Teorinėje darbo dalyje analizuojama marketingo įtaka įmonės veiklai, jos vertinimo poreikis ir problemos bei išanalizuojama subalansuotų rodiklių sistema ir jos naudojimas įmonės veiklos vertinimui. Analitinėje baigiamojo darbo dalyje pateikiama ir analizuojama antrinių informacijos šaltinių - tyrimų, atskleidžiančių subalansuotų rodiklių sistemos galimą pritaikomumą finansines paslaugas teikiančių institucijų Lietuvoje marketingo veiklai vertinti bei tokio vertinimo naudą, apžvalga. Šioje dalyje taip pat pateikiami ir analizuojami atlikto kokybinio tyrimo – giluminio ekspertų interviu rezultatai, kuomet siekiant išsiaiškinti egzistuojančią marketingo veiklos efektyvumo praktiką finansines paslaugas teikiančiose institucijose Lietuvoje, buvo kalbinti keturi tokias organizacijas atstovaujantys specialistai. Projektinėje darbo dalyje pateikiamas subalansuotų rodiklių sistemos pagrindu sukurtas marketingo veiklos efektyvumo vertinimo modelis skirtas finansines paslaugas teikiančioms organizacijoms Lietuvoje, aprašomi jo įgyvendinimo etapai, pateikiamas konkrečių rodiklių sąvadas, o pabaigoje įvardinamos galimos modelio pritaikomumo problemos. / The theoretical part analyzes how marketing actions influences proceeding of the enterprise, the need of evaluating marketing performance and there’s an analysis of the balanced scorecard and it’s usage for firm performance measuring given. Analytical part of this paper represents and analyzes the secondary repository – researches that reveal posible balanced scorecard adaptability for marketing performance measuring ir the financial services enterprises of Lithuania and what‘s the benefit of doing that. This part of the paper also presents and analyzes the results of the qualitative research that was accomplished by the author - in-depth interviews with the experts, when seeking to find out the existing practise ir todays finanacial services enterprises ir Lithuania four professionals that represents this kind of organizations were interviewed. In the project part of this paper a model for marketing performance measuring is offered. Proposed model is created on the ground of balanced scorecard and designed for financial services enterprises in Lithuania. The steps of implementing the model are described in detail with a given set of particular measures and there are possible application problems named in the end.

Маркетинг является важнейшим направлением в деятельности любого современного предприятия. В целях совершенствования маркетинговой деятельности и повышения конкурентоспособности, предприятиям необходимо регулярно осуществлять оценку эффективности маркетинга. Целью магистерской диссертации является разработка научно-методических рекомендаций по совершенствованию оценки эффективности маркетинговой деятельности на предприятиях малого и среднего бизнеса. В работе рассматривается подходы и методы к оценке эффективности маркетинговой деятельности на предприятиях малого и среднего бизнеса. В качестве источников использовалась учебно-методическая и научно-исследовательская литература, результаты эмпирических исследований автора и данные корпоративной статистики. В магистерской диссертации был разработан алгоритм оценки эффективности маркетинговой деятельности на предприятиях малого и среднего бизнеса, который основан на интегральной оценке как финансовых, так и нефинансовых показателей эффективности маркетинговой деятельности, что позволяет выделить проблемные места и наметить зоны роста, как отдельного мероприятия, так и всей маркетинговой деятельности компании. / Marketing is the most important direction in the activities of any modern enterprise. In order to improve marketing activities and increase competitiveness, enterprises need to regularly assess the effectiveness of marketing. The aim of the master's thesis is to develop scientific and methodological recommendations to improve the assessment of the effectiveness of marketing activities at small and medium-sized businesses. The paper discusses approaches and methods to assess the effectiveness of marketing activities at small and medium-sized businesses. The sources used were educational, methodological and research literature, the results of the author's empirical research and corporate statistics. In the master's thesis, an algorithm was developed for assessing the effectiveness of marketing activities in small and medium-sized businesses, which is based on an integral assessment of both financial and non-financial indicators of the effectiveness of marketing activities, which allows you to highlight problem areas and outline growth areas, both for an individual event and for the whole marketing activities of the company.

