종합격투기 스포츠의 마케팅

홍진환(Hong, Jin Hwan),이유환(Lee, Yoo Hwan) 한국상품학회 2013 商品學硏究 Vol.31 No.6

연구목적: 스포츠 산업의 발전에 따라, 스포츠를 통한 마케팅뿐만 아니라, 스포츠의 마케팅도 점점 중요성이 높아지고 있다. 신생 스포츠단체인 UFC가 어떻게 치열한 경쟁에서 승리하여 세계 최대 종합격투기 스포츠 리그로 성장했는지에 대한 성공 요인 분석과 국제화 및 한국 시장에서의 마케팅 전략 분석을 통해서 '스포츠의 마케팅'에 대한 시사점을 찾아보았다. 연구 설계 및 방법론: 본 연구는 UFC에 대한 사례분석 방법을 이용하였다. 스포츠를 마케팅 대상으로 하는 종목/단체의 수가 한정되어 있고, 마케팅 전략 관점의 연구가 필요했기 때문이었다. 사례 연구는 2차 자료 조사와 전문가 인터뷰 등의 방법을 사용하였다. 분석 및 연구 결과: UFC의 성공 요인으로는 적극적 M&A를 통한 브랜드의 집중, TUF 프로그램, 선수를 활용한 스타 마케팅 및 애국심 마케팅 등을 들 수 있다. 그러나 이러한 UFC의 성공 요인들이 한국 시장에서의 마케팅 성공으로 이어지기 위해서는, 한국 시장 환경에 맞는 마케팅 전략과 사업모델에 대한 고려가 필요하다. 시사점 및 연구의 한계점: 본 연구는 UFC라는 신생 스포츠 단체의 마케팅 성공 사례 분석을 통해, '스포츠의 마케팅'에 있어서 브랜드 전략과 마케팅 커뮤니케이션, 글로벌 마케팅 등의 시사점을 제시한다. 그러나 사례 분석 중심의 탐색적 연구 방법론의 한계를 갖는다. 향후 연구방향: 향후 성과 분석을 포함한 실증 연구와 다른 스포츠와의 비교 분석 등을 통해 의미있는 결과를 도출할 수 있을 것으로 기대한다. 공헌점: 스포츠 산업의 성장에 따라, 스포츠간의 경쟁이 점점 치열해지고 있다. 본 연구를 통해 스포츠 종목/단체 등에 마케팅의 필요성을 인식시켜 주고, 스포츠의 글로벌 마케팅의 필요성, 각 팀의 성적보다 스포츠라는 생태계의 발전의 중요성 등의 시사점을 도출하였다. Purpose: With the rapid growth of the sports industry, the importance of 'marketing of sport' as well as 'marketing through sport' has greatly increased. The goal of this study is to explore the implications of 'marketing of sport' through the case of UFC (Ultimate Fighting Championship), a major MMA (Mixed Martial Arts) league. Design/methodology/approach: This study adopts a case study methodology to analyze the success factors of UFC along with a comprehensive marketing strategy in Korean market. Secondary data analysis and in-depth interviews are used to develop the case. Results/findings: Success factors of UFC can be summarized as aggressive M&A and brand unification, TUF(The Ultimate Fighter) program as an effective marketing communication tool, star marketing and patriotism marketing. However, these success factors are not sufficient conditions in Korean market because the UFC requires a more specific marketing program and business model in Korean market. Research implications/limitations: This study proposes several implications to sport-related organizations in order to conduct 'marketing of sport' through the success case of UFC such as branding, marketing communication and global marketing. However, this study is an exploratory study, which adopts a case study methodology that has several inherent limitations. Future work/research: The future direction of this study should include an empirical work or comparative study with other sports, hereby providing more meaningful results. Originality/value: The growth of the sports industry also arouses a strong competition among sports related organizations. This study suggest implications to the 'marketing of sport'. In addition, this study suggests the importance of global marketing of sports and sports as an ecosystem.

