شناسایی عوامل موثر بر اجرای استراتژی‌های بازاریابی با استفاده از تحلیل میدان نیرو

پژوهش های مدیریت راهبردی

مقاله 1، دوره 25، شماره 74، آذر 1398، صفحه 13-48   

نوع مقاله: علمی _ پژوهشی

نویسندگان

طهمورث حسنقلی پور¹؛ محمد علی شاه حسینی²؛ زهره دهدشتی شاهرخ³؛ قاسم جوکار^{* 4}

¹استاد مدیریت بازرگانی ، دانشکده مدیریت، دانشگاه تهران، تهران، ایران.

²دانشیار گروه مدیریت MBA، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران

³دانشیار گروه مدیریت بازرگانی، دانشکدۀ مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران

⁴دانشجوی دکتری مدیریت بازاریابی، دانشکدۀ مدیریت دانشگاه تهران، تهران، ایران

چکیده

اجرای استراتژی بازایابی یک مرحله کلیدی در فرایند بازاریابی استراتژیک در سازمان می‌باشد. با وجود اهمیت و نقش کلیدی اجرای استراتژی‌های بازاریابی در موفقیت و بهبود عملکرد شرکت‌ها، این موضوع یک چالش همیشگی برای شرکت‌ها باقی مانده است. مجموعه متنوعی از عوامل می‌توانند به عنوان حامی و یا مانع اجرای استراتژی‌های بازاریابی عمل کنند. بنابراین هدف اصلی این پژوهش شناسایی عوامل تسهیلگر و بازدارنده اجرای استراتژی‌های بازاریابی در صنعت کاشی و سرامیک می‌باشد. این پژوهش با استفاده از روش پژوهش کیفی و بهره‌گیری از تکنیک تحلیل میدان نیرو عوامل تسهیلگر و بازدارنده در اجرای استراتژی‌های بازاریابی را شناسایی می‌کند. در این پژوهش از مصاحبه به عنوان ابزار گردآوری داده‌ها استفاده شده است. عوامل تسهیلگر اجرای استراتژی‌های بازاریابی در چهار مقوله اصلی شامل زیرساخت‌های سازمانی، رهبری و مدیریت، فاکتورهای عملیاتی و هوشمندی رقابتی و عوامل بازدارنده اجرای استراتژی‌های بازاریابی نیز در چهار مقوله اصلی از جمله عوامل محتوایی، عوامل اجتماعی-انسانی، عوامل محیطی و عوامل کارکردی-وظیفه‌ای استخراج شدند. بر اساس نتایج حاصل از این پژوهش شرکت‌ها با تقویت نیروهای تسهیلگر و تضعیف نیروهای بازدارنده می‌توانند احتمال موفقیت در پیاده‌سازی برنامه‌های استراتژیک بازاریابی و در نتیجه رسیدن به اهداف استراتژیک خود را افزایش دهند.

کلیدواژه‌ها

استراتژی؛ بازاریابی؛ اجرا؛ عوامل تسهیلگر؛ عوامل بازدارنده

مراجع

Ahmadi, S. A. A., Salamzadeh, Y Daraei, M & Akbari, J (2012). Relationship between organizational culture and strategy implementation: typologies and dimensions. Global Business and Management Research, 4(3/4), 286.

- Bantel, K. A (1997). Performance in adolescent, technology-based firms: Product strategy, implementation, and synergy. The Journal of High Technology Management Research, 8(2), 243-262.

- Baulcomb, J. S (2003). Management of change through force field analysis. Journal of nursing management, 11(4), 275-280.

- Beer, M & Eisenstat, A (2000). The Silent Killers of Strategy Implementation and Learning. Sloan Management Review, 41(4), 29-40.

- Bey, N., Hauschild, M. Z & McAloone, T. C (2013). Drivers and barriers for implementation of environmental strategies in manufacturing companies. CIRP Annals-Manufacturing Technology, 62(1), 43-46 .

- Brenes, E. R., Mena, M & Molina, G. E (2008). Key success factors for strategy implementation in Latin America. Journal of Business Research, 61(6), 590-598.

- Carlopio, J & Harvey, M (2012). The development of a social psychological model of strategy implementation. International Journal of Management, 29(3), 75.

