PATTERNS IN MARKETING PRACTICES OF RUSSIAN COMPANIES ACROSS FOUR FINANCIAL GROUPS

A.Grigoriev,Darya Lagutaeva,Olga Tretyak 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

This paper broadly addresses the development of optimal marketing budget allocating among firms in the Russian market and applies methodologies produced by the contemporary marketing practices (CMP) project (New Zealand, the university of Auckland). From that project, it would seem that there are two separate paradigms that distinguish modern firms, namely a transactional approach and a relational approach. In a transactional type, the marketing campaign depends entirely upon closing the sale, based on a marketing miх or 4P conception. Relational marketing is based, rather, on a long term relationships with the customer, and it is generally typical of B2B markets where a limited number of companies try to develop customer’s loyalty due to the strong competition. Using marketing practices according to these two paradigms in Russia as an emerging market, however, reveals a difficulty in determining how to apply the CMP method to businesses: how is firm efficiency in these markets associated with one paradigm or the other? Is the situation in Russia typical for transition or emerging markets, or is it closer to that of advanced market economies, and which patterns in marketing practices do companies from different financial level prefer? Finally, how can firms use this approach to optimize marketing resources allocation? These questions were not resolved by the CMP project, yet they are critical for understanding the evolution of firms in transition countries such as Russia. The theoretical understanding in the literature shows a general cross-country relationship between marketing practices and firm efficiency. It is generally admitted that marketing creates value for a company, e.g. by analyzing customer database, selecting profitable clients segments, activities of the company, choosing an appropriate business model and strategic direction of the company. These are some of the most prominent reasons why marketing and company’s revenues are closely connected (Doyle, 2000; Rust et.al. 2004). The literature on marketing practices additionally identifies several regularities for developed and emerging markets: 1. Increased effectiveness can be achieved primarily by using database technology: switch marketing attention from markets to customers (individuals) and analyze clients flow. (Sheth and Sisodia, 2002; Rust and Chung, 2006) 2. Markets should be aimed not only at the customer acquisition but also at the customer retention. (Sheth and Sisodia, 2002) 3. Marketing is mostly characterized by delayed effect in time, implying companies should relate marketing activities with longer term effects (Dekimpe, Hanssens, 1995). 4. The consumer-company interrelation influence on the cumulative level of the marketing assets of the company. (Reinartz and Kumar, 2002)

