Made available in DSpace on 2010-04-20T20:51:13Z (GMT). No. of bitstreams: 3 74571.pdf.jpg: 10140 bytes, checksum: 43aabe6f892c207980df123db3e31578 (MD5) 74571.pdf: 1372596 bytes, checksum: 13ea742ab636670af386b2584020c978 (MD5) 74571.pdf.txt: 120236 bytes, checksum: 70ae3b3b1e0ca9faac09a89ba6138d20 (MD5) Previous issue date: 2003-03-17T00:00:00Z / This study refers to investment counseling to individuals provided by practitioners in bank branches. The text introduces the concept of counseling propensity, which is manifested by the practitioner when providing that service, and can be found in three situations: propensity to client characteristics; propensity to product characteristics; and propensity to product sales. The propensity may influence the practitioner’s recommendations to clients, and may be influenced by characteristics of the practitioner, the banking institution, and the practitioner-client relationship. / Trata dos profissionais que prestam assessoria de investimentos a pessoas físicas em agências bancárias. Introduz o conceito de propensão do assessor de investimentos, que é manifestado pelo profissional quando presta seu serviço de assessoria, e pode assumir três condições: a propensão às características do cliente; a propensão às características do produto; e a propensão à venda de produtos. A propensão pode influenciar as recomendações do profissional aos clientes, e pode ser influenciada pelas características do profissional, do banco, e do relacionamento entre profissional e cliente.

The purpose of this study was to examine the relationship between market orientation and business performance mediated by marketing resources and moderated by contextual factors. The study also examined the extent to which the conceptual model was a good fit to the sample data. A quantitative approach was used to test if there was a significant relationship between market orientation, marketing resources, and business performance. For the purpose, a cross-sectional survey was carried out to obtain data pertaining to market orientation, marketing resources, contextual factors and business performance. The unit of analysis of the study was banks consisting of 3 public and 15 private banks. A sample size of 507 consisting of 492 branch managers and 15 top level marketing managers was used in the survey. With a response rate of 87.97%, 446 questionnaires were collected of which 377 were used for data analysis. A SEM was used to test the extent to which the theoretical model fits the sample data. Mediation analysis was used to test the indirect effect of market orientation on business performance and hierarchical regression analysis was used to test whether the relationship was moderated by market dynamism, competitive intensity, and government regulation. Finally, an independent t – test was used to examine the statistical variations between public and private banks in terms of market orientation, marketing resources, and business performance. The confirmatory factor analysis revealed that the modified model was fit with the observed data in terms of chi-square and the individual indices. The total effect of market orientation on business performance was moderate with a 0.36 regression coefficient. The indirect effect was high with a 0.91 regression coefficient where complete and inconsistent mediation was found due to suppression effect. The moderation analysis revealed that the interaction effect of market dynamism, competitive intensity, and government regulation was not statistically significant. Finally the result showed that there was a statistically meaningful difference between public and private banks in terms of market orientation, marketing resources, and business performance. Banks in Ethiopia shall strive to segment the market, differentiate their services, and build a strong brand with clear identity. Banks in Ethiopia shall also build on their marketing resources to enhance their business performance. / Business Management / D.B.L.