As a consequence of deregulation in the airline industry, market forces rather than public service considerations increasingly dictate services to and from airports in Europe’s peripheral areas. The new market advocates market-driven management practices as a means of satisfying airline customers and implies that airports that adopt a more marketorientated approach than their rivals will perform better. This study investigates the theoretical foundations of a market orientation, which can be defined as the organisationwide generation, dissemination and response to market intelligence. The main aim of this study is to examine the relationship between market orientation and the performance of airports in Europe’s peripheral areas. The research methodology was implemented using a questionnaire-based survey that was administered to the managers of 217 airports in 17 different countries. Usable responses from 86 airports were received and analysed. The findings of this study suggest that airports wishing to outperform competitors can do so by adopting a market orientation and should seek to continually monitor and improve the way in which they gather, disseminate and respond to market intelligence. This will be particularly effective when market turbulence is high and/or when the focus of the airport is on developing leisure services. In addition, market orientation was found to have a positive effect on performance because it means that airports are more likely to be innovative in their approach to marketing. This means that airport managers should try to develop a market-orientated culture with innovative marketing practices in mind, and visa versa. The fact that independently-owned airports have significantly higher levels of market orientation than regionally-owned or nationally-owned airports suggests that independent ownership is more conducive to the development of a market orientation. The findings of this study do have a number of limitations, the most notable being that they are restricted to airports in Europe’s peripheral areas. It is recommended that future research should be conducted on airports worldwide in order to investigate differences between a wider range of airport types and geographical regions. In addition, the findings of this study suggest that a stakeholder orientation is important for airports seeking to improve their performance, especially smaller airports that are publicly-owned. It is recommended that future studies should investigate antecedents to and consequences of a stakeholder orientation. Future studies should also investigate whether a stakeholder orientation has a greater effect on performance than a market orientation does, and whether the two types of orientation complement each other.

To survive and succeed in the very competitive business environment, firms should have a clear business strategy supported by appropriate information technology (IT) and marketing strategies. Whilst many prior studies argue that strategic alignment between, for example, business strategy and IT strategy generally enhances organisational performance, strategic alignment including multiple factors has received little attention and strategic orientation of firms is rarely considered. This research, drawing on configurational theory and strategic management literature, aims to understand the performance impact of triadic strategic alignment between business, IT, and marketing strategies based on strategic orientation of firms. A number of hypotheses are proposed to examine the relationship between triadic strategic alignment and organisational performance through the use of structural equation modelling, and to identify generic types of triadic strategic alignment. The hypotheses are tested through MANOVA using data collected in a questionnaire survey of 242 managers in Yemen. The findings indicate that (1) there is an ideal triadic strategic alignment for prospectors and defenders; (2) triadic strategic alignment has a positive impact on organisational performance; and (3) triadic strategic alignment provides a better indication of the nature and performance impact of strategic alignment. Follow-up interviews were also conducted to support the arguments and to clarify how strategies should be aligned. This research also contributes to managers’ knowledge and understanding by suggesting how a firm should coherently align its strategies to improve organisational performance.