한국 마케팅 思考의 변천에 관한 연구

문병준 한국기업경영학회 2009 기업경영연구 Vol.16 No.3

The Republic of Korea has the 60th anniversary last year and Korean companies have its 60 years history. At the turning point of this seminal history of Korean companies, this study retrospects the evolutions and trends of marketing thoughts in Korea and prospects future direction. To this end, it examined existing domestic and foreign studies regarding marketing thought schools. Resultantly, Sheth and Gardner(1982)’s six marketing schools and Shaw and Jones(2005)’s nine marketing schools classifications are perceived as most appropriate because they are and most comprehensive and quoted frequently by other studies. The nine marketing schools are as follows: marketing functions school, commodities school, institutional school, marketing management school, marketing system school, consumer behavior school, macro-marketing school, exchange school, and marketing history school. Based on these classification schemes, this study examined 400 papers published at 22 books of the Journal of Korean Marketing Association and 158 papers published at 66 books of the Korean Management Review, and 210 papers published at 36 books of the Korean Journal of Marketing, taken together 768 papers, and analyzed the history of marketing thoughts in Korea. The selection of journals to be analyzed may influence the result of the study significantly, thus it should be administered based upon a valid and reliable criteria. The citation index journals of marketing discipline cited by NRF(national research foundation) are as follows: Journal of Korean Marketing Association, Korean Journal of Marketing, Journal of Marketing Management Research, Journal of Global Academy of Marketing Science, Journal of Consumer Studies, Journal of Distribution Research, Advertising Research, Korean Journal of Advertising, Journal of Commodity Science and Technology, and Consumption Culture Study. This study selected and analyzed Journal of Korean Marketing Association and Korean Journal of Marketing which are published by the Korean Marketing Association, the leading academic association of marketing discipline in South Korea and Korean management Review published by the Korean Academic Society of Business Administration, the leading academic association of business administration discipline including marketing. The reason of choosing these journals are as follows: First, Journal of Consumer Studies, Journal of Distribution Research, Advertising Research, Korean Journal of Advertising, Journal of Commodity Science and Technology, and Consumption Culture Study are excluded because they specialized in a specific area of marketing rather than diverse areas of marketing. Second, Journal of Marketing Management Research and Journal of Global Academy of Marketing Science also publish papers of diverse areas in marketing, however, very unfortunately the authors couldn’t get the whole volumes of these journals. The analysis result shows that papers of consumer behavior school, the representative school of marketing after so called paradigm shift, occupied 41.7% in 1986, the year of inauguration of Journal of Korean Marketing Association, and they didn’t show any growth for the mean time, and recorded 52.6% share in 2004. In total, the papers of consumer behavior school has been showing the leading position by occupying 39.1%. Papers of marketing management school, another representative school in marketing occupied 16.7% in 1986, the year of inauguration of Journal of Korean Marketing Association, and increased into 41.7% and 50.0% in two consecutive years after the year and showed fluctuation between 20% and 40%. In total, the papers of marketing management school has been showing 35.8% share. These two leading schools has been occupying the majority position by recording 74.9% share. The analysis result also shows that papers of marketing functions school, commodities school, and institutional school, so called traditional schools, occupied relatively minor shar... 지난해 대한민국이 건국 60주년을 맞이하였고 그에 따라 한국 기업들도 60년의 역사를 갖게 되었다. 이러한 한국 기업사적 전환점을 맞아 본고에서는 우리나라의 마케팅 사고가 어떻게 태동되고 변천해왔는가를 회고하고 향후 전개방향을 전망해 보았다. 이를 위하여 국내외의 마케팅 사고의 학파에 관한 기존의 연구를 검토하였는데, Sheth와 Gardner(1982)가 제시한 6개 마케팅 학파분류와 Shaw와 Jones(2005)가 제시한 9개 마케팅 학파 분류체계가 마케팅 사고에 관한 연구들에서 가장 광범위하게 인용되는 분류체계인 것으로 분석되었고, 특히 Shaw와 Jones(2005)의 분류가 가장 최근에 제시된 분류체계인데다 타 학자의 분류체계를 포괄하면서 보다 세분화된 분류체계인 것으로 판단되어 본 연구에서는 이 분류체계를 채택하여 연구를 진행하였다. 본 연구에서는 이들 분류체계를 토대로 하여 국내의 마케팅 분야를 대표하는 학술지인 「마케팅연구」의 창간호부터 최근호까지의 전 22권에 게재된 총 400편의 논문과 동일한 기간 중 「경영학연구」 전 66권에 게재된 총 158편, 「한국마케팅저널」의 창간호부터 최근호까지 210편을 합하여 총 768편의 마케팅 논문에 대하여 각각 해당하는 마케팅 학파를 분류하고 한국 마케팅 사고의 변천을 분석하며 향후 과제를 검토하였다.