A Orientação para o Mercado é uma perspectiva estratégica que preza a geração e a disseminação de conhecimento sobre o entorno para satisfazer as necessidades do mercado. Essa satisfação de necessidades de mercado deve ser buscada por meio de estratégias responsivas, que envolvam a participação de diversas funções e níveis organizacionais para geração da inteligência de mercado. Desta forma, a Orientação para o Mercado acontece por uma série de processos interfuncionais que buscam atender às necessidades do mercado, a partir de informações geradas por seus atores: clientes, concorrentes, consumidores, compradores, fornecedores. A Integração Interfuncional, por sua parte, são os esforços e trabalhos nos quais há participação ativa de várias funções ou departamentos de uma organização, buscando gerar melhores resultados a partir da união de percepções, por meio de fatores formais e informais. A literatura apresenta a Integração Interfuncional como um antecedente da Orientação para o Mercado, e uma lista de nove fatores de integração orientados para o mercado. Não obstante, esses estudos não mostram a forma como a Integração Interfuncional é operacionalizada para que as organizações consigam ser orientadas para o mercado. Essa pesquisa tem como objetivo analisar como o processo de integração interfuncional contribui para que as organizações consigam adotar estratégias de Orientação para o Mercado no contexto industrial de alimentos Latino Americano. Para isto, um estudo multicaso foi realizado na Costa Rica e no Brasil, com duas organizações orientadas para o mercado do setor de alimentos e bebidas. Entre junho e outubro de 2016, foram realizadas 24 entrevistas semiestruturadas com gerentes, líderes e supervisores dos departamentos de: marketing, comercial, logística, produção, planejamento, finanças, compras, recursos humanos. Além disso, com o intuito de triangular os dados, foi utilizada uma escala quantitativa para medir o nível de integração interfuncional nos processos estudados de cada organização. Os resultados mostraram que nas organizações são realizados processos de integração orientados para o mercado, isto é, pontos de contato que envolvem mais de duas ou três departamentos na organização com o intuito de melhorar a resposta que a organização oferece ao mercado. Estes processos são: Entrega de produtos e serviço, Lançamento de inovações, Solução de reclamações e projetos de inovação e melhoria interna para o fortalecimento da Orientação para o Mercado. Estes processos precisam de fatores de integração que facilitam o alcance de resultados relacionados à orientação para o mercado, como: responsividade, disseminação de conhecimento de mercado e satisfação do cliente. São apresentadas sete proposições teóricas geradas a partir desta pesquisa, com o intuito de acrescentar elementos ao conhecimento da operacionalização da Orientação para o Mercado dentro das organizações, por meio da Integração Interfuncional. / Market orientation is a strategic perspective looking for knowledge generation and dissemination about context, to satisfy market needs. This market needs satisfaction must be searched through responsive strategies, involving the participation of several functions and hierarchical levels for the generation of market intelligence. Hence, market orientation occurs through interfunctional processes looking for attending market needs through information obtained from: competitors, consumers, customers, shoppers and suppliers. On the other hand interfunctional integration is about the efforts and tasks with active participation of many functions or departments of an organization, looking for the generations of improving results through perceptions union with formal and informal integration factors. Literature shows interfunctional integration as an antecedent for market orientation, and a list of nine market oriented integration factors. Nevertheless, these studies do not show how interfunctional integration is operationalized in the organizations in order to achieve market orientation. This research has the objective of analyzing how interfunctional integration process helps organizations to adopt market orientation strategies, on the Latin American Foods Industrial Sector. To do this, a Multi-Case study was conducted in Costa Rica and Brazil, with two market oriented firms. A total of 24 in depth interviews were realized between June and October 2016, with managers and supervisors from diverse departments such as marketing, commercial, logistics, finance and human resources. Moreover, for triangulation, integration level of the organizations was evaluated though a quantitative scale. Results show that both organizations have market oriented integration processes, as contact points involving more than three departments, to improve responsiveness. These processes are: innovation launch, products and service delivery, claims solution and innovation and improvements projects for a stronger market orientation. These processes require integration factors to help the achievement of results related to market orientation: responsiveness, market intelligence dissemination and customer satisfaction. Seven theoretical propositions are presented, with the aim of increasing elements to the knowledge of the operationalization of market orientation on organizations, through interfunctional integration. / Dissertação (Mestrado)

