دانلود مقاله ترجمه شده : معیارهای بازاریابی؛ دیدگاه های مدیران برزیلی

عنوان انگلیسی مقاله
Marketing metrics: Insights from Brazilian managers
ترجمه فارسی عنوان
معیارهای بازاریابی؛ دیدگاه های مدیران برزیلی
فهرست مطالب مقاله

سنجش بازاریابی
متغیرها در سنجش بازاریابی
طبقه بندی شاخص های بازاریابی
توسعه ابزاروآزمون
گردآوری اطلاعات
تحلیل داده ها
مرتبط ترین معیارهای بازاریابی
مباحث وکاربردهای مدیریتی
محدودیت هاوپژوهش های آینده

ترجمه فارسی چکیده
این مطالعه به بررسی چگونگی رویکردمدیران بازاریابی در برزیل می پردازد. بااستفاده داده هایی از مقیاس بزرگ مطالعه تجربی دربرزیل، ما تمرکز بر دیدگاه شیوه های مدیران در سنجش بازاریابی و شناسایی شاخصهایی که آنها تاکید دارند، داریم. یافته ها، عملکرد مدیریتی برزیلی ها را منعکس می کند که نشان می دهد مدیران ترکیبی از معیارهارا استفاده می کند. مواردی مانند تعداد کل مشتریان، تعدادشکایات و رضایت مشتری ازجمله شناخته شده ترین وپرکاربرد ترین معیارها هستند. نتایج 10تا ازمناسبترین معیارها در 4گروه بررسی شد:شامل دید مشتری،مالی، چشم انداز محصول و بازار و نو آوری. شاخص های مرتبط با دید مشتری برای مدیران برزیلی، مهمترین می باشند. علاوه بر این، ما نتایج راموررد بحث قرار می دهیم. ومقایسات رابا مطالعات انجام شده در انگلیس وچین انجام می دهیم. در نهایت نتایج وراه رابرای تحقیقات آینده ارائه می کنیم.
چکیده انگلیسی
This study examines how managers approach marketing measures in a Brazilian context. Using data from a large-scale empirical study in Brazil, we focus on managers' views of the practices in marketing measurement and identify which indicators they emphasize. The findings, which reflect Brazilian managerial practice, indicate that managers use a combination of metrics. Items such as total number of customers, number of complaints, and customer satisfaction are among the most known and most used metrics. When addressing the 10 most relevant metrics results yield 4 groups, including customer vision, financial, product vision, and market and innovation. Indicators pertaining to customer vision are the most important to Brazilian managers. Furthermore, we discuss the results and draw comparisons with similar studies conducted in the United Kingdom and China. Finally, we present conclusions and avenues for future research.
نتیجه گیری انگلیسی
This study constitutes a preliminary attempt to frame how Brazilian managers use marketing metrics and which ones they consider most relevant. There is a wide range of metrics in the literature; thus, this study narrowed down the number of indicators reflecting the Brazilian managerial practice into the following groups: promotion, customer behavior and intermediate, financial, and market and innovation. Overall, the results depict Brazilian managers' significant knowledge, relevance, and usage of marketing metrics. It is clear that managers resort to a wide range of indicators to assess their firms' marketing performance. The findings also report a core relevance attributed to customer related metrics, in particular to the “customer satisfaction” measure. The relevance of customer-related indicators was highlighted when we focused on the (10) most important indicators. Indeed, the aforementioned groupings were confirmed apart from the customer behavior and intermediate group, which was divided into two subdimensions: customer vision and product vision. Thus, the findings showed that metrics specifically related to customer vision should be considered in isolation and are of the utmost importance. These results seem to mirror Brazilian companies' increasing concern with customer satisfaction. This may be partly explained by the development in the 1990s of three governmental programs that aimed to enhance Brazilian companies' competitiveness and performance in an international context: (1) Brazilian Program of Quality and Productivity, (2) Program for Industrial Competitiveness, and (3) Program for Technological Capabilities. Additional official incentives were assigned to certification programs such as the International Organizational for Standardization (Shankar, 2003). This focus on quality triggered the measurement and monitoring of customer satisfaction, demanding the adoption of market-related metrics (Mello, Silva, Turrioni, & Souza, 2002). Through these programs, Brazilian managers came to understand that customer satisfaction is a route to sustain anddevelop (business) relationships (Claro & Claro, 2004; Claro, Claro, & Zylbersztajn, 2005; Rocha & Luce, 2006). Indeed, the referred indicator has been viewed as the strongest market measure when considering total quality programs (Rocha & Luce, 2006). Interestingly, indicators related to the ‘promotion’ group were not amongst the 10 most