As a consequence of deregulation in the airline industry, market forces rather than public service considerations increasingly dictate services to and from airports in Europe’s peripheral areas. The new market advocates market-driven management practices as a means of satisfying airline customers and implies that airports that adopt a more marketorientated approach than their rivals will perform better. This study investigates the theoretical foundations of a market orientation, which can be defined as the organisationwide generation, dissemination and response to market intelligence. The main aim of this study is to examine the relationship between market orientation and the performance of airports in Europe’s peripheral areas. The research methodology was implemented using a questionnaire-based survey that was administered to the managers of 217 airports in 17 different countries. Usable responses from 86 airports were received and analysed. The findings of this study suggest that airports wishing to outperform competitors can do so by adopting a market orientation and should seek to continually monitor and improve the way in which they gather, disseminate and respond to market intelligence. This will be particularly effective when market turbulence is high and/or when the focus of the airport is on developing leisure services. In addition, market orientation was found to have a positive effect on performance because it means that airports are more likely to be innovative in their approach to marketing. This means that airport managers should try to develop a market-orientated culture with innovative marketing practices in mind, and visa versa. The fact that independently-owned airports have significantly higher levels of market orientation than regionally-owned or nationally-owned airports suggests that independent ownership is more conducive to the development of a market orientation. The findings of this study do have a number of limitations, the most notable being that they are restricted to airports in Europe’s peripheral areas. It is recommended that future research should be conducted on airports worldwide in order to investigate differences between a wider range of airport types and geographical regions. In addition, the findings of this study suggest that a stakeholder orientation is important for airports seeking to improve their performance, especially smaller airports that are publicly-owned. It is recommended that future studies should investigate antecedents to and consequences of a stakeholder orientation. Future studies should also investigate whether a stakeholder orientation has a greater effect on performance than a market orientation does, and whether the two types of orientation complement each other.

The management accounting literature (e.g., Cooper and Kaplan 1988b; Shillinglaw 1982) argues that cost information is beneficial for marketing management in order to improve the business profitability. Accounting for strategic management also proposes the use of accounting information on cost drivers, business strategy, market and competitors (e.g., Shank and Govindarajan 1993). In the accounting and control literature it is also suggested that a company gains if it includes interactive control systems, with the participation of the various functional areas, including marketing, in addition to the traditional diagnostic systems (Simons 1995b). Moreover, the marketing literature states that there is a loss of influence and stature of the marketing department (Webster Jr et al. 2005) and relates this in part to the lack of performance measures (see Ambler 2003b; McGovern et al. 2004; Nath and Mahajan 2008), particularly the financial ones (e.g., Schultz and Gronstedt 1997). The marketing literature also recognises the usefulness of cost accounting information (e.g., Dunne and Wolk 1977; Kirpalani and Shapiro 1973; Winter 1979), in particular the information from the activity-based costing systems for marketing management (e.g., Goebel et al. 1998; Lere 2001). Although the literature in both accounting and marketing note benefits from using accounting information, the interaction, communication and the exchange of information between marketing and accounting departments is poor (Phillips and Halliday 2008; Srivastava et al. 1998) and little researched (De Ruyter and Wetzels 2000; McManus and Guilding 2008). The purpose of this research is to understand what influences the ability of the accounting system to meet the managers’ demand of accounting information, as well as why and how marketing managers are demanding accounting information. In keeping with the exploratory and explanatory research nature of the research an interpretative case study was conducted (see Lukka and Modell 2010; Mason 2002; Yin 2009). Two companies were selected from the Portuguese fashion retail sector (cf. Perloff and Salop 1985; Snyder 1989; Swartz 1983). The data was collected through semi-structured interviews, observation, and documents. The analysis and comparison of these two cases revealed that the use of accounting information was influenced by both structural and functional factors. From the structural point of view, it was important for the two companies to have very detailed accounting information in the system and have the financial and non-financial databases integrated. The mentality of the management control staff – oriented towards the real needs of the managers – was also a key factor. From the functional point of view, it was observed that two complementary forms of transmission of accounting information contributed to the effectiveness of its use. The self-service access to updated information and both automated and customised reports, contributed the accounting information being frequently accessed and interpreted by all managers – particularly commercial and sales managers. The face-to-face presentation and discussion of management accounting reports positively influenced the collective use of accounting information – in order to diagnose problems, find solutions and align the various managers in the implementation of plans. As a result, these interactions were still opportunities for mutual learning. Managers learned the potential of the accounting system and accountants perceived the specific needs of each manager. Therefore, it enabled both financial and management accountants to create and to maintain the management accounting system adapted to the managers' demand. Managers in both companies seek information to analyse sales, control costs and manage profitability. In one of the companies the information was also used strategically – the cost drivers, the market situation and the competitors’ accounting information were analysed. In one company, the accounting information was also used to protect the marketing department, i.e., the accounting information was used to maintain or increase the funds allocated to the marketing budget. In this particular case of marketing performance measurement, the unit of analysis was the marketing project and the metric was the contribution to profits. In conclusion, the marketing managers in these companies do seek management accounting information. Regular face-to-face, multi-functional and multi-hierarchical interaction is a key factor for the use of the accounting system; this is where managers learn the potential of the accounting system and accountants understand the real managers’ needs of accounting information.