Abstract Scholars are interested in exploring strategies for better business-to-business (B2B) brand management because several strategic benefits of having a stronger B2B brand have been revealed. Contributing to this stream of research, this dissertation applies the concept of multiple strategic orientations for the purpose of improving B2B branding. The collective role of the brand, market and entrepreneurial orientations when used for improving brand equity, brand awareness, brand credibility and financial performance are examined in the dissertation. Examining this phenomenon for B2B small- and medium-sized enterprises (SMEs) is an important and interesting topic because (1) SMEs are known for delineating multidimensional strategic orientation and (2) B2B SMEs have shown growth with the help of a stronger brand despite being less motivated to conduct branding activities and less resourceful when doing so. The results of this study could help to develop a more cohesive and coherent branding strategy for B2B SMEs. The research question of the dissertation is addressed with the help of three articles. The first article sheds light on the theoretical framework of interaction between brand, market and entrepreneurial orientations. Findings of the first article led the selection of two perspectives on interactions for examination, which were subsequently examined in the second and third articles respectively. These two perspectives on interaction are strategic hybrid orientation and moderating interaction. The first article used the systematic literature review approach, while the second and third articles used regression analysis to examine the relationship between constructs by using the data collected from 250 Finnish B2B SMEs. The results supported the presence of strategic hybrid orientation between brand and market orientations for the purpose of improving brand awareness, brand credibility and financial performance. However, insignificant results were found which did not rule out the presence of moderating interaction between brand, market and entrepreneurial orientations in improving brand equity. Further research studies are encouraged to advance the understanding of this approach of B2B branding in SMEs. The dissertation achieves novelty by being amongst the first to provide empirical evidence to support the concept of using multiple strategic orientations for B2B branding in SMEs. This study concludes by discussing the theoretical contributions and managerial implications of these results. / Tiivistelmä Vahvan brändin on todettu tuovan monia strategisia hyötyjä myös yritystenvälisillä (B2B) markkinoilla toimiville yrityksille. Sen vuoksi tutkijat ovat kiinnostuneita löytämään strategioita, joilla pyritään parempaan B2B-brändien johtamiseen. Tämä väitöskirja kontribuoi B2B-brändi -tutkimukseen soveltamalla strategisen moni-orientaation käsitettä. Tutkimuksessa tarkastellaan brändi-, markkina-, ja yrittäjyysorientaation yhteisroolia parannettaessa brändin arvoa, bränditietoisuutta, brändin uskottavuutta, sekä taloudellista tuloksellisuutta. Ilmiön tutkiminen erityisesti pienissä ja keskisuurissa B2B-yrityksissä on tärkeää, koska (1) pk-yritysten tiedetään käyttävän moniulotteisia strategisia orientaatioita ja (2) B2B pk-yritykset näyttävät kasvavan vahvan brändin avulla huolimatta mahdollisesti vähäisestä motivaatiostaan ja vähäisistä resursseistaan tehdä brändäämis-toimenpiteitä. Tutkimuksen tuloksia voidaan hyödyntää kehitettäessä B2B pk-yritysten brändistrategiaa. Tutkimuskysymykseen vastataan kolmen artikkelin avulla. Ensimmäinen artikkeli tarkastelee teoreettista taustaa brändi-, markkina-, ja yrittäjyysorientaatioiden interaktiolle eli yhdysvaikutukselle. Kyseisen artikkelin tulosten perusteella valittiin tarkasteluun kaksi näkökulmaa yhdysvaikutukseen. Nämä ovat hybridi interaktio ja moderoiva interaktio, joita käsitellään toisessa ja kolmannessa artikkelissa. Ensimmäisessä artikkelissa käytettiin systemaattisen kirjallisuusanalyysin menetelmää. Toisessa ja kolmannessa artikkelissa aineistona oli 250 suomalaisen B2B pk-yrityksen kyselyaineisto, jonka analyysissä hyödynnettiin regressioanalyysiä käsitteiden välisten suhteiden tarkasteluun. Tulokset osoittavat brändi- ja markkinaorientaation muodostaman strategisen hybridi-orientaation parantavan bränditietoisuutta, brändin uskottavuutta sekä taloudellista tuloksellisuutta. Tulokset eivät kuitenkaan sulje pois moderoivaa interaktiota brändi-, markkina- ja yrittäjyysorientaation välillä brändin arvon lisäämiseksi. Väitöskirja on ensimmäisiä tutkimuksia, joissa empiirisesti tarkastellaan strategisen moni-orientoitumisen käsitettä B2B- brändeihin liittyen. Tulokset kannustavatkin jatkotutkimuksiin tästä näkökulmasta. Tutkimuksen lopuksi keskustellaan tulosten teoreettisista kontribuutioista ja liikkeenjohdollisista päätelmistä.