언택트 시대의 라이프스타일 변화에 따른 마케팅: 스포츠 브랜드 중심으로

김채림 ( Che Rim Kim ) 서경대학교 디자인연구소 2021 디자인 이노베이션 연구 Vol.7 No.0

Sports fashion brands have used various marketing strategies since ancient times. The purpose of this study is to investigate changes in consumer lifestyles in the untact era caused by the coronavirus in the Pandemic era and to present the direction of marketing that sports brands should apply in the future. Changes in sports brand marketing according to consumers' lifestyles are rapidly developing Due to COVID-19, people began to take care of their health and became interested in exercise, which served as an opportunity for female customers, along with existing male customers, to increase their concentration on sports brands. Due to changes in lifestyle habits such as restrictions on going out and non-face-to-face classes, industries using media such as life commerce, SNS, and streaming services have developed. Sports brands have used this to establish a framework for online marketing that was conducted offline. However, there was a limitation in that the advantages of face-to-face progress could not be incorporated as they were. In addition, topics on environmental protection, upcycle, and recycling have emerged since the 2000s, but they have not been treated as major keywords in the industry in that they have been difficult for consumers to feel. However, the perception that the world's population should protect the environment and health has grown, which has led to a movement for valuable consumption. This study proposes the marketing direction of sports brands from three perspectives through the above theoretical background. First, communication channels between brands and consumers shifted from offline to online. Sports brands have switched various hands-on marketing from offline to online, and have revised marketing strategies to meet the needs of various consumers, and are gradually expanding the scope of digital marketing. Second, there has been a change in consumers' values. As the keyword mining out emerged as a trend, more consumers aimed at value consumption focusing on eco-friendly such as sustainability, upcycling, and recycling. In line with this, sports brands are making efforts to develop new technologies such as upcycling and new material research using recycled fibers and inventory, and are focusing on forming a market where consumers can realize value consumption. Third, the boundaries of clothing are becoming ambiguous. This phenomenon is appearing due to the increase in the proportion of women's clothing, which occupied a low proportion in the existing sports clothing market. Sports brands are releasing lines for women such as leggings, women's training suits, and sneakers, and are focusing on developing designs tailored to women's physical conditions. This is seen as an opportunity to bring new consumers into the brand and is directly related to securing potential loyal customers in the future. This researcher has set the marketing direction of sports brands as the direction of high-tech, individuality and experience, and gender equality, and hopes that it will help future marketing research of sports brands for consumers.

MARKETING ISSUES IN MEDICAL TOURISM

Ki Nam Jin 글로벌지식마케팅경영학회 2015 Global Fashion Management Conference Vol.2015 No.06

Korea is a relative newcomer in the global medical tourism market. The reported success from of forerunners including Thailand and Singapore inspired Korea to consider medical tourism as a path toward economic development. In a time of economic recession, medical tourism presented opportunities to create jobs and generate revenue. After the Korean government designated medical tourism as a new growth engine in 2009, several actions including allocation of revenue, enactment of promotional law, and establishment of specialist committees were taken. In 2007, 16,000 foreign patients were treated in Korea, generating US$68 million in revenue. By 2013 this number had risen to over 210,000 patients, contributing revenue of US$390 million. The Korean government has set a target of treating over 1 million patients by 2020. Competitors including Thailand, Singapore, and India take a large fraction of the Asian medical tourism market and are continuously innovating medical tourism services and seeking to improve delivery. New entrants such as Japan are also attempting to achieve a share of the market. Furthermore, the rapid development of medical technology and changing customer generate market turbulence. In order to gain a competitive advantage in this highly turbulent market, countries need to differentiate their destination brand identity from others in the market. This involves medical tourism products providing unique values to the customers being developed and advertised. Such a context increasingly requires medical tourism industry competitors to consider marketing perspectives and skills. Marketing in the healthcare field has a relatively short history and was traditionally strictly regulated, emerging as an important tool for creating competitiveness in the healthcare field from the early 1980s (Thomas, 2010). The challenge is clear for the Korean medical tourism industry – ensuring a trajectory of growth in medical tourism requires innovative marketing campaigns. Many hospitals and clinics have developed medical tourism products and actively advertised them to target nations. The Korean government has sought to establish a favorable environment for promoting medical tourism, with actions ranging from de-regulation to allow medical institutions to undertake marketing activities targeted at foreign patients, to hosting global conferences and exhibitions. Korea also undertook a thorough review of the marketing activities of its competitors. This presentation aims to identify the marketing actions undertaken by both the Korean government and medical institutions within Korea, using it as a case to highlight the broader issues concerning the marketing of medical tourism within a regional and global marketplace. Medical tourism marketing within Korea is analyzed using the 7 Ps of marketing mix. The longstanding marketing mix framework consisting of 4 Ps was criticized as an inappropriate tool for healthcare field. The framework’s elaboration by Tracy (2014) suggested the 7 Ps – product, price, people, packaging, positioning, place, and promotion. The 7 Ps of marketing mix must be systematically reviewed, managed and coordinated. Without a vision and blueprint, marketing activities surrounding 7 Ps will be undertaken separately and sporadically. Attention to coordinating seven elements of marketing mix will ensure the most effective allocation of limited marketing resources. Marketing has the capacity to increase competitive edge. However such marketing can be a financial drain, providing a poor return on investment as measured by tourist spending per advertisement dollar. Inefficiencies, poor positioning, and misuse of channels can lead to poor returns of investment and these questions must be asked at the organizational level of providers as well as the state level and national approaches.

