توضیحات کامل :

ترجمه مقاله اثرات استراتژی های پورتر بر تحقیقات بازاریابی و مدیریت ارتباط با مشتری در 10 صفحه ورد قابل ویرایش به همراه اصل مقاله انگلیسی به صورت پی دی اف

 

 

 

 

 

چكیده

 

با توجه به گسترش روزافزون رقابت در عرصه كسب و كار جهانی و سطح آگاهی بالای مشتریان بدلیل گسترش ارتباطات، جذب و نگهداری مشتریان نسبت به گذشته با دشواریهای بیشتری روبرو است. مدیریت ارتباط با مشتری مبحث جدیدی در جهت حل این مشكل است. رویكردهای متفاوتی در زمینه مدیریت استراتژیك ارتباط با مشتری و تحقیقات بازار مطرح شده است اما رویكرد پورتر به دلیل كاربرد پذیری بالا نسبت به روش های دیگر از مقبولیت بیشتری برخوردار شده است.

 

در این مقاله روش آماری به كار رفته در تحلیل داده ها روش ANOVA است. و نتایج حاصله حاكی از آن است كه تمام مدیران بازاریابی از مدیریت ارتباط با مشتری بهره می‌برند و استراتژی عامل مهم تصمیم‌گیری در مورد نوع استفاده از مدیریت ارتباط با مشتری نخواهد بود. مدیران بازاریابی نیازمند آنند كه برای انتخاب نقشی بهینه‌تر برای تحقیقات بازار به ساختار سازمان‌هایشان توجه كنند.

 

 

 

فهرست مطالب :

 

 

مقدمه

 

اهداف

 

مروری بر ادبیات تحقیق

 

·          نقش‌های سنتی تحقیقات بازاریابی

 

·          اثرات مدیریت ارتباط با مشتری بر نقش سنتی تحقیقات بازاریابی 

 

·          استراتژی و اطلاعات بازاریابی

 

متود‌و‌لوژی انجام تحقیق

 

یافته‌ها

 

بحث و نتیجه گیری

 

كاربرد نتایج تحقیق

 

پیشنهاد برای تحقیقات بیشتر

 

 

 

منابع و مراجع

 

 

 

 The impact of Porter’s strategy types on the role of market research and customer relationship management

 

 

 

Abstract

 

 

 

Purpose – This paper seeks to investigate the influence of Porter’s strategy types on the use of

 

customer relationship management (CRM) techniques and traditional market research, against

 

theoretical and empirical evidence that differences in strategy types may result in variation in

 

favoured marketing information sources and procedures.

 

Design/methodology/approach – Depth interviews generated a series of scale items, which were

 

combined with others derived from the literature in a questionnaire measuring strategy types, the roles

 

of market research, and the characteristics of CRM systems. Responses were obtained from 240 senior

 

marketing managers in Australia, and applied to the testing of five research propositions.

 

Findings – ANOVA found no differences in CRM usage among the strategy types. Variation was

 

widespread, however, in four roles of traditional market research: enhancing strategic decision

 

making, increasing usability of existing data, presenting plans to senior management, and achieving

 

productivity and political outcomes.

 

Research limitations/implications – Future researchers using the Porter strategic types should

 

separate “marketing differentiators” from “product differentiators” because they function and compete

 

differently.

 

Practical implications – All organisations can benefit from CRM systems, but “marketing

 

differentiators” exhibit a relatively higher usage of traditional market research. This is likely to be

 

because they compete by creating softer product differences, while others do so on harder

 

characteristics such as price or product functionality.

 

Originality/value – This is the first study to use the Porter types to explain differences between the

 

roles and uses of market research and CRM within organisations.

 

Keywords Marketing strategy, Market research, Market information systems, Customer relations,

 

Marketing management, Decision support systems

 

Paper type Research paper

 

 

 

Abstract

Purpose – This paper seeks to investigate the influence of Porter’s strategy types on the use ofcustomer relationship management (CRM) techniques and traditional market research, againsttheoretical and empirical evidence that differences in strategy types may result in variation infavoured marketing information sources and procedures.Design/methodology/approach – Depth interviews generated a series of scale items, which werecombined with others derived from the literature in a questionnaire measuring strategy types, the rolesof market research, and the characteristics of CRM systems. Responses were obtained from 240 seniormarketing managers in Australia, and applied to the testing of five research propositions.Findings – ANOVA found no differences in CRM usage among the strategy types. Variation waswidespread, however, in four roles of traditional market research: enhancing strategic decisionmaking, increasing usability of existing data, presenting plans to senior management, and achievingproductivity and political outcomes.Research limitations/implications – Future researchers using the Porter strategic types shouldseparate “marketing differentiators” from “product differentiators” because they function and competedifferently.Practical implications – All organisations can benefit from CRM systems, but “marketingdifferentiators” exhibit a relatively higher usage of traditional market research. This is likely to bebecause they compete by creating softer product differences, while others do so on hardercharacteristics such as price or product functionality.Originality/value – This is the first study to use the Porter types to explain differences between theroles and uses of market research and CRM within organisations.Keywords Marketing strategy, Market research, Market information systems, Customer relations,Marketing management, Decision support systemsPaper type Research paper