通过合作营销使性能最大化：了解背景的作用外文翻译.docVIP

外文翻译 原文 Maximising performance gains from cooperative marketing: understanding the role of environmental contexts Material Source: Curtin University of Technology, Australia Author: Sonia J. Dickinson, B. Ramaseshan INTRODUCTION Firms make strategic decisions unique to their operating context in a quest to improve performance. As part of this effort to improve organisational performance, firms seek strategy alternatives that balance environmental responsiveness and financial investment. Cooperative interorganisational relationships provide this balance. Cooperative marketing alliances are a type of interorganisational arrangement (IOA) that appeals to firms due to the potential benefits that stem from cooperating with partner firms in relation to functional marketing activities with minimal financial investment (Maynard 1996; Hennart 1991; Johnson and Scholes 1999). Cooperation across functional marketing activities may include product bundling, joint offers of warranty/maintenance, shared warehousing and shared inventory control, shared access to physical distribution resources, joint sales promotion and cooperative branding (Arndt 1979; Buttery and Buttery 1998; Anderson and Narus 1991;Varadarajan and Rajaratnam 1986). The relevance of cooperative marketing, as with any other form of IOA, hinges on the performance outcomes resulting from implementation. While cooperation is analogous with both economic and strategic performance, literature is mostly conceptual and there is little or mixed empirical support (Shamdasani and Sheth1995; Varadarajan and Cunningham 1995; Terpstra and Simonin 1992; Spekman and Sawhney 1990; Crouse 1991). Past studies acknowledge an open systems’ perspective and the influence of the environment on strategic outcomes, however, they fall prey to key shortcomings such as using a reductionist perspective and inadequate measurement of environment-strategy- outcomes. Typically, measurement of strategy outcomes is