A Study on Marketing Strategy Cases of the Young Casual Brands in L-Department Store - Focused on 5 Big Brands -

Yu Ji-Hun The Costume Culture Association 2004 Fashion, industry and education Vol.7 No.2

This study tried to suggest the effective future marketing strategies by analysing marketing strategies of five brands which were selected by sales amount and the growth rate among young casual brands in the L-Department store from 2001 to 2002. According to analysis, brand marketing could summarize to five marketing strategies such as culture marketing, emotion marketing, co-marketing, on-line marketing, and propose marketing. Culture marketing includes 'BB family marketing, star marketing, core marketing, experience marketing. One of the emotion marketing is 'Kidult marketing' which affects cute concept. Co-marketing includes 'Charisma marketing' that cooperates with distribute industry, 'Movata marketing' which cooperates with mobile communication industry, and 'Game marketing' which cooperates with game industry. There are some other marketing strategies such as consumer calling marketing, A.S.A. marketing which is for buyers, QR marketing for quick response, Web site's differentiate marketing and Logo marketing. The suggested marketing strategies for on-coming brands are 'distinguished strategy of the online contents', 'consumer calling strategy' and 'loyalty maximizing strategy'.

인공지능 마케팅 연구에 대한 고찰

이준구,김영준,김경일 한국경영공학회 2021 한국경영공학회지 Vol.26 No.1

[Purpose] This study systematically reviewed artificial intelligence marketing papers published in domestic journals, and suggested trends, implications, and future studies of domestic AI marketing research. [Methods] From 1996 to 2020, 36 AI marketing papers were reviewed as follows. First, the overall research trend of AI marketing was investigated through various classification methods such as year, academic journal, industry type, college, and research method. Second, the research topics related to artificial intelligence marketing were classified into 10 fields, and the trends of AI marketing research in Korea were analyzed. [Results] As a result of the analysis, after the Go match between AlphaGo and Lee Se-dol, AI marketing research has rapidly increased, but most of them have been reported in a small number of related journals, and research has been focused on the University of Business and Engineering. In addition, while overseas research is active not only in B2B but also in the field of B2C marketing, most of it in Korea has been studied only in the field of B2C marketing. [Conclusion] Although domestic AI marketing research has recently attracted attention, it is only an repeated test for the concept and theory of overseas preceding research. Therefore, a theoretical approach is needed to increase the diversity and activation of marketing research in domestic AI marketing research.

