Salaries of managers across many firms have sizeable performance-linked reward components. Conventional wisdom suggests that these performance-linked rewards are effective in keeping employees motivated and innovative. However, recent psychological research indicates that overly-attractive rewards may in fact reduce performance and be counterproductive for an otherwise high performing team. This issue has important implications for design of compensation schemes for marketing managers. Yet, few marketing management researchers have studied this phenomenon. How do performance-linked rewards influence the decision making styles of marketing managers who have to be innovative in dealing with competition? Does the promise of attractive performance-linked rewards help or hinder performance of a marketing unit? We sought to answer these questions via a simulation study in which we examined decision making processes and performance changes under different levels of performance-linked incentives. We find evidence to support that the practice of performance-linked rewards may benefit the low performers more than the high performers and that the high performers may not push themselves hard for the performance-linked rewards, thus lowering the performance levels. The findings are counterintuitive specifically for the high performers. Contrary to the popular notion and practice, we find that team performance including risk taking tendencies and innovative efforts actually dip in response to the high performance-linked rewards. Findings from our study provide new insights into the link between performance-linked rewards, decision making processes, and the actual performance of the managers. Our research also contributes prescriptions for calibration of compensation structures in order to promote more prudent decision making processes and to drive greater performance.

To clarify the nature of the effect of collaborative communication on marketing performance, this study draws on the opportunism theory in order to develop a conceptual framework for investigating how a marketer’s opportunism moderates the relationship between collaborative communication and marketing performance. Empirical findings indicate that a marketer’s opportunism negatively moderates the relationship between collaborative communication and customer cooperation performance, whereas it positively moderates the relationship between collaborative communication and financial performance.

This paper is exploring the role of market orientation adoption by the Sales managers in the creation of effective cross functional relationship between Marketing and Sales and in company performance. Based on data collected from both Marketing and Sales managers in 132 consumer packaged goods companies, the study shows that higher levels of market orientation by the Sales managers are reducing the level of Marketing-Sales conflict as perceived by the Marketing managers and enhancing important performance metrics. The implications of the study for both theory and practice are discussed.

This study examined how fit between marketing capabilities and exporting marketing strategies affects high growth exporting manufacturing firms’ performance. The result indicates that the marketing infrastructure of high growth exporting firms affects marketing capabilities, the selection of exporting marketing strategies, and high performance. High growth exporting firms in this research belong to machinery, steel, vehicles, electronics & electricity industries. High growth firms by the OECD-Eurostat Manual on Business Demography Statistics (2007) achieve annual average sales or employment growth over twenty percent each year, during a three-year period, and to employ ten or more workers from the first observation year. High growth firms can be considered to have more appropriate marketing capabilities fit with efficient exporting marketing strategies. Barbero et al. (2011) indicated that high growth is based on market expansion and innovation, which is highly related to marketing capabilities. Vorhies & Morgan(2003) addressed that marketing organization fit with strategies affects positively marketing performance. Thus the purpose of this research is to examine the relationship between marketing infrastructure and marketing capabilities, to identify the influence of marketing infrastructure on marketing capabilities and the choice of marketing strategies, and to analyze the effect of fit between marketing capabilities and exporting marketing strategies on superior performance. The performance of high growth exporting firms can be obtained in various ways. Marketing capabilities can explain most the selection of strategy for performance (Barbero, Casillas, and Feldman 2011). Morgan, Katsikeas, and Vorhies(2012) addresses that architectural marketing capabilities influence directly export venture financial performance and that specialized marketing capabilities affect directly export venture market performance. The important role of marketing capabilities is positively associated with a more appropriate fit between identifying customers’ needs and implementing marketing strategies to achieve high performance (Barbero, Casillas, and Feldman 2011). Katsikeas et al.(2006) indicate that fit between marketing strategies and marketing infrastructure is a core factor on the performance of exporting firms. Vorhies and Morgan (2003) indicate that marketing capabilities fit with strategy is a vital engine of marketing performance. Although marketing strategy alone is not related to marketing performance (Barbero et al,2011), marketing organization fit with marketing strategy is positively related to marketing performance (Vorhies and Morgan, 2003). Katsikeas, Leonidou, Morgan(2000) analyzed export performance measures based on various primary data and indicated that the interrelation of export performance measures are considered. Vorhies and Morgan (2003) used the concept of ideal marketing organization profile and measured the relationship between fit of marketing capabilities and marketing strategies. Especially Shoham (1998) indicated that sales-related measures can be more reasonable for exporting firms at early stage, while profit-related measures can be more for export-experienced firms. These findings posit that to achieve high performance, high growth exporting firms understand the importance of fit between marketing capabilities and marketing strategies.

The purpose of this study is to examine the influence that factors for a successful venture have on business performance. To fulfill this goal, factors for a successful venture are presupposed as the four elements of business creator, technological innovation, type of strategy, and organization, while business performance is set as subordinate variable, with a view to creating a model and establishing a hypothesis for a positive analysis. Data collection for the positive analysis was conducted using a questionnaire, and as for sampling, of the companies located in Seoul and greater metropolitan region and registered with Small and Medium Business Administration as of late December 2012, 98 companies have been selected for the final data. And I have come up with the two following results. First, factors for venture success have all proven to exercise statistically significant influence on business performance. Second, of all factors for venture success, business creator and technological innovation exercise huge influence on business performance, as compared to the other factors. From these two conclusions, it is understood that to upgrade business performance of a venture, business creator and technological innovation should be given priority over the other factors.

