废土txt,任艳龚学平,淮琼参考网
Two important aspects of enterprises’ marketing capability summarized by Day (1994), Slater and Narver (1995), Vorhies et al (1999), Fahy et al (2000), Paolo and Gabriele (2006, 2007) are: learning capacity and customer-related capacity, together with what Wang (2004) has mentioned in Zhou (2002) study that capability of market promotion constitutes the measurement of marketing capability in this study. 2.4 Study on the effect of e-commerce on marketing performance 2.4.1 The relationship between marketing performance and the overall enterprise performance There are many views on the exposition of enterprise performance in academia, the main points include: Zhou (2002) figured that performance should be defined as the result of work, because the results of these efforts is most closely related with the organization's strategic objectives, customer satisfaction and the investment. Zhang (2002) defines performance as that performance refers to behaviors and results. He (Zhang 2002) thought that enterprise performance is an enterprise’s management benefit and the performance of operators in a certain period of time. The former are mainly profitability, operation standards of assets and the follow-up development capacity, the latter is mainly reflected through the operator’s contributions to the enterprise’s growth, development and achievements in the course of operation and management. Judging from relevant scholars’ definitions for performance, financial performance, marketing performance, operational performance are the important contents. Indicator system of performance evaluation for modern enterprise is essentially a comprehensive evaluation indicator system. Its evaluation indicator comes down to the key elements related to enterprise development. Since the 20th century, many scholars have put forward the system frame of performance evaluation, which aims at translating enterprise performance evaluation into the evaluation of enterprises from different perspectives, thereby integrating the research results in all fields into the frame to form an integrated performance evaluation System (Luo &Yu, 2004). Typical comprehensive evaluation systems include Kaplan and Norton’s (1992) balanced scorecard, it consists of four dimensions: finance, customer, internal business, innovation and learning. The financial aspects reflect how the organization meets the needs of shareholders; the content of customer reflects how the organization meets customer needs; the aspect of internal whether the organization does better in its core work. The status of innovation and learning can reflect the organization’s capability of improvement and innovation. The four dimensions are closely related to form a complete performance evaluation system. Practice and the application of balanced scorecard have proved that indicators of enterprise performance such as finance, customer, internal business and so on have played a increasingly important role in the implementation of corporate strategy and the realization of the enterprise’s overall goal. Therefore, enterprises with good overall performance pay more attention to use indicators of marketing performance evaluation than other enterprises. |