INCORPORATING PUBLIC POLICY, REGULATORY, AND LEGAL ISSUES INTO THE MARKETING CURRICULUM

Steven W. Kopp 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Despite the continued and increasing relevance of public policy and regulatory issues in managerial marketing, legal topics related to marketing are often covered in little detail. “Business law” or “legal environment of business” courses typically address marketing issues superficially, while courses for marketing majors may include a few references to legal or regulatory topics as anecdotes or archaic history (e.g., Sherman Antitrust Act). Managerially germane topics such as consumer privacy, antitrust, consumer protection, product safety, or intellectual property may be cursorily included in an introductory business law course or principles of marketing course, but this does not insure connection of these concepts with “real life” significance. Many practical factors, such as globalization, and academic factors, such as those related to the establishment of a broad domain of research and conceptual development in “marketing and public policy,” have expanded the domain of marketing from a pure business orientation to one through which law, regulation, and public policy are worthy of more in-depth treatment of these topics in the tertiary marketing education curriculum. This paper outlines why and how “marketing and public policy” can be taught and how it can complement the broader curriculum of the business school. From the manager’s perspective, the legal environment of business often represents a series of challenges or impediments to the manager’s decisions and to a business’ success. At the same time, whether or not a consumer is aware of it, these same business impediments often represent protections to the consumer from financial or physical harm. Criminal sanctions in a global (or national) marketing context can include imprisonment for managers or multimillion dollar judgments against companies; this should provide sufficient incentive for marketing practitioners in the business community to develop an interest in marketing law, and this interest can be fostered through examples, cases, and student research. Public policy topics often compel decision makers to consider broad questions (“what is a market?”) as much as they must bear in mind matters related to consumers and competitors (“Is comparative advertising effective?”). Teaching marketing students to be concerned and informed about the law can produce marketing managers who are aware of their social and legal environments. Incorporating public-policy related examples across courses can also satisfy pedagogical objectives.

소셜미디어를 활용한 교육마케팅믹스 효과연구

박성민,강연수 한국기업교육학회 2019 기업교육과인재연구 Vol.21 No.3

Marketing is for making customer's demands. Recently Education organization prefer relation marketing to education contents. Education organization is facing a manifold change right now. Therefore the importance of customer is steadily increasing in education market. In addition, marketing media has a decisive effect on customer's selection. There has been a noticeable increase social media. Social media is receiving attention form education organization because it is important for marketing effect. But marketing effect using social media study is also not enough. So, this paper is studied marketing effect using marketing mix with social media. The study results are as follows. First, marketing mix satisfaction using social media influenced to the education performance. Second, marketing mix satisfaction using social media influenced to education organization image. Third, education performance influenced to education organization image. The fourth, education performance influenced to education organization preference. In conclusion, marketing mix with social media exercised a discursive influence education effect. These issues should be improved through continuous research on marketing mix with social media. 마케팅의 목적은 고객의 수요를 창출하는데 있다. 최근 교육기관에서도 교육수요를 창출하고자 교육컨텐츠에 초점을 두던 마케팅에서 고객과의 밀접한 관계형성을 통한 마케팅 전략이 대두되고 있다. 현재 국내 교육기관들은 국내외적으로 급격하게 변화하는 환경에 직면해 있다. 교육시장에서 소비자에 대한 중요성은 계속 높아지고 있다. 소비자를 교육장소로 끌어들이는 전략인 교육마케팅은 그 동안 한 두 개의 미디어를 이용한 홍보에 치우쳐져 왔다. 하지만 소비자의 변화와 기존 미디어 산업에 큰 변화가 오면서 많은 부분이 온라인 특히, 최근에는 소셜미디어를 이용한 마케팅이 크게 주목을 받는 상황이다. 마케팅 효과에 민감할 수 밖에 없는 교육기관에서는 이러한 소셜미디어를 활용한 교육마케팅을 도입하고 있지만 아직까지 그 효과에 관한 연구는 미진한 상황이다. 본 연구는 기업교육기관의 소셜미디어 마케팅 사례의 분석을 통해 교육마케팅 효과를 분석하여 향후 기업교육기관의 교육마케팅에 있어 소셜미디어를 활용한 사례연구를 통해 시사점을 도출하고자 하였다. 이에 본 연구는 2019년 4월 11일부터 15일까지 P기업 인재개발원에서 동일 프로그램을 수강한 교육생을 대상으로 총 300부의 설문지를 배포하여 296부를 수거하여 누락치가 있거나 불성실한 답변을 제거한 후 290부를 분석자료로 이용하였다. 연구를 통한 소셜미디어를 활용한 교육마케팅 효과는 다음과 같다. 첫째, 소셜미디어를 활용한 마케팅믹스에 대한 만족도가 높을수록 학습성과에 대한 인식은 긍정적으로 나타났다. 둘째, 소셜미디어를 활용한 마케팅믹스에 대한 만족도가 높을수록 교육기관에 대한 이미지는 긍정적으로 나타났다. 셋째, 학습성과를 긍정적으로 인식할수록 교육기관에 대한 이미지는 긍정적으로 확인되었다. 넷째, 학습성과를 긍정적으로 인식할수록 교육기관에 대한 애호도는 높게 나타났다. 따라서 소셜미디어를 활용한 마케팅믹스는 학습자의 학습성과 향상에 영향을 주었기 때문에 향후 교육 성과개선을 위해 소셜미디어를 활용한 마케팅믹스는 적극적으로 추진되어야 할 필요성이 있다.