효과적인 수출마케팅 전략을 개발하는 것은 수출성과를 높이는데 매우 중요하다. 지금까지 수출 마케팅전략과 수출성과의 관계에 대한 연구는 주로 선진국 수출기업을 대상으로 선진국의 관점에서 진행되어 왔다. 따라서 본 연구는 이러한 수출 마케팅전략과 수출성과와의 관계를 수출주도형 경제발전전략으로 성공한 중진국인 한국의 경험에 비추어 살펴보았다. 구체적으로 수출 마케팅 전략의 다섯 가지 주요 마케팅 믹스, 예를 들어 제품, 브랜드, 가격, 유통, 촉진 믹스가 한국 기업의 수출성과에 어떠한 영향을 미치는가를 살펴보았다. 연구결과를 살펴보면, 고유 브랜드의 사용, 제품 적응 전략, 가격 적응 전략, 직접 수출 경로 및 해외 유통업체에 대한 판촉 등이 수출 성과에 긍정적인 영향을 미치는 것으로 나타났다. 그러나 해외 광고비와 해외 전시회 참가 등은 수출성과에 영향을 미치지 않는 것으로 나타났다. 마지막으로 본 연구의 연구결과와 선진국의 수출기업을 대상으로 한 과거 연구 결과와의 비교가 이루어지고 한국 및 개도국 기업의 수출마케팅전략에 대한 시사점이 제시되었다.

외국어 능력이 수출마케팅에 미치는 영향을 살펴보기 위하여 증권거래소에 상장된 400개 기업을 조사하였다. 연구 결과는 외국어 능력이 수출마케팅에 긍정적인 효과를 미치고 있음을 보여주고 있다. 영어 구사능력이 우수한 기업일수록 해외시장 정보를 용이하게 수집하거나 현지의 상관습을 잘 이해하고 있으며, 협상시 상대방의 의도를 파악하여 심리적으로 경쟁사보다 유리한 위치에 설 수 있다. 또 수출마케팅 능력의 향상은 수출성과의 증대로 이어지고 있다. 수출마케팅 부서 내에 영어를 능숙하게 구사할 수 있는 임직원의 비율이 높을수록 해외시장 정보를 경쟁기업보다 용이하게 확보하고 있으며 이러한 능력이 수출비중의 증가로 이어지는 것으로 분석되었다. 수출 부서 내에 영어를 능숙하게 구사하는 임직원의 수가 많을수록 현지의 상관습을 보다 용이하게 파악하며, 상관습의 이해는 수출 성장률을 높이는데 도움을 주고 있다.

After the outbreak of the epidemic, China’s foreign trade industry has been greatly impacted, and the survival of Chinese export enterprises in the post-epidemic era has become more difficult, and the surge in Sino-US trade frictions has further aggravated the difficult status quo of China’s export industry. This paper studies the relationship between marketing ability and export performance through literature research and mathematical analysis, aiming to help Chinese export enterprises get rid of the current situation of downturn, improve market competitiveness, and put forward feasible guidance strategies for improving the export performance of Chinese enterprises.

Purpose - The purpose of this study is to explore how advertising for multilevel marketing brands affect the salesperson’s activity including customer-salesperson interactivity, work attitude, and perceived and actual performance after the campaign. Research Design, data, and methodology - This study collects experimental data, survey data, and actual sales data and applies statistical analyses such as factor analysis, t-tests, and a structural equation model. Results - The results show that advertising campaign can enhance a salesperson’s selling activities and provide wide managerial implications to a multilevel marketing firm by filling the gaps for the field of advertising research. Conclusions - Managerial implications include: i) multilevel marketing firms should consider advertising campaigns as a means of changing customer responses because advertising plays a significant role in increasing familiarity with, and knowledge of, attitudes toward the brand, which also helps salespeople interact with customers; ii) multilevel marketing firms should consider brand advertising as a means to support the sales activities of salespeople including sales effectiveness, work attitudes, and perceived performance, and iii) multilevel marketing firms should consider brand advertising as a means to enhance a salesperson’s pride and motivation for selling their brand, which will lead to improved sales performances.

Purpose – Market orientation is a key factor for business performance in today’s fluctuating conditions. This study investigates whether the employment of innovation can improve the innovative capability and increase the performance by gaining competitive advantages or not. Therefore, this study aims to investigate the effects of market orientation on the performance of small and medium size distributer enterprises (SMDEs) in Iran. Research design, data, and methodology – Customer orientation, Competitor orientation, and Inter-functional coordination have been regarded as market orientation indices to determine the effects of these indices on marketing innovation, gaining competitive advantages, and companies’ performance as well. Data were collected from managers and experts in SMDEs in Iran. The structural equations modeling are used for analysis. Results – The results indicated that marketing innovation has been improved in competitive companies that enjoyed a high level of Inter-functional coordination among the various units. Besides, marketing innovation resulted in gaining competitive advantages regarding cost management, concentration, and differentiation in these companies. In addition, it was observed that SMDEs that obtain competitive advantages are equipped to reap superior performance. Conclusions – With cost management, differentiation and concentration are more likely to enhance the enterprise efficiency and effectiveness than other companies. Additionally, competitiveness, inter-functional coordination, and marketing innovation in SMDEs have a positive impact on marketing innovation.