한국 금융회사 마케팅 현황에 대한 탐색 연구

천성용 한국마케팅학회 2010 ASIA MARKETING JOURNAL Vol.12 No.2

Marketing financial services used to be easier. Today, the competition in financial services is fierce. Not only has the competition become more intense, financial services have also changed structurally. In an environment with various customer needs and severe competitions, the marketing in financial services industry is getting more difficult and more important than before. However, there are still not enough studies on financial services marketing in Korea whereas lots of research papers have been published frequently in some international journals. The purpose of this paper is (1)to review the literature on financial services marketing, (2)to investigate current marketing activities based on in-depth interview with financial marketing managers in Korea, and (3)to suggest some implications for future research on the financial services marketing. Financial products are not consumer products. In fact, they are not products at all in the way product marketing is usually described. Nor are they altogether like services. The financial industry operates in a unique way, and its marketing tasks are correspondingly complex. However, the literature review shows that there has been a lack of basic studies which dealt with inherent characteristics of financial services marketing compared to the research on marketing in other industries. Many studies in domestic marketing journals have so far focused only on the general customer behaviors and the special issues in some financial industries. However, for more effective financial services marketing, we have to answer following questions. Is there any difference between financial service marketing and consumer packaged goods marketing? What are the differences between the financial services marketing and other services marketing such as education and health services? Are there different ways of marketing among banks, securities firms, insurance firms, and credit card companies?In other words, we need more detailed research as well as basic studies about the financial services marketing. For example, we need concrete definitions of financial services marketing, bank marketing, securities firm marketing, and etc. It is also required to compare the characteristics of each marketing within the financial services industry. The products sold in each market have different characteristics such as duration and degree of risk-taking. It means that there are sub-categories in financial services marketing. We have to consider them in the future research on the financial services marketing. It is also necessary to study customer decision making process in the financial markets. There have been little research on how customers search and process information, compare alternatives, make final decision, and repeat their choices. Because financial services have some unique characteristics, we need different understandings in the customer behaviors compared to the behaviors in other service markets. And also considering the rapid growth in financial markets and upcoming severe competition between domestic and global financial companies, it is time to start more systematic and detailed research on financial services marketing in Korea. In the second part of this paper, I analyzed the results of in-depth interview with 20 marketing managers of financial services companies in Korea. As a result, I found that the role of marketing departments in Korean financial companies are mainly focused on the short-term activities such as sales support, promotion, and CRM data analysis although the size and history of marketing departments to some extent show a sign of maturity. Most companies established official marketing departments before 2001. Average number of employees in a marketing department is about 58. However, marketing managers in eight companies(40% of the sample) still think that the purpose of marketing is only to support and manage general sales activities. It shows that some companies have sales-orie... 투자상품의 확산, 고령화 등으로 인한 금융니즈 다양화와 자본시장법 시행으로 인한 금융회사간 치열한 경쟁으로 인해 금융산업 내에서 마케팅의 역할이 더욱 중요해지고 있다. 그러나, 지금까지 다른 산업에 비해 금융산업의 마케팅 연구는 상대적으로 부족하였다. 본 연구는 향후 구체적인 금융마케팅 연구들이 진행되기에 앞서 국내 금융마케팅 연구들을 정리하고, 국내 금융회사 마케팅 담당자를 In-depth 인터뷰하여 실제 국내 금융 마케팅 현황을 조사하였다. 이를 통해 향후 금융마케팅 연구에 필요한 시사점을 얻고자 하였다. 분석 결과, 다른 산업의 마케팅과 다른 금융 마케팅만의 고유 특징에 대한 이론적인 연구가 부족하였고, 금융산업 내에서 은행, 증권, 보험, 카드 산업 간의 마케팅 특징 차이에 대한 연구도 부족하였음을 알 수 있었다. 소비자행동 관점에서 금융고객의 의사결정 과정에 관한 연구도 부족하였다. 또한, 우리나라의 금융회사의 마케팅 현황은 외형적으로 어느 정도 성숙 단계에 접어들었다고 볼 수 있으나, 실제 업무는 여전히 과거의 영업지원, 혹은 프로모션 및 CRM 데이터 분석 등 단기적인 부분에 치중되어 있었다. 그리고, 은행, 증권, 보험, 카드 회사 등 각 세부 금융산업별 마케팅 담당자들이 중요하게 생각하는 금융마케팅의 키워드와 문제 인식 정도도 서로 다름을 알 수 있었다. 본 연구는 이러한 분석 결과를 바탕으로 향후 금융마케팅 연구를 위한 시사점과 함께 6가지의 연구명제를 제안하였다.