- Cater, T & Pucko, D (2010). Factors of effective strategy implementation: Empirical evidence from Slovenian business practice. Journal for East European Management Studies, 15(3), 207-236.

- Chaffee, E. E (1985). Three Models of Strategy. Academy of Management Review, 10(1), 8998.

- Chandler, A.D. Jr (1962). Strategy and Structure: Chapters in the History of the American Industrial Enterprise. Cambridge, MA: MIT Press modelling strategy execution: The role of organizational support and the moderated mediation effect of engagement and communication. International Review of Management and Marketing, 6(8S) .

- Creswell, J. W (2013). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications. - Crittenden, V & Crittenden, W (2008). Building a capable organization: The eight levers of strategy implementation. Business Horizons, 51, 301-309.

- Gardner, R. B (2008). A holistic assessment of the perceived supportive care needs of cancer patients during treatment (Doctoral dissertation, University of New Orleans).

- Gębczyńska, A & Gębczyńska, A (2016). Strategy implementation efficiency on the process level. Business Process Management Journal, 22(6), 1079-1098.

- Grossberg, K. A & Grossberg, K. A (2016). The new marketing solutions that will drive strategy implementation. Strategy & Leadership, 44(3), 20-26.

- Gurowitz, E (2012), the challenge of strategy implementation. Available online at: http://gurowitz.com/2012/12/the-challenge-of-strategyimplementation.

- Halldén Carlsson, A & Dahlin, A (2018). Content with Content?: A qualitative study on the implementation, maturity and future of inbound marketing strategies in the Swedish B2B sector.

- Hayati, B., Atefi, Y & Ahearne, M (2018). Sales force leadership during strategy implementation: a social network perspective. Journal of the Academy of Marketing Science, 46(4), 612-631.

- Herbiniak, L.G (2006). Obstacles to effective strategy implementation. Organizational Dynamics, 35(1), 12-31.

- Herhausen, D., Egger, T & Oral, C (2014). Auditing Marketing Strategy Implementation Success. Marketing Review St. Gallen, 31(3), 55-65.

- Homburg, C Krohmer, H & Workman, J. P (2004). A strategy implementation perspective of market orientation. Journal of Business Research, 57(12), 1331- 1340.

- Hrebiniak, L. G (2005). Making strategy work: Leading effective execution and change. New Jersey, USA: Pearson Education.

- Hrebiniak, L. G (2013). Making strategy work: Leading effective execution and change. FT Press.

- Inyang, A. E Agnihotri, R & Munoz, L (2018). The role of manager leadership style in salesperson implementation of sales strategy: a contingency perspective. Journal of Business & Industrial Marketing, 33(8), 1074-1086.

- Ishaq, M. I (2013). Marketing Strategy and business unit performance: Empirical evidence from Pakistani industries. Saarbrücken, Germany: LAP Lambert Academic Publishing.

- Johansson, E & Svensson, J (2017). Implementing strategy? Don't forget the middle managers: Strategy implementation from a middle management perspective.

- Johnson, J. S (2013). The implementation of new marketing strategies by the salesperson: The constraining factor model (Doctoral dissertation, The University of Nebraska-Lincoln).

- Johnson, L. K (2004). Execute your strategy without killing it. Harvard Management Update, 9(12), 3-6.

- Kanagal, N. B (2016). Issues in Marketing Strategy Implementation. International Business Research, 9(11), 16-28 - Kaplan, R. S & Norton, D. P (2005). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business Press.

- Köseoğlu, M. A., Barca, M., Karayormuk, K & Edas, M (2009). A study on the causes of strategies failing to success. Journal of Global Strategic Management (JGSM), 3(2), 77-90.

- Li, Y., Guo-hui, S & Eppler, M. J (2010). Making Strategy Work: A Literature Review on the Factors influencing Stragegy Implementation.

- Lihalo, K. and Madegwa Andrew (2013). Barriers to Strategy Implementation by Mid-Sized Companies in Kenya, Global Journal of Management and Business Research Administration and Management, Vol. 13, Issue 12 Version 1.0.