El presente estudio fue descriptivo y bibliográfico basado en 32 investigaciones internacionales relacionadas con la orientación estratégica aplicada en diferentes empresas de América, Asia y Europa. Asimismo, se identificaron subtemas tales como: ambidestreza, innovación, riesgo, proactividad y rentabilidad. El estudio permitió identificar la orientación de las organizaciones de las investigaciones citadas y analizar el porque de la elección de la orientación que actualmente ostentan ya sea orientación de mercado o emprendedora. Del análisis de ambas tendencias se pudo obtener como resultado, que tanto la orientación emprendedora como la de mercado son útiles en las empresas y que todo dependerá del contexto y coyuntura en qué se desarrollen las organizaciones, pudiendo afirmarse que ambos tipos de orientación son complementarias logrando desarrollar la ambidestreza. Finalmente, se puede evidenciar de acuerdo al objetivo general, que las empresas que desarrollan una orientación estratégica emprendedora pueden optar en el camino por desarrollar una orientación de mercado lo cual puede motivarlas a implementar la ambidestreza a fin de que puedan continuar con éxito y obteniendo óptimos resultados beneficiosos para la empresa, dependiendo del contexto en que decidan aplicar esta principal característica. / The present study was descriptive and bibliographic based on 32 international investigations related to the strategic orientation applied in different companies in America, Asia and Europe. Likewise, subtopics were identified such as: ambidexterity, innovation, risk, proactivity and profitability. The study seeks to identify the orientation of the organizations of the aforementioned research and analyze the reason for the choice of the orientation that they currently have, either market or entrepreneurial orientation. From the analysis of both trends, it was possible to obtain as a result that both entrepreneurial and market orientation are useful in companies and that everything depends on the context and situation in which organizations develop, being able to affirm that both types of orientation are complementary, achieving develop ambidexterity. Finally, it can be evidenced according to the general objective, that companies that develop an entrepreneurial strategic orientation can choose along the way to develop a market orientation which can motivate them to implement ambidexterity so that they can continue successfully and obtaining optimal beneficial results for the company, depending on the context in which they decide to apply this main characteristic. / Trabajo de Suficiencia Profesional

因應Web 2.0 的關鍵技術及應用發展，傳統行之多年的行銷思維及作法開始面臨極大挑戰。過去沒有人可以想像消費者能在網站上公開評價商品，或直接發表對特定品牌的體驗；也無法想像主題式社群網站能集結社群、部落格的心得文可以影響消費者行為；品牌的行銷活動比過去更多元且富創意，為的就是吸引消費者的眼球注意力；企業甚至願意花時間經營網站社群，為這群利基消費者發展新品牌及產品線。這些現象的背後，反映出我們所處的行銷環境已大不如前，而消費者、企業與品牌之間的關係改變，無疑地，Web 2.0是促成改變的關鍵原因之一。企業面臨網路科技所帶來的思維轉型，該如何有效因應，並調整其行銷思維及作法，是本研究欲探討的重點。 由於現有文獻或研究多半以Web 2.0 對企業單一構面的影響，或是針對特定產業的深入研究，缺乏全面性且多元的比較研究。因此本研究採用探索性研究法的個案研究法，以文獻探討內容為本，並透過深度訪談法獲取第一手資訊，以發展出行銷 2.0 與傳統行銷的比較命題。 經過文獻探討與個案分析後，本研究歸納出九個命題： 1、Web 2.0 平台有助企業體現市場導向思維。 2、Web 2.0 時代的消費者握有行銷研究的主導權，並由他們決定如何建立關係。 3、Web 2.0 時代下，網路使用者因應共同的興趣及目標聚集形成社群，而企業也開始將主題式社群作為市場區隔的依據。 4、Web 2.0 網站平台較能幫助企業有效評估區隔。 5、Web 2.0 網站平台有助廠商蒐集並了解消費者意見，共同打造符合需求的市場定位。 6、Web 2.0 增加企業與消費者的接觸點，也增加 7P 行銷組合的內涵及作法。 7、行銷2.0 不再是企業單方面由上而下決定品牌內涵，而是由企業與消費者共同打造品牌體驗與價值。 8、Web 2.0 平台強化消費者角色本質的轉變，由孤立變為聯合、由無知變為資訊靈通、由被動變為主動。 9、Web 2.0 平台將傳統單向線性的消費者決策模式，轉變為完整迴圈式的流程。 研究發現，Web 2.0 平台賦予消費者十足的空間及舞台，在商業體系中扮演更積極主動的角色，他們不再一味接受企業透過大眾傳媒所傳遞的訊息，反而開始握有行銷研究的主導權，主動調查有興趣的產業及品牌。而消費流程也不再是單次決策，其購後評價及心得也透過Web 2.0 平台反饋，繼續影響其他消費者的購物行為。Web 2.0 在企業與消費者之間扮演的中介角色，不僅讓雙方在對等的平台上良性互動外，也化解過去因為資訊不對稱所造成的誤解及無效率。而消費者行為的種種轉變，對於企業未來在決定市場區隔、目標市場以及行銷組合7P 等均有決定性的影響。 企業不只要妥善經營實體環境的公共關係，虛擬網絡世界的關係也得花心思好好打理，尤其必須掌握科技及網絡世界的溝通經驗，讓網路使用者中的意見領袖發揮其影響力和說服力，為品牌發言也為品牌形象加值，在每個接觸點都不能放過與消費者互動的機會，因為他們也是共同打造品牌體驗的重要角色。未來的行銷是接觸點戰爭，能夠在與消費者的接觸點出奇制勝、良性互動並獲得有利情報的企業，才有機會扭轉劣勢，力創新局。 / In recent years traditional marketing concepts have been evolving and encountering great challenges due to the online applications commonly described as Web 2.0 or social community websites. No one had foreseen that consumers would evaluate products or services directly after purchase on the thematic social media and publish their brand experience openly through Internet. No one had expected that the thematic social media or Blogs could appeal and gather so many members and opinions towards specific topics, which might influence consumers’ decision. Nowadays, marketers are rushing to integrate various forms of social media into marketing planning and are highly motivated to initiate more attractive and creative events to appeal the consumer's eyes. Some enterprises are even willing to develop new product line or sub-brand to fulfill the customer’s needs. Therefore, due to the emergence of Web 2.0, the current marketing environment is quite different than what we are accustomed to. The relations and power structure between customers and brands have been changing. This research focused on how the enterprises reacted to the Web 2.0 technology and changed their mindset, especially marketing concepts and practices. Since there exists no generally accepted definition and demarcation of the term Web 2.0, the majority of studies have been focusing only on changes in certain industries or specific effects that Web 2.0 has brought to marketing. Therefore, we adopted a more general perspective based on previous results and conducted case studies to gather first-hand information and real practice from the industry. Further, we developed and concluded 9 points and made a comparison table (traditional marketing concept versus marketing concepts in Web 2.0 era) to clarify the differences of marketing concepts between traditional and Web 2.0-driven marketing. The key results of the research are: 1. Web2.0 helps enterprises to better form their marketing strategy and because all the departments within the organization can gather valuable information from each interaction point with the customers. Therefore, the consensus and responsiveness is achieved more easily, which means the Market Orientation concept could be realized. 2. Consumers in Web 2.0 era are capable of initiating market research and it is the consumer, rather than the enterprise, that decides how and with which company relations are built up. 3. Web users form communities due to common interests and objectives in Web 2.0 era, and the industries have begun to segment the market based on the different communities. 4. Web 2.0 applications help the enterprises efficiently evaluate if the market segmentation is effective and worthy of investment. 5. Web 2.0 mechanism support the enterprises to gather information and know more about the consumer insights, and also enables the two parties (enterprise and consumers) to collaborate and create the right market positions. 6. Web 2.0 not only increases the interacting points for enterprises and consumers, but also enriches the insights and possibilities of marketing-mix 7Ps (Product/Price/Place/Promotion/People/Physical environment/Process). 7. In Marketing 2.0 era the enterprise could not decide the essence of brands top down, but have to co-create the value and experiences of brands with the customers. 8. Web 2.0 platform enhance the change of the consumer inner character and behavior, from isolation to union, from ignorant to well-informed, from passive to proactive. 