언택트 시대의 라이프스타일 변화에 따른 마케팅: 스포츠 브랜드 중심으로

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

스포츠 패션브랜드는 예로부터 다양한 마케팅 전략을 이용해왔다. 본 연구는 팬데믹 시대의 코로나 바이러스로 인한 언택트 시대의 소비자 라이프스타일의 변화를 조사하고 그에 따른 스포츠 브랜드들의 마케팅 변화에 대한 사례조사를 바탕으로 향후 스포츠 브랜드들이 적용해야할 마케팅의 방향성을 제시하는 것을 목적으로 한다. 소비자들의 라이프 스타일에 따른 스포츠 브랜드 마케팅의 변화는 빠르게 전개되고 있다. 코로나-19로 인해 사람들은 자신의 건강을 챙기기 시작하며 운동에 관심을 가지게 되었고, 이는 기존 남성 고객과 더불어 여성 고객들이 스포츠 브랜드에 대해 집중도가 높아지는 계기가 되었다. 외출제한, 비대면 수업과 같은 생활 습관의 변화로 라이프커머스와 SNS, 스트리밍 서비스 등 미디어를 활용한 산업이 발달하였다. 스포츠 브랜드들은 이를 활용하여 오프라인으로 진행하던 마케팅을 온라인에서 진행 할 수 있는 틀을 마련하였다. 그러나 대면으로 진행했을 때의 장점을 그대로 접목하지 못하는 한계점이 존재하였다. 또한, 2000년대부터 환경보호, 업 사이클, 리사이클에 대한 주제가 대두되었지만, 소비자들이 체감하기 어려웠다는 점에서, 산업에서 주요 키워드로 다뤄지지 않았다. 그러나 전 세계 인구가 환경과 건강을 지켜야 한다는 인식을 커졌으며, 이는 가치 있는 소비를 위한 움직임으로 이어졌다. 본 연구에서는 위와 같은 이론적 배경을 통해 스포츠 브랜드들의 마케팅 방향성을 3가지 관점에서 제안한다. 첫째, 브랜드와 소비자 간의 소통 채널이 오프라인에서 온라인 중심으로 이동하였다. 스포츠 브랜드들은 기존 오프라인에서 진행하던 다양한 체험 마케팅을 온라인으로 전환하였다, 또한, 다양한 소비자의 니즈를 충족시키기 위해 브랜드 특성에 맞춰 마케팅 전략을 수정하였으며, 점차 디지털 마케팅의 범위를 넓혀 가고 있는 추세이다. 둘째, 소비자들의 가치관에 변화가 생겼다. ‘미닝 아웃’이라는 키워드가 트렌드로 떠오르며 ‘지속 가능성’, ‘업사이클링’, ‘리사이클링’과 같이 친환경을 중점에 둔 가치소비를 지향하는 소비자가 증가하였다. 이에 맞춰 스포츠 브랜드들은 재활용 섬유, 재고를 활용한 업사이클링, 신소재 연구와 같은 신기술 개발에 노력을 기울이고 있으며, 소비자들이 가치소비를 실현할 수 있는 시장을 형성하는 데 주력하고 있다. 셋째, 의복의 경계성이 모호해지고 있다. 이러한 현상은 기존의 스포츠 의류시장에서 낮은 비율을 차지하고 있던 여성복의 비중 확대로 나타나고 있다. 스포츠 브랜드들은 레깅스와 여성 트레이닝복, 운동화 등 여성들을 위한 라인이 출시되고 있으며, 여성의 신체 조건에 맞춘 디자인 개발에 중점을 두고 있다. 이는 새로 유입된 소비자들을 브랜드로 유입시킬 기회로 보이며, 향후 잠재적 충성 고객 확보와 직결된다. 본 연구는 스포츠 브랜드들의 마케팅 방향성을 첨단 기술의 지향, 개성과 경험의 지향, 양성평 등의 지향으로 잡았으며 향후 소비자들을 위한 스포츠 브랜드의 마케팅 연구에 도움이 되기를 기대한다. 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.

소셜 미디어시대의 가치마케팅 전략

문달주(Mun, Dalju) 한국문화산업학회 2011 문화산업연구 Vol.11 No.2

Marketing given the changes in the communication trend following the changes in the media environment and consumer value. Now, media is playing the role of genuine medium that communicates with the society. Companies’ marketing and communication methods with the society became key interests to both the companies and consumers due to the advancement of the social media. Accordingly, companies are introducing the marketing strategy in which they try to build corporate image as the companies that fulfill their Corporate Social Responsibility (CSR) besides providing good products and services. Now that the companies and consumers’ interest in companies’ ‘CSR’ is increasingly, consumers prefer the ‘good companies’ that are reliable and that fulfill their CSR of ‘equality,’ ‘public good’ and ‘sharing’ when purchasing products. Bob Gilbreath recently created the concept of Value based Marketing in which customers’ life is transformed through ‘marketing itself.’ This type of Value based Marketing refers to the creation of making something that the people themselves feel worthy of investing their time and interest. Likewise, it is the “marketing that entails customers forming relationship out of their own will” and it is also the “marketing that enhances the life of the people itself” that can add value in actuality without emphasizing purchasing of the existing interruption type of marketing. This research paper makes claims on the Value based Marketing centered on the sharing of experiences from the consumer perspective, building of consensus on authenticity, importance of contributing to the society and on the small difference (Micro Value). Marketing given the changes in the communication trend following the changes in the media environment and consumer value. Now, media is playing the role of genuine medium that communicates with the society. Companies’ marketing and communication methods with the society became key interests to both the companies and consumers due to the advancement of the social media. Accordingly, companies are introducing the marketing strategy in which they try to build corporate image as the companies that fulfill their Corporate Social Responsibility (CSR) besides providing good products and services. Now that the companies and consumers’ interest in companies’ ‘CSR’ is increasingly, consumers prefer the ‘good companies’ that are reliable and that fulfill their CSR of ‘equality,’ ‘public good’ and ‘sharing’ when purchasing products. Bob Gilbreath recently created the concept of Value based Marketing in which customers’ life is transformed through ‘marketing itself.’ This type of Value based Marketing refers to the creation of making something that the people themselves feel worthy of investing their time and interest. Likewise, it is the “marketing that entails customers forming relationship out of their own will” and it is also the “marketing that enhances the life of the people itself” that can add value in actuality without emphasizing purchasing of the existing interruption type of marketing. This research paper makes claims on the Value based Marketing centered on the sharing of experiences from the consumer perspective, building of consensus on authenticity, importance of contributing to the society and on the small difference (Micro Value).