- Liu, G & Ko, W. W (2011). An analysis of cause-related marketing implementation strategies through social alliance: Partnership conditions and strategic objectives. Journal of business ethics, 100(2), 253-281.

- MacLennan, A (2011). Strategy execution: translating strategy into action in complex organizations. Routledge.

- Mapetere, D., Mavhiki, S., Nyamwanza, T., Sikomwe, S., & Mhonde, C (2012). Strategic role of leadership in strategy implementation in Zimbabwe's state owned enterprises. International Journal of Business and Social Science, 3.(16)

- Markiewicz, P (2011). Change Management in the Strategy Implementation Process. IntelektineEkonomika, 5(2), 257-267.

- Matsuno, K., & Mentzer, J. T (2000). The effects of strategy type on the market orientation-performance relationship. Journal of Marketing, 64(4), 1-16.

- Mišanková, M., & Kočišová, K (2014). Strategic implementation as a part of strategic management. Procedia-Social and Behavioral Sciences, 110, 861-870.

- Naeem, B., Nawaz, M. M., Rana, A. A., & Ishaq, M. I (2011). Do creative marketing strategy and its effective execution promote business performance? An empirical assessment. African Journal of Business Management, 5(30), 12108- 12113.

- Noble, C. H., & Mokwa, M. P. (1999). Implementing marketing strategies: Developing and testing a managerial theory. Journal of Marketing, 63(4), 57-73.

Nohria, N., Joyce, W., & Roberson, B (2003). What really works: Audio-Tech Business Book Summaries.

- Olson, E. M., Slater, S. F., Hult, G. T. M., & Olson, K. M (2018). The application of human resource management policies within the marketing organization: The impact on business and marketing strategy implementation. Industrial Marketing Management, 69, 62-73.

- Peters, T. J., Waterman, R. H., & Jones, I (1982). In search of excellence: Lessons from America's best-run companies. - Porter, E. M. (1996). What is Strategy? Harvard Business Review, 74(6), 61-78.

- Pretorius, M., & Pretorius, M (2016). Crooked strategy implementation: covert tactics fill the gaps. Journal of Business Strategy, 37(4), 24-31.

- Reeves, M., Love, C., & Tillmanns, P (2012). Your strategy needs a strategy. Harvard Business Review, 90(9), 76-83.

- Sarin, S., Challagalla, G., & Kohli, A. K (2012). Implementing changes in marketing strategy: The role of perceived outcome-and process-oriented supervisory actions. Journal of Marketing Research, 49(4), 564-580.

- Shimizu, K (2017). Senders’ Bias: How Can Top Managers’ Communication Improve or Not Improve Strategy Implementation? , International Journal of Business Communication, 54(1), 52-69.

- Simkin, L (2002). Tackling Implementation Impediments to Marketing Planning, Marketing Intelligence and Planning, 20(2): 120-126.

- Slater, S. F., & Olson, E. M (2000). Strategy type and performance: The influence of sales force management. Strategic Management Journal, 21(8), 813-829 .

- Slater, S. F., & Olson, E. M (2001). Marketing’s contribution to the implementation of business strategy: An empirical analysis. Strategic Management Journal, 22(11), 1055-1067.

- Tawse, A., Patrick, V. M., & Vera, D (2019). Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation. Business Horizons, 62(2), 249-257.

- Varadarajan, P. R., Jayachandran, S., & White, J. C (2001). Strategic interdependence in organizations: Deconglomeration and marketing strategy. Journal of Marketing, 65(1), 15-28.

- Vorhies, D. W., & Morgan, N. A (2005). Benchmarking marketing capabilities for sustainable competitive advantage. Journal of Marketing, 69(1), 80-94.

- Wind, Y., & Robertson, T. S (1983). Marketing strategy: New directions for theory and research. Journal of Marketing, 47(2), 12-25.

- Wu, W. K., & Dai, W. T (2018). Marketing Audit Implementation Criteria: Applying the Analytic Hierarchy Process (AHP) and the Decision-Making Trial and Evaluation Laboratory (DEMATEL) Methodology. Advanced Science Letters, 24(7), 4904-4907.

- Zaribaf, M., & Bayrami, H (2010). An effective factors pattern affecting implementation of strategic plans. Academic and Business Research Institute.