9. Web 2.0 platform transformed the traditional consumer decision-making from one way process to completed circles, where individual experience as valuable feedback influences the decisions of other consumers via Web 2.0 applications. As a consequence, the Web 2.0 is affecting not only the field of technology development but also the domains of business strategy and marketing practice. The Web 2.0 platform empowers the consumer and enables them to play more proactive and aggressive roles in the business system. The consumers do not just accept the message from mass media any more, but initiate marketing research themselves, investigating the brands and industries which they are interested with. The purchase decision making is not single and one way process as the personal comments that are disseminated and discussed on the Web 2.0 platforms keep on influencing other consumers’ behavior. The intermediate role that Web 2.0 plays between enterprises and consumers enables new and equal interactions, diminishing the misunderstanding and inefficiency resulted from the past asymmetric information that was mostly dictated by the enterprises. What comes along with the changing consumer behavior is a revolution in market segmentation, target, position and marketing-mix (7Ps). As Web 2.0 is not a clear-cut concept, some researchers have been regarding it as a mere temporary phenomenon that has emerged with new technology. However, its effects on marketing and wide public acceptance suggest that Web 2.0 is here to stay. Indeed, Web 2.0 has a substantial effect on consumer behavior and has contributed to an unprecedented customer empowerment. Therefore in the future, marketers have to pay more attention and put more effort to co-exist and communicate with a powerful customer instead of old-fashioned pushing marketing. Especially the enterprise should capitalize on the experience gained from the Web 2.0 platforms, utilizing the influences and convictions that web opinion leader possess to advocate for the brand. They should not disregard the many interaction points that could build up the brand experience with the consumers. Only those who could capitalize on Web 2.0 applications to gain more insight on consumer behavior, could win the ultimate victory and survive in the extremely competitive marketing war.

Market orientation is generally defined as the implementation of the marketing concept within organizations. It has been operationalized by such dimensions as customer orientation (the pursuit of customer satisfaction), Competitor Orientation, Inter-functional Coordination, and Responsiveness. According to a growing body of literature, this strategy is likely to help higher educational institutions in their effort overcome the challenges and pressures of their changing environment (these are: massification, professionalisation, budget constraints, the rise of stakeholders’ requirements in terms of quality control and accountability… In this research, I first object that those researchers who are suggesting market orientation as the suitable strategy have said nothing as for its content or definition. I also contend that empirical works using higher educational setting to operationalize the market orientation strategy are just conceptual transpositions, which do not consider the specificities of higher education institutions as compared to private firms. These shortcomings are the theoretical justification of my research. Hence, after showing the origin of the market orientation rhetoric in higher education, I develop a new conceptualization of the strategy and suggest a new scale for its measurement. The following dimensions composed my suggested scale: Stakeholder orientation (Students, policy-makers, and organizations), Competitor Orientation, Collaboration, Inter-functional Coordination, and Responsiveness. The empirical validation of these dimensions was enriched by a quantitative assessment of the place of the market orientation strategy within the mission statements of higher educational institutions. This research is one attempt in a whole ongoing trend towards research on how to relevantly import private sector strategies into public and nonprofit sector organizations, among which, higher education/<p><p>L'Orientation-Marché est généralement définie comme