회계와 마케팅의 통합 : 마케팅환경, 정보제공수준, 통합정도, 업무성과의 관계분석 the relation between market environment, level of accounting information, level of interface, and marketing activity performance

유희경,심규영 한국생산성학회 2001 生産性論集 Vol.15 No.2

This paper sought to examine the accounting-marketing interface. Especially, this paper investigated the validity of three measures for the marketing activity performance: marketing environment, level of accounting information, and perceived level of marketing-accounting interface. A questionnaire survey among accounting and marketing managers of korean listed companies was used to assess the mutual relationship among four variables. The results show that marketing-orientation, perceived level of interface, the level of marketing related accounting information provided by accounting department can increase marketing activity performance. This study provides empirical evidence for the general assumption that accounting-marketing interface and level of marketing related accounting information can be valid explanatory variables for marketing activity performance.

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.

Market Trend Analysis of Cosmetics Products U sing Big Data: Focused on AMOREPACIFIC

( Xiaoming Xu ),김형태 ( Hyoungtae Kim ),( Shen Zhao ) 한국유통경영학회(구 한국유통정보학회) 2021 유통경영학회지 Vol.24 No.3

Purpose: As the largest cosmetics company in South Korea, AMOREPACIFIC has been playing the role of a trend maker influencing throughout Asia. The well-established marketing strategies and agile understanding of consumer needs and market changes are particularly important in successful operations of cosmetics companies. The purpose of this study is to use big data to analyze AMOREPACIFIC’s marketing strategies in the past, and uses these results to formulate the future marketing plan. Research design, data, and methodology: In order to achieve the abovementioned research purpose, we first used Textom’s articles, reports and comments on AMOREPACIFIC on NAVER, Daum, Google, Twitter. Secondly we generated a set of big data by means of the keyword, AMOREPACIFIC. And we used R Studio to analyze the generated results. We then deployed the TF-IDF analysis to figure out which marketing programs are effective. Furthermore, in this article we broadly analyzed and summarized related academic papers, dissertations and official websites related reports. Results: Through the collection and text mining of big data, the effectiveness of Amore Taiping’s actual marketing strategy, green tea cosmetics, air cushions, Innisfree, Etude House, Espoir, etc. are making full use of marketing methods to increase customer satisfaction. The marketing strategy has been successful, of course, because of some external environmental factors, the original marketing plan has been transformed from offline to online. This is a big challenge to the development of enterprises and the transformation of marketing strategies. AMOREPACIFIC transformed itself in this transformation and achieved good results in the competition. Conclusion: With the development of global information digitization, this paper uses big data and text mining to analyze the results of marketing strategies for users, shortens the collection time of big data, and can quickly and accurately understand the real needs of customers, and grasp the market. New product development is of great help. It has also played an important role in the transformation of corporate marketing methods. According to the data obtained, AMOREPACIFIC has achieved online marketing success in this challenge.

THE IMPACT OF MARKET ORIENTATION AND SUPPLY CHAIN ORIENTATION ON BUSINESS PERFORMANCE IN JAPANESE RETAILINGa

Yuji Sakagawa,Sami Kajalo,Fumikazu Morimura 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

