauss, M. (2005). Marketing dashboards drive better decisions. Marketing News,39(16),1
Lehmann, D.R., and Winner, R.S., (1997),” ProductManagement”, McGraw Hill.
Miller, A., & Cioffi, J. Measuring marketing effectiveness and value: The Unisys marketing dashboard. Journal of Advertising Research. 3(1). Pp.201-220.
Morgan, N. A., Clark, B. H., & Gooner, R. A. (2002). Marketing productivity, marketing audits, and systems for marketing performance assessment: Integrating multiple
Morgan, N. A., Slotegraaf, R. J., & Vorhies, D. W. (2009). Linking marketing capabilities with profit growth. International Journal of Research in Marketing, 26(4), pp. 284–293.
O'Cass,& Ngo (2011). Winning through innovation and marketing: Lessons from Australia and Vietnam. Industrial Marketing Management, 40(8), 1319–1329.
P. Kotler (1997)"Marketing Management: Analysis, Planning, and Control", 9th ed., Prentice-Hall, Upper Saddle River, NJ.
Pauwels, K. H., Ambler, T., Clark, B. H., LaPointe, P., Reibstein, D., Skiera, B (2009). Dashboards as a service: Why, what, how, and what research is needed? Journal of Service Research, 12(2), 175–189
Plank Richard E, David A. Reid (1994), “The Mediating Role of Sales Behaviors: An Alternative Peaspective of sales Performance and Effectiveness”, Journal of Personal Selling & Sales Management, No. 14, pp. 43-56.
Porter, M. E. (1985). “Competitive advantage: Creating and sustaianing superor performance”,New York, A Division of - Millan, Inc.
Richard, G., Mcneill,ed,d,CHAME(1999),”prescriptions for consultative selling in the quality era” Journal of Personal Selling & Sales Management . No.25, pp. 21-45.
Rust, R. T., Ambler, T., Carpenter, G., Kumar, V., & Srivastava, R. K. (2004). Measuring marketing productivity: Current knowledge and future directions. The Journal of Marketing, 68(4), pp 76–89.
Senge, P.M. (1990). “The leader’s new work : Building learning organization”. Sloan management Review. No.25, pp. 7-23.
Teece, D.J. (2007), “Explicating dynamic capabilities: the nature and microfoundations of enterprise performance,” Strategic Management Journal, 28 (13), 1319-50
Vorhies, D. W., & Harker, M. The capabilities and performance advantages of market-driven firms: An empirical investigation. Australian Journal of Management, 25(2), 45–71.
Webster, F. E., Jr. (2000). “The rediscovery of the marketing concept”. Journal of Business, Horizons, No.65, pp. 29–39.
Weerawardena, J. (2003). “The role of marketing capability in innovation-based competitive strategy. Journal of strategic marketing, No.11, pp. 15-35.
Copyright: © 2014 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode
