Conclusions and managerial implicat

Conclusions and managerial implications

This study has attempted to respond to the paucity of empirical examination of the integration of relationalism and marketing strategy in supply chain networks. Moreover, the results provide support for the notion that relationalism, while desirable for inter-firm and supply chain management, is not conducive for all marketing strategies. The latter corroborates earlier works linking strategy and its internal processes -i.e. different marketing strategies require very different supply chain governance orientation (see [38] Galbraith and Kazanjian, 1986; [92] Powell, 1992; [94] Slater and Olson, 2000). This study also fills the gap suggested by [95] Slater and Olson (2001, p. 1064) that:

[...] a fruitful area for future research is concerned with the requirements for successful implementation of the marketing strategy themselves [...] a match between marketing strategy and marketing organization structure [...]

Furthermore, our study responds to similar sentiments raised by [35] Flint and Mentzer (2000) who call for empirical examination of the relationship between marketing, SCM, and the extent of the longevity of the relationship.

Our findings indicate that a narrowly focused specialized product (offering) strategy is strongly, but negatively associated with the presence of strong relational norm in a supply chain network. In contrast, aggressive marketing as well as price leadership strategies are positively associated with relationalism in a supply chain. In addition to managing supply chain and distribution channel networks, marketing managers have to deal with price and product (offering) related decisions. The findings of this study indicate that strategic decisions associated with price and product need different treatment in terms of supply chain relationalism. With the passage of time, as relational norms develop in the supply chain network, managers may find themselves facing a very interesting scenario. While emergent relational norms among supply chain partners may actually help with the implementation of aggressive marketing strategy and price leadership strategy, they may also hinder the firm's shift towards product specialization strategy. Thus, the intuitive appeal of developing close relationships with supply chain partners may work very well if the firm wants to adopt an aggressive marketing as well as a price leadership strategy, because the channel partners see a long term benefit in it and may be willing to forgo short terms losses or hardships. However, close relationships with channel partners may prevent a firm from adopting a product focus strategy because the parties may not see a long term benefit in it. Thus we assert that relationalism is not an answer for all strategic questions, particularly when the strategic option is not perceived to yield long terms benefits.

Hasil (Bahasa Indonesia) 1:

Kesimpulan dan implikasi manajerialStudi ini telah berusaha untuk menjawab kekurangan empiris pemeriksaan integrasi relationalism dan strategi dalam pasokan jaringan jaringan pemasaran. Selain itu, hasil memberikan dukungan bagi gagasan bahwa relationalism, sementara diinginkan untuk manajemen rantai pasokan dan antar perusahaan, tidak kondusif untuk semua strategi pemasaran. Yang terakhir membenarkan karya sebelumnya yang menghubungkan strategi dan yang internal proses - yaitu strategi pemasaran yang berbeda membutuhkan pasokan sangat berbeda jaringan pemerintahan orientasi (Lihat Galbraith [38] dan Kazanjian, 1986; [92] Powell, 1992; [94] Slater dan Olson, 2000). Studi ini juga mengisi kesenjangan disarankan oleh [95] Slater dan Olson (2001, p. 1064) yang:[...] daerah yang bermanfaat untuk penelitian berkaitan dengan persyaratan untuk keberhasilan pelaksanaan strategi pemasaran sendiri [...] kecocokan antara strategi pemasaran dan pemasaran struktur organisasi [...]Selain itu, penelitian kami menanggapi sentimen-sentimen sama yang dibesarkan oleh Flint [35] dan Mentzer (2000) yang menyebut empiris pemeriksaan hubungan antara pemasaran, SCM, dan sejauh mana umur panjang dari hubungan.Our findings indicate that a narrowly focused specialized product (offering) strategy is strongly, but negatively associated with the presence of strong relational norm in a supply chain network. In contrast, aggressive marketing as well as price leadership strategies are positively associated with relationalism in a supply chain. In addition to managing supply chain and distribution channel networks, marketing managers have to deal with price and product (offering) related decisions. The findings of this study indicate that strategic decisions associated with price and product need different treatment in terms of supply chain relationalism. With the passage of time, as relational norms develop in the supply chain network, managers may find themselves facing a very interesting scenario. While emergent relational norms among supply chain partners may actually help with the implementation of aggressive marketing strategy and price leadership strategy, they may also hinder the firm's shift towards product specialization strategy. Thus, the intuitive appeal of developing close relationships with supply chain partners may work very well if the firm wants to adopt an aggressive marketing as well as a price leadership strategy, because the channel partners see a long term benefit in it and may be willing to forgo short terms losses or hardships. However, close relationships with channel partners may prevent a firm from adopting a product focus strategy because the parties may not see a long term benefit in it. Thus we assert that relationalism is not an answer for all strategic questions, particularly when the strategic option is not perceived to yield long terms benefits.

Hasil (Bahasa Indonesia) 2:

Kesimpulan dan implikasi manajerial

Penelitian ini telah berusaha untuk menanggapi kurangnya pemeriksaan empiris integrasi relationalism dan strategi pemasaran dalam jaringan rantai pasokan. Selain itu, hasil memberikan dukungan untuk gagasan bahwa relationalism, sedangkan diinginkan untuk antar-perusahaan dan manajemen rantai pasokan, tidak kondusif untuk semua strategi pemasaran. Yang terakhir ini menguatkan karya-karya sebelumnya menghubungkan strategi dan proses internal -yaitu strategi pemasaran yang berbeda memerlukan orientasi rantai pasokan pemerintahan sangat berbeda (lihat [38] Galbraith dan Kazanjian, 1986; [92] Powell, 1992; [94] Slater dan Olson, 2000) . Penelitian ini juga mengisi kesenjangan yang disarankan oleh [95] Slater dan Olson (2001, p 1064.) Bahwa:

[...] area berbuah untuk penelitian masa depan yang bersangkutan dengan persyaratan untuk keberhasilan pelaksanaan strategi pemasaran sendiri [.. .] pertandingan antara strategi pemasaran dan struktur organisasi pemasaran [...]

Selanjutnya, penelitian kami merespon sentimen serupa dikemukakan oleh [35] Flint dan Mentzer (2000) yang menyerukan pemeriksaan empiris hubungan antara pemasaran, SCM, dan tingkat umur panjang hubungan.

temuan kami menunjukkan bahwa strategi yang difokuskan secara sempit produk khusus (korban) adalah sangat, tapi terkait negatif dengan kehadiran norma relasional yang kuat dalam jaringan rantai pasokan. Sebaliknya, pemasaran yang agresif serta strategi kepemimpinan harga berhubungan positif dengan relationalism dalam rantai pasokan. Selain mengelola rantai pasokan dan jaringan saluran distribusi, manajer pemasaran harus berurusan dengan keputusan harga dan produk (korban) terkait. Temuan penelitian ini menunjukkan bahwa keputusan strategis terkait dengan harga dan produk perlu perlakuan berbeda dalam hal rantai pasokan relationalism. Dengan berlalunya waktu, sebagai norma relasional berkembang di jaringan rantai pasokan, manajer mungkin menemukan diri mereka menghadapi skenario yang sangat menarik. Sementara norma relasional muncul di antara mitra rantai suplai dapat benar-benar membantu dengan pelaksanaan strategi pemasaran yang agresif dan strategi kepemimpinan harga, mereka juga dapat menghalangi pergeseran perusahaan terhadap strategi spesialisasi produk. Dengan demikian, daya tarik intuitif mengembangkan hubungan yang erat dengan mitra rantai suplai dapat bekerja dengan baik jika perusahaan ingin mengadopsi pemasaran yang agresif serta strategi kepemimpinan harga, karena mitra saluran melihat manfaat jangka panjang di dalamnya dan mungkin bersedia untuk melupakan jangka pendek kerugian atau kesulitan. Namun, hubungan yang erat dengan mitra saluran dapat mencegah perusahaan dari mengadopsi strategi fokus produk karena pihak mungkin tidak melihat manfaat jangka panjang di dalamnya. Jadi kita menegaskan bahwa relationalism bukan jawaban untuk semua pertanyaan strategis, terutama ketika opsi strategis tidak dianggap menghasilkan manfaat jangka panjang.