게스트하우스 공간서비스 디자인을 위한 마케팅전략 - 마케팅믹스 7P 요소를 중심으로

지인서 ( Jee Inseo ),이정교 ( Lee Junggyo ) 한국공간디자인학회 2021 한국공간디자인학회논문집 Vol.16 No.5

(Background and Purpose) Travelers today seek emotional travel that differs from the traditional ways of traveling to express their individuality. This proves that unique service culture experiences along with accommodation prices have become an important factor in travel. Against this backdrop, space service design has become a key factor for guest houses in the form of accommodation to experience local living culture and cultural exchange that allow various interactions in public spaces. Therefore, this study studies programs and marketing strategies for spatial service design of guest houses. It particularly studies strategies for differentiating the design of guest house spatial services by applying the marketing mix 7P elements. (Method) First, concept definitions and necessary elements are investigated, deriving components and characteristics through theoretical consideration and prior study of spatial service design in guest houses. Second, for spatial services, marketing mix 7P elements are redefined through prior research and literature review, and characteristic elements are derived. Third, we propose an evaluation model that enables qualitative and quantitative analysis, with extracted spatial service design characteristics and marketing 7P elements as metrics. Fourth, the target selected for the case survey is analyzed by substituting it into the evaluation model, the correlation is proved, and the implications are derived. Finally, we extract and propose marketing strategies for spatial service design. (Results) Analysis of customer needs using guest house spatial characteristics, marketing methods, and marketing mix 7P showed that interaction, sensitivity, local culture, and openness were important factors, especially emotional empathy through safety and design props. In marketing, most guest houses attracted customers based on experience marketing and storytelling marketing. In marketing mix 7P elements, customer needs are formed around three factors: product strategy, people, and physical evidence. (Conclusions) To present an efficient marketing method for the guest house, characteristics of the guest house, marketing method, and marketing mix 7P elements were analyzed through case analysis. Local culturality and sensitivity among the key characteristics of guest house space were poor. The results derived by using characteristic elements of each marketing method showed that relationship marketing was somewhat insufficient. Quantitative analysis of marketing mix 7P to identify consumers' changing values and needs for travel showed that factors, such as products (space), people (human services), and physical evidence (space services) greatly affect consumer trends.

