留学生论文Literature review-文献综述-英语范例(2),英国作业|代写写作值吧 ,我们结婚了20110625,笙歌挽寒秋,仓加戈

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2.3.2 Marketing capability and enterprise performance
The overall marketing performance: some researchers have pointed out, there is an influence relation between marketing capability and enterprise performance, For example, McKee et al (1989), Slater and Narver (1995) found that, enterprises with a high level of product development and marketing implementation capacities have access to better marketing performance than enterprises without them. Through analysis and arguments, Jay and Aron (2004), Jay (2003) have shown that enterprises’ marketing capability has an extremely important influence on organizational innovation and ability of gaining sustainable competitive advantage, enterprises which have a special marketing capability would create a higher value than their competitors in the target market, and they also proposed the logical model of the relationship of marketing capability and enterprises’ sustainable competitive advantage. Vorhies and Morgan (2005) found in studies that the eight different elements of marketing capability (pricing, product development, channel management, marketing communication, sales, marketing information management, marketing plan and marketing implementation) has a significant positive effect on enterprise performance, however, when looking at those relevant marketing capability as a whole would have a more significant impact on enterprise marketing performance, indicating that these constituent elements of marketing capability relate to each other. Morgan et al (2003) found that enterprises which concern about marketing investment in all areas of the process of forming strategy would significantly improve their enterprise performance than enterprises which contribute less to marketing.
The above suggest that an enterprise’s marketing capacities has positive effects on improving enterprise performance, but there is no literature which directly link marketing capability with marketing performance, therefore, it is necessary to carry out analysis and empirical research in this area.

2.3.3 Research dimensions of marketing capability
Day and George (1994) pointed out, it is impossible to enumerate all enterprise's capability, because different businesses have their particular abilities. Even so, specific capability can be identified according to the core processes of created economic value in all businesses, therefore, there will be research reports for different classification of marketing capability (Day& George, 1994; Slater & Narver, 1995; Vorhies et al, 1998; Fahy et al, 2000). However, Paolo and Gabriele (2006; 2007) point out that the literatures are generally accepted that an enterprise’s marketing capability contains two important elements: learning about markets and relating to customers. Learning about markets is related to an enterprise’s capability of perceiving the situation and expectations of customer needs, forecasting the future demand or market share (Day, 1994; Sinkula, 1994; Slater & Narver, 1995; Dutta et al, 1999; Jay, 2003). Customer management mainly refers to the capability of establishing and maintaining a mutually satisfactory relationship with customers (Day& George, 1994; Dutta et al, 1999; Vorhies et al, 1999; Day et al, 2003). Zhou Jizhong (2002) measure marketing capability from the perspective of customers, competition and market, the corresponding measuring dimension includes customer cognitive capability, cognitive ability to compete and market development capability. Based on the system of measurement, Wang (2004)and Zhou (2002) used the actual status to measure the two dimensions of enterprises’ marketing capability. These two dimensions are: market cognitive capability and marketing promotion capability. Among them, market cognitive capability is corresponding to the above customer cognitive capability and cognitive ability to compete, marketing promotion capability is corresponding to the above market development capability.

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