Purpose This paper analyses the use of marketing metrics and marketing information and metrics contained in 2006/7 annual reports of companies listed on the Johannesburg Stock Exchange. The assumption is that the annual reports are the vehicle whereby listed companies communicate to their shareholders and other stakeholder constituencies. Methodology The assessment criteria is based on Ambler’s (2003) suggested marketing metrics and qualitative data is based on a checklist compiled from various academic sources. The elements which are assessed pertain to brand equity, other customer metrics, segmentation, competition, innovation and environmental and strategic aspects. The information obtained is compared to information required by investors and rating is done based on a grand total maturity. Findings Research results indicate that the use of quantitative metrics and qualitative data is very limited. The majority of companies display a lack of information pertaining to marketing. The results reflect a bi-modal tendency. Half (53%) of the companies do not provide any or poor information on their brand whereas 26% of companies supplied good and excellent information. The grand total score indicates that nearly two thirds (60%) of companies obtain a score of less than 50%, providing insufficient information. On the other hand, 27% of companies provide good and excellent information. Segmentation metrics are generally not reflected in annual reports, neither are competitors. Innovation and environmental aspects influencing market trends are covered by two thirds, however a third provides insufficient information. Other findings include that no standard reporting format exists. Information pertaining to marketing is spread throughout the annual reports. None of the companies provide a glossary of marketing definition or brand terminology. Research implications More in-depth research needs to be conducted on various industry sectors and amongst investors as to their needs. Originality/ value The paper is of value to corporate executives, marketing and communication practitioners who seek to improve communication and to convey optimal information for the investment community. The aim is to stimulate executive management to revise their relationship towards customers, the brand, marketing strategy and investors. / Graduate School of Business Leadership / MBL

Purpose This paper analyses the use of marketing metrics and marketing information and metrics contained in 2006/7 annual reports of companies listed on the Johannesburg Stock Exchange. The assumption is that the annual reports are the vehicle whereby listed companies communicate to their shareholders and other stakeholder constituencies. Methodology The assessment criteria is based on Ambler’s (2003) suggested marketing metrics and qualitative data is based on a checklist compiled from various academic sources. The elements which are assessed pertain to brand equity, other customer metrics, segmentation, competition, innovation and environmental and strategic aspects. The information obtained is compared to information required by investors and rating is done based on a grand total maturity. Findings Research results indicate that the use of quantitative metrics and qualitative data is very limited. The majority of companies display a lack of information pertaining to marketing. The results reflect a bi-modal tendency. Half (53%) of the companies do not provide any or poor information on their brand whereas 26% of companies supplied good and excellent information. The grand total score indicates that nearly two thirds (60%) of companies obtain a score of less than 50%, providing insufficient information. On the other hand, 27% of companies provide good and excellent information. Segmentation metrics are generally not reflected in annual reports, neither are competitors. Innovation and environmental aspects influencing market trends are covered by two thirds, however a third provides insufficient information. Other findings include that no standard reporting format exists. Information pertaining to marketing is spread throughout the annual reports. None of the companies provide a glossary of marketing definition or brand terminology. Research implications More in-depth research needs to be conducted on various industry sectors and amongst investors as to their needs. Originality/ value The paper is of value to corporate executives, marketing and communication practitioners who seek to improve communication and to convey optimal information for the investment community. The aim is to stimulate executive management to revise their relationship towards customers, the brand, marketing strategy and investors. / Graduate School of Business Leadership / MBL