REDESIGNING MARKETING RESOURCES FOR PRODUCT INNOVATIONS -– THE EVIDENCE FROM POLISH COMPANIES

Maciej Mitrega 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

Marketing literature have widely discussed the interplay between marketing capabilities (i.e. company resources and competences in marketing-mix area), market orientation, company innovativeness and company performance (e.g. Knight & Cavusgil, 2004; Luca & Atuahene-Gima, 2007; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009). However, these studies presented static view of marketing capabilities and resources which becomes less and less relevant in today uncertain market environments (Day, 2011). In this study we follow dynamic capability view (DCV) in management research (Eisenhardt & Martin, 2000; Teece, Pisano, & Shuen, 1997) and we distinguish dynamic marketing capabilities (DMC) from other dynamic capabilities, company resources and competencies (Barrales - Molina, Mart?nez - L?pez, & G?zquez - Abad, 2014; Morgan, 2012). Specifically, we conceptualize Dynamic Marketing Reconfiguration (DMR) as a DMC grounded explicitly in dynamic capability view and we provide empirical test for a research model, where DMR is hypothesized as factor complementing Market Orientation and influencing on company product innovation success. Corresponding with contingency theory (Donaldson, 2001; Drazin & Van de Ven, 1985), in this study we hypothesize and test the idea that DMR is a company capability that is in a good “fit” with certain organizational and environmental factors. Morgan (2012) and Barrales - Molina, et al. (2014) have proposed dynamic marketing capabilities (DMC) aligned with concepts of “market knowledge” and “marketing resources” and they distinguish DMC from other company capabilities (e.g. manufacturing capabilities, SCM capabilities). Recent marketing literature illustrated empirically that there are actually various DMCs that the focal company may utilize to achieve competitive advantage. For example, Narver, Slater & MacLachlan (2004) focus on Proactive Market Orientation that enable dynamic sensing and satisfying unconscious consumer needs through new product development. Weerawardena, et al. (2015) tested the impact of global dynamic marketing capability and market focused learning on innovation performance and company early internationalization. In this study we focus on specific dynamic marketing capability that complements prior works in this area, namely Dynamic Marketing Reconfiguration (DMR). In line with DCV we conceptualize DMR as company routines oriented at transforming market knowledge into modified and new configurations of marketing resources that are better aligned with market changes. Corresponding with prior studies on static marketing resources and capabilities (Knight & Cavusgil, 2004; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009), we argue that DMR utilizes such static resources dynamically by systematic enriching and combining them, and,as the consequence, the company equipped with advanced DMR can improve their alignment with the market environment. We do not assume that DMR equals strategy orientating company only at new marketing resources (e.g. utilizing new market knowledge, implementing new advertising instruments, brand repositioning, entering new market segments), but rather at improved configurations of marketing resources (e.g. combing existing resources and marketing experience with new marketing tools in effective way). Our conceptualization of DMR mirrors some real marketing practices that are observable in case of companies operating successfully in regional markets and companies operating on global scale today. The spectacular illustration of DMR is Disney corporation strategy with regard to their new product “Star Wars: the Force Awakens” that was released in December 2015. Disney have implemented very dynamic, innovative and massive approach to promotion of their new product, complementing their traditional advertising tools (e.g. TV advertisement, toys) by modern instruments, such as fan events, new computer games, cartoons and PR in social media (Bart, 2015; Schwartz, 2015). The positive influence of Market Orientation (MO) on company product innovations and company performance was widely discussed in prior studies (Atuahene-Gima, 1996; Han, Kim, & Srivastava, 1998; Hurley & Hult, 1998; Kumar, Jones, Venkatesan, & Leone, 2011). Following Narver, et al. (2004), in this study we treat MO as business’s attempt to understand and to satisfy customers’ needs. Such understanding is useful at every stage of new product development. Additionally, MO does not help the company only through positive impact on product innovativeness, but also through leveraging effectiveness of all marketing resources and instruments, because they are aligned with knowledge about customer needs. Thus, we hypothesize: H1.1: The higher Market Orientation of the company, the stronger success of its product innovations. H1.2: The higher Market Orientation of the company, the better company performance. Dynamic Marketing Reconfiguration (DMR) complements company MO in attempts to improve product innovation success, because understanding and satisfying customer needs present rather static approach to marketing-market alignment. MO is not enough in today volatile markets, when