relevant. Previous studies suggest that, in Brazil, return on promotion activities is considered to be the most difficult to assess (Grinberg & Luce, 2000). When evaluating communication activities, Brazilian managers tend to focus on awareness, recall and media assessment of a particular campaign or advertisement rather than on the overall communication program (Brasil, Perin, Sampaio, Lacher, & Teitelbaum, 2008; Grinberg & Luce, 2000). Therefore, it seems that promotion measures applied at a more operational level assessing particular events prevail over strategic level evaluation of a whole communication program. Compared with previous studies, our findings reveal proximity with other emerging economies and some differences regarding the results from the United Kingdom. As the current research highlights, indicators regarding customer vision (entailing customer satisfaction, number of complaints, and commitment/purchase intent) are of the utmost importance to Brazilian managers. These findings differ from those obtained in a similar study conducted in the United Kingdom, where managers attributed the most importance to the financial indicator “profit/profitability.” In China, the most highlighted metrics were linked to “customer behavior” and “customer intermediate” (Ambler & Riley, 2000; Ambler & Xiucun, 2003). Thus, such results are more in line with the results obtained in Brazil. Figs. 2 and 3 summarize, respectively, the findings regarding the importance and utilization of marketing metrics in Brazil, China (Ambler & Xiucun, 2003), and the United Kingdom (Ambler & Riley, 2000).Several managerial implications can be inferred from our research. A core claim pertains to the relevance of marketing metric measures and their wide-ranging forms and applications. The dimensions and groupings we considered herein may constitute a tool for managers to reflect on the breath of marketing measures and how applicable they are to specific situations. In particular, this study highlights the measures related to customer behavior and intermediate, promotion, financial, and market and innovation. Managers need to discern the metrics' specific relevance and how useful they are in assisting decision making. It should be noted, however, that any measurement is on-going and calls for permanent monitoring and enhancement. This study also shows that marketing performance is a multidimensional construct. Managers should consider various financial and non-financial indicators and align those indicators with the managerial and functional objectives (Ambler & Roberts, 2008). It is important to consider both short- and long-term perspectives (Leeflang et al., 2009). Ultimately, metrics should be outcome orientated, providing information to (dis-)confirm current decisions and assist future decision making. Such an exercise would help establish overall performance antecedents (Ambler et al., 2004). The multi-dimensionality of marketing metrics and the higher level of aggregation of the indicators suggest the possibility of combining or decomposing indicators according to the specific information needs. Marketing metrics may serve as input to overall performance metrics (Petersen et al., 2009). In addition, each individual metric may provide different levels of information estimated according to a particular unit of analysis. For example, in a B2B context, it may be worthwhile to compute several metrics per client (e.g., customer retention, customer complaints) or segment, rather than work with the overall values (Seggie et al., 2007). An additional implication fromthis study calls for strong knowledge about marketing and non-marketing metrics. The existing multitude of metrics implies the integration of functional metrics with overall management metrics. Marketing managers need to be familiar with the marketing and non-marketing metrics so that they can operationalize, use, and integrate those metricswith other measurements (Ambler & Roberts, 2008; Petersen et al., 2009). Such an understanding is not always visible, and often there is the tendency to use simpler or less adequate measures in the interest of personal knowledge. In particular, marketing managers need to know and be able to disseminate marketing outcomes across functional boundaries so that the marketing practice and value are well understood throughout the company (Petersen et al., 2009).
مشخصات مقاله

نوع فایل : Word 2007

حجم دانلود : 60.3 کیلوبایت

مقاله انگلیسی ترجمه شده

تعداد صفحات : 9 صفحه

تعداد بازدید : 154

کد مقاله : Article68

قیمت : فقط 9000 تومان

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