Submitted by William Justo Figueiro (williamjf) on 2015-07-17T21:59:24Z No. of bitstreams: 1 29c.pdf: 2619429 bytes, checksum: 1df895b107800b37743665559ceec3ba (MD5) / Made available in DSpace on 2015-07-17T21:59:24Z (GMT). No. of bitstreams: 1 29c.pdf: 2619429 bytes, checksum: 1df895b107800b37743665559ceec3ba (MD5) Previous issue date: 2014-06-26 / Nenhuma / A transição da produção em massa para a produção flexível é considerada a primeira e mais abrangente tendência de evolução organizacional. As estruturas hierárquicas e burocráticas dissiparam-se, sendo substituídas por novas formas, passando a abarcar, também, relações entre departamentos e interfirmas. Este fenômeno é considerado uma resposta estratégica das organizações às pressões e turbulências ambientais, que as impulsionaram a delegar e a desagregar suas funções a outros especialistas, por meio do estabelecimento de relações interfirmas. Além disso, estudos teóricos sugeriram a obtenção de desempenho de marketing e organizacional superior a partir do estabelecimento dessas relações. Nesse contexto, este estudo investigou o impacto das relações interfirmas no desempenho de marketing e organizacional, por meio de uma survey realizada junto a uma amostra de 464 organizações. Uma escala para a mensuração da frequência do estabelecimento de relações interfirmas foi criada e validada. A mensuração desse construto foi posteriormente comparada ao desempenho de marketing e organizacional, os quais também foram medidos a partir de escalas existentes em estudos prévios, as quais foram traduzidas e validadas. Como principais achados da pesquisa, destaca-se a sustentação aos pressupostos teóricos mencionados na literatura do campo acerca do desempenho de marketing e organizacional, a identificação das atividades de marketing que interferem na relação da estrutura de marketing com o desempenho de marketing e organizacional e as atividades de marketing mais frequentemente realizadas a partir de relações interfirmas. / The transition from mass production to flexible production is considered the first and most widespread trend of organizational evolution. Hierarchical and bureaucratic structures dissipated, being replaced by new organizational forms, encompassing interfirm and interfunctional relationships. This phenomenon is considered a organizational strategic response to the environmental pressures and turbulence, which were incited to delegate its functions to other experts, through the establishment of interfirm relations. Moreover, theoretical studies suggested these relations could provoke higher marketing and organizational performance. In this context, this study investigated the interfirm relations impact over marketing and organizational performance, through a survey conducted with a sample of 464 organization. A scale to measure the frequency of establishment of interfirm relations was created and validated. The measurement of this construct was subsequently compared to marketing and organizational performance, which were also measured from existing scales in previous studies, which have been translated and validated. As main findings of the research, there is support to theoretical assumptions mentioned in the literature about marketing and organizational performance, the identification of marketing activities that interfere on marketing and organizational performance and the marketing activities more often performed from interfirm relationships.

Purpose:  The purpose of this study is to analyze the perceived impact of business intelligence tools on marketing success. Methodology:  This research has conducted based on a literature study in the field business intelligence and pharmaceutical industry marketing. Primary  data  has  been  used  in  this  thesis  to  evaluate  the information technology impact on the  market performance for pharmaceutical industries. The SPSS software package is used to analyze the employee responses and statistical technique. Regression analysis is used to check the impact of information technology on market performance. Findings: One hundred fifty questionnaires were given to the employees of 15 different pharmaceutical companies located in Pakistan. Among them, 104 were collected back and 100 questionnaires were considered valid and used for further analysis. After analyzing the data, it was evaluated that information technology has a significant impact on market performance in pharmaceutical industries. According to the stakeholders, strategic planning, organizational support, knowledge management and technological advancement have significant impact on the success of information technology for decision support systems. Research limitations/Implications: More research will be required on the theory presented in this thesis “The Perceived Impact of Business Intelligence Tools on Marketing Success”.