company needs to constantly reconfigure marketing resources to develop and, especially commercialize, new products (Day, 2011; Barrales - Molina, et al. 2014). DMR does not only influence positively on product innovations, but it also directly influences on company performance. Systematically adjusting marketing resources to changes in market environment leverages sales of all company products, not only newly introduced ones. Therefore, we hypothesize: H2.1: The higher Dynamic Marketing Reconfiguration in the company, the stronger success of its product innovations. H2.2: The higher Dynamic Marketing Reconfiguration in the company, the better company performance. This research is focused on product (offering) innovations as the key innovation outcome of a firm’s marketing routines. Product innovation has been established in the management and strategy literature as an important driver of firm performance (e.g. Han et al., 1998). Thus, our hypothesis is:H3: The stronger Product Innovation Success, the better company performance. Companies do not operate in a vacuum, so this study follows contingency theory that postulates finding the “fit” between environmental contingencies and internal configurations within the company (Donaldson, 2001; Van de Ven & Drazin, 1984). So far, only a few studies applying dynamic capabilities perspective have discussed the role of contingencies which creates a research gap for our understanding of DCV (Barreto, 2010). Such research gap is even more visible with regard to our knowledge of dynamic marketing capabilities (DMC), because prior empirical studies in this area have largely ignored contingencies, except environmental uncertainty and firm age (Flatten, et al., 2015). Consequently, in this study we analyse the role of two contingency factors, namely: company size (internal configuration) and industry norms related to product customization (external configuration). Prior studies have presented blurred picture of the role of company size, because dynamic capabilities were also found effective in case of small enterprises (Døving & Gooderham, 2008; Salvato, 2003). Nevertheless, in this study we incorporate original DCV reasoning, because intuitively, in SMEs company routines may be replaced by other factors that are typical advantages of small scale enterprise. On the extreme point, in micro firms (e.g. below 10 employees), there is no need to standardize certain behaviours among employees at all, because all marketing actions, including planning, execution and control are performed usually by one person. Therefore, we hypothesize: H4.1: The Dynamic Marketing Reconfiguration has stronger influence on Product Innovation Success in big and medium companies in comparison to small companies. Contingency theory suggests controlling for the effects from not only organizational features, but also environmental factors (Donaldson, 2001; Van de Ven & Drazin, 1984). We follow Lampel & Mintzberg (1996) suggestion that “…some industries favour customization and some foster standardization…” (p. 21) and we assume that all industries may be distinguished into two main categories: High customization industry vs. Low customization industry. Such distinction is based on perceived dominance of customization vs. standardization practices among competing companies and it may be treated as a proxy to the popularization of relationship marketing strategy (Gr?nroos, 1994) and service-dominant logic (Vargo & Lusch, 2004) in a given industry. In industries, where high product customization function as a norm, the new product development works through collaborative efforts with customers and value co-creation (Hoyer, Chandy, Dorotic, Krafft, & Singh, 2010). Dynamic marketing capabilities oriented at marketing reconfiguration may be not effective in case of companies working in high customization industries, as close customer relationships popular in such industries demand customer trust and commitment rather than dynamic marketing, including utilizing newest marketing instruments (Mitrega & Katrichis, 2010; Palmatier, Dant, Grewal, & Evans, 2006). In sum, we hypothesize: H4.2: The Dynamic Marketing Reconfiguration has weaker influence on Product Innovation Success, when it is implemented in the industry that favours high product customization. We tested our hypotheses on the cross-sectional survey data based on the sample of 155 companies operating in Poland and we applied structural equation modeling(PLS-SEM) to estimate the hypothesized research model using SmartPLS 3.0 (Hair, Hult, Ringle, & Sarstedt, 2013; Ringle, Wende, & Becker, 2014). As our conceptualization of DMR is grounded in the dynamic capabilities view, we searched for such scales for this construct, which would reflect actions standardized among managers and other people involved in marketing (Eisenhardt & Martin, 2000; Teece, 2007). Thus, for DMR we have adapted selected scales proposed for dynamic capabilities by Pavlou & El Sawy (2011). The market orientation was measured in line with reactive market orientation (Narver, et al. 2004), product innovation success was measured according to Ritter and Gem?nden (2003) and company performance according to Reinartz et al. (2004). We applied single item measurement for our contingency factors. Specifically, company size was measured due to number of