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    政大機構典藏 > 商學院 > 企業管理學系 > 期刊論文 >  Item 140.119/65570
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/65570

    Title: 事業策略、行銷作為與績效關係之研究―台灣西藥業之實證研究
    Authors: 黃松共;黃俊英;劉水深
    Contributors: 企管所
    Keywords: 事業策略;行銷作為;績效
    Business strategies;Marketing activities;Performence
    Date: 1989.07
    Issue Date: 2014-04-22 18:06:22 (UTC+8)
    Abstract: 本文整合過去有關事業策略、行銷作為與績效權變關係的理論與實證文獻,以台灣西藥業93家廠商實證探討不同的事業策略與行銷作為之配合對事業績效的影響。對事業策略採策略類型法的研究途徑,其操作性定義同時採調查者推論法及自我分類法兩種衡量方法後,得到三種不同的事業策略類型。研究結果建議,不同的事策略類型之問,其行銷行為與績效均有顯著性差異,雙因子、ANOVA分析結果發現不同的事業策略與行銷作為若有適當配合,則可獲致較佳績效。
    This study used the approach of typologies of strategies to operationalizing business strategy. The two measurement approaches of investigator inference and self-typing were employed to measure busincss strategy. Data for the study were gathered from a national survey of Taiwan pharmaceutical industry. A total of 534 companies were sent the questionnaire. The sample element of the study was the marketing manager of cach pharmaceutical business unit. This survey approach yielded 122 responses, of which 104 were usable and 93 were respondent, classified into one of the three strategic types investigated. The hypothese were tested by the use of χ^2, One-way ANOVA, Two—way ANOVA and Scheffe multiple comparisons test. Results: A. Business strategy and performance. 1. Different business strategies are not perform well on different performance dimensions. 2. For specific business strategy, there are tradeoffs among different performance dimensions. Good performance on one dimension often means sacrificing performance on another. B. Business strategy and marketing activities. Significant differences in relatively technically sophisticated product lines, quality of product, quaity od service, prices, forward vertical integration, sales promotion expenditures and salesforce expenditures are found among different business strategies. C. Business strategy, marketing activities and performance. 1. The performance of prospector business units is related positively to relatively low salesioree expenditures. 2. The performance of low cost defender business units is related positively to relatvely high formalization of marketing organization. 3. The performance of differentiated defender business units is related positively to: * relatively high formalization of marketing organization,* relatively high technically sophisticated product lines,* relatively high R&D expenditures,* relatively high forward vertical integration, and* relatively high advertising expenditures.
    Relation: 管理評論, 8, 141-158
    Data Type: article
    Appears in Collections:[企業管理學系] 期刊論文

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