Introduction Retail competition in Japan has become more intense because of multiple reasons. The income and population composition are changing, and many international retailers have entered the Japanese market. It is important for Japanese retailers to differentiate from competitors and maintain a competitive advantage in the long run. To do so, Japanese retailers focus on increasing customer value by controlling their value chains. Therefore, market orientation and supply chain orientation have become very important for Japanese retailers who try to expand their market shares in the Japanese retail market. This study develops and empirically tests a model of the impact of market orientation and supply chain orientation on business performance in Japanese retailing. Theoretical Development Previous literature provides evidence on the positive impact of market orientation on business performance (e.g. Cano et al., 2004; Murray et al., 2011; Morgan, 2012; Ngo & O’Cass, 2012). There are also a few studies in the context of retailing (e.g. Griffith et al., 2006; Kajalo & Lindblom, 2015; Moore & Fairhurst, 2003; Yu et al., 2014). However, only a few studies are focusing on the relationship between supply chain orientation and marketing orientation and the impact of their interplay on business performance (e.g. Martin & Grbac, 2003; Min et al., 2007). Market orientation can be seen as the foundation for customer relationship management. The effectiveness of customer relationship management depends heavily on market intelligence. To attract new customers and retain old customers firms have to satisfy not only existing needs but also latent needs. In retailing, market orientation is very important because the organization of retailing is based on the multi-unit organization where sales staff in stores is in close contact with customers and can get direct information from the customers. Supply chain orientation (SCO) is separated into two concepts: strategic supply chain orientation and structural supply chain orientation (Patel et al., 2013). Strategic SCO is defined as the supply chain directed motivation and objectives arising from executive strategic plans and decisions. Structural SCO is defined as the behaviors and actions related to supply chain management in the implementation of its strategic plan. Therefore, strategic SCO is the antecedent of structural SCO. In retailing, many retail buyers search and negotiate with the suppliers who have the ownership of strong brands and distribution networks. In the buying process, retail buyers can get market information from suppliers. Thus, a retailer can collect market information from internal and external sources. This information is useful for the retailer to not only make marketing plan but also to revise marketing plan during its implementation process. To sum up, customer relationship management and supply chain orientation have a positive impact on marketing capabilities. Similarly, marketing capabilities have a positive impact on business performance. The theoretical framework of the study is presented in Figure 1. Data and Measurement To test the framework, we conducted a mail survey (N=243) among Japanese retailers in 2017. The scales were adapted or developed from existing literature. Market orientation (MO) was based on questions adapted from Narver and Slater (1990). Strategic SCO (STRACO) and structural SCO (STRUSCO) scales were based on Patel et al. (2013). Customer relationship management (CRM) was based on Vorhies et al. (2011), marketing capabilities (MKGCAP) was based on Morgan et al. (2003) and Vorhies and Morgan (2005). Business performance was based on Hooley et al. (2005). The measurement model was assessed using Mplus 8. The measurement model specification allows each construct to covariate with all others. The fit indexes of the measurement model were satisfactory (CFI: 0.95; TLI: 0.94; RMSEA: 0.05; SRMR: 0.05). Next, we tested the reliability and validity of measurements. The convergent and discriminate validity of the latent variables were tested by confirmatory factor analysis where all constructs are correlated (Table 1). Also, we tested the common methods variance using two methods: Harman’s single factor test and the common latent method. The results of these methods suggest that common method variance is not a problem in this study. Results and Conclusions We tested the hypotheses by applying structural equation modeling (SEM) using Mplus 8. The results are presented in Figure 1. The proposed model provides a good fit to the data (χ2= 517.1, d.f.=290, p < 0.000; CFI = 0.94; TLI = 0.94, RMSEA = 0.06, SRMR = 0.08). In addition, we assessed the mediating role of marketing capabilities by employing a bootstrapping routine (Table 2). Figure 1 presents the results of the SEM. Most hypotheses were supported, and overall the study provides evidence of the importance of market orientation and strategic SCO on business performance. The most interesting findings are related to the role of marketing capabilities and structural SCO. First, the results show that marketing capabilities serve as a mediator between business performance and customer relationship management (H7). The main aim of CRM is to establish and keep the relationship with target customers. CRM contributes to increasing the marketing capabilities by helping retailer achieve marketing objectives more effectively and efficiently (Chang et al., 2010). Second, marketing capabilities is not a mediator between business performance and structural SCO (H8). The structural SCO has a negative direct impact on business performance, while structural SCO has a positive impact on marketing capabilities which in turn has a positive impact on business performance. Japanese retailer-supplier relationships are different from that in the western economy (Chung et al., 2006). The channel members in Japan have a long-term orientation when they establish a relationship with each other. The findings of our study reflect this cultural aspect of Japanese retailing environment. Japanese retailers purchase products and services from suppliers on long-term. Economic performance is not a single decision making criteria. Instead, relationships with suppliers who do not contribute fully to economic performance continue. The result of H8 refers to this character of Japanese retailing environment.

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).