people employed in the company and industry norms with regard to product customization were measured through question: “Please specify, if your industry demands adjusting company offering to individual requirements of a given customer (e.g. detailed negotiations, product adjustments)”. After purifying measurement model through Exploratory Factor Analysis, we retained 18 items for our 4 latent constructs. The items are available by email upon request. Our measurement model received empirical support for its validity and reliability with regard to literature suggestions, i.e. AVE > 0.5; Cronbach Alpha >0.7; Alpha and Fornell-Larcker discriminant validity criterion (Fornell & Larcker, 1981; Hair et al., 2012). We conducted PLS-SEM analysis following Hair et al. (2013) suggestions. T-statistics were computed by applying a bootstrapping procedure with 5000 bootstrap samples. The detailed results of model estimation are available upon request. Path coefficients for the research model appeared to be all significant except the link between market orientation and company performance, which supports hypotheses H1.1, H2.1; H2.2 and H3, but rejects H1.2. Additionally, contingency effects were tested using Multi-Group Analysis (MGA) implemented in SmartPLS 3.0 (Ringle, et al.2014). The differences in coefficient for path DMR -> PROD. INNOV SUCCESS were found significant in sub-samples according to company size and according to customization industry norms. Specifically, in case of medium and big companies (n = 71) the influence of DMR on product innovation success was significantly stronger (b=0.59) than in case of small companies (n=84; b = 0.28). In case of companies that did not report product customization as industry norm (n=93) the influence of DMR on product innovation success was significantly stronger (b=0.46) than in case of companies that reported industry pressure on product customization (n=62; b=0.27). Thus, all hypotheses connected with contingency effects (H4.1; H4.2) received support. Our study corresponds with recent research devoted to dynamic marketing capabilities (Flatten, et al, 2015; Weerawardena, et al. 2015) and it enriches this research by looking at DMCs from a different angle. Dynamic Marketing Reconfiguration (DMR) that we focus on embraces explicitly these company routines that transform existing marketing resources into their new combinations better aligned with market changes. Thus, DMR is different to proactive market orientation (Narver, at al. 2004) as such PMO is oriented at latent customer needs, but does not assume marketing reconfiguration, e.g. in terms of utilizing new marketing tools. In contrast to Flatten et al. (2015), DMR does not focus only on dynamic pricing capabilities, but it refers to reconfiguration of all marketing resources (i.e. pricing and other marketing-mix elements as well). Our study validates and enriches study by Weerawardena, et al.(2015), where dynamic marketing capabilities were found as the leverage for innovation performance. Similarly to this recent study, our study also confirms positive influence of dynamic marketing capability on innovation performance, but study by Weerawardena et al. (2015) was limited to early internationalizing firms in US and Australia, so we provide different empirical setting for testing this influence (i.e. companies based in Poland in various stages of their internationalization). More importantly, we qualify Weerawardena et al. (2015) by combining insights from dynamic capabilities theory (Teece et al., 1997) and contingency theory (Donaldson, 2001; Van de Ven & Drazin, 1984) and we test previously neglected contingency effects, namely: company size and industry norms with regard to product customization. Our research results suggest that dynamic marketing capabilities, namely DMR, are especially important for bigger companies and for these companies that are not under pressure for strong product customization. It may mean that DMR should be not applied in case of these companies that follow relationship marketing approach (Palmatier, Scheer, Evans, & Arnold, 2008), especially these companies that operate in B2B settings. In general, our study follows recent call for better understanding of dynamic marketing capabilities through more rigorous conceptualizations and providing tests in various empirical settings (Barrales - Molina, et al, 2014).

마케팅믹스에 기초한 마케팅 분류

박상준 ( Sang June Park ),변지연 ( Ji Yeon Byun ) 한국항공경영학회 2008 한국항공경영학회지 Vol.6 No.2

These are the typical tools of marketing management employed by marketers. They are areas where marketing managers need to make decisions. These decisions affect the nature of the offering or package of benefits that the organization offers to customers. The tools are marketing mix which is commonly known as the 4P`s or 7P`s. The term mix is used to explain the point that at any one time the marketer will select a set of tools from the marketing toolbox or the marketing mix in specific proportions to solve specific marketing problems. In this paper, we try to understand what various marketing concepts are, and how and why they are used. As the first step of the understanding of the various marketing concepts, we classify the various marketing concepts based on the marketing mix. Then we try to find the differences of various marketing concepts.