étant l'implémentation du marketing dans les organisations. Une revue de littérature permet de l’opérationnaliser par les dimensions telles que l'Orientation clients qui consiste en la poursuite de satisfaction des clients, Orientation concurrents, Coordination inter/intra fonctionnelle, et la Réponse organisationnelle. Cette stratégie est de plus en plus évoquée comme pouvant aider les institutions d'enseignement supérieur à faire face aux défis tels que la massification, la professionnalisation, la réduction des financements, la montée des exigences des parties prenantes en termes de qualité. Dans cette thèse, je constate d'une part que certains chercheurs se limitent à proposer cette stratégie sans en définir le contenu, et d'autre part que les travaux empiriques existants sur l'Orientation-Marché dans l'enseignement supérieur se limitent à des transpositions conceptuelles, sans tenir compte des spécificités des institutions d'enseignement supérieur. C'est pour cette raison qu'après avoir démontré l'origine des discours sur l'Orientation-marché dans ce secteur, je développe une échelle de mesure susceptible d'Opérationnaliser cette stratégie. L'échelle comprend l'Orientation vers les parties prenantes (Etudiants, Décideurs politiques, Entreprises), l'Orientation Concurrents, la Collaboration, la Coordination Interfonctionnelle, et la Réponse organisationnelle comme principales dimensions. La validation empirique de ces dimensions a été enrichie par une évaluation quantitative de la place de l'Orientation-Marché dans les missions des institutions d'enseignement supérieur, telles que déclarées dans leurs différents documents. Cette recherche est une première ébauche dans tout un courant de recherches sur l'importations des stratégies de gestion privée dans les institutions à but non lucratif. / Doctorat en Sciences économiques et de gestion / info:eu-repo/semantics/nonPublished

The thesis deals with the market orientation of high-tech companies based in the city of Brno. It measures the effects of market orientation on business performance, analyzes the relations between market orientation and business performance for chosen companies and evaluates logical structure of the questionnaire used for marketing research. Based on the results of the research the thesis contains solution proposals addressed to the given companies, points out their weaknesses and follows with the proposals for the structure of the questionnaire and its future application for researching market orientation of the companies.

This diploma work deals with marketing utilization in service sektor, concrete in legal profession. The objective was to make analysis of marketing assertion in legal office. On the basis of suitable methods was followed and evaluated actual posture of marketing literacy in legal office. Result of practical analyses was definition of barriers, handicaps, reserves and opportunities at marketing utilization in legal office. Theoretical part features information about marketing in service sektor, shows in legal profession domain and gets acquainted with used methods. Practical part analyses contemporary state in legal office. By means of suitable methods is drafted the measure, how to eliminate barriers, handicaps and reserves and to take advantage of opportunities.

創新是否能有助於企業成長與績效提升從過去以來一直是各文獻致力於探討的議題，隨著近年來服務業在各國產值比重有明顯上升的趨勢，許多學者更開始把較無型、較屬於服務業的創新從創新中獨立出來，並稱之為「服務創新」。每家企業的服務創新程度都會隨著企業內部資源與外部環境因素的不同而有所差異，因此本研究將著重在探討企業內外部有哪些因素可能會影響企業發展服務創新，以及在發展服務創新後是否真的能對企業績效表現有著正面的影響。 本研究透過質化的方法對四家台灣的銀行進行深入的訪談，從訪談結果和過去文獻中找出許多影響企業服務創新的因素，這些因素可以被歸納為資源基礎理論所稱的資源，企業透過強化這些內外部的資源將將可在市場上獲得競爭優勢，進而獲得較多的利潤。歸納結果後本研究做出以下論述：就企業內部資源而言（１）企業策略、組織資源與企業網絡、企業風險忍受程度、領導、市場導向皆對企業發展服務創有正面的幫助。（２）資訊科技整合平台應用在銀行業對於服務創新的幫助並不大。（３）就外部因素而言，政府因素、競爭對手模仿創新的能力將不利於企業發展服務創新。（４）企業發展服務創新將可提升整體企業形象與客戶忠誠度，這些都會促使企業績效成長。 　　最後，本研究根據訪談結果與次級資料發現企業內部因素中的組織資源與企業網絡是目前台灣銀行業要發展服務創新致勝的重要關鍵。此外，就企業外部因素來說，台灣目前銀行業的外部環境是不是很有利於服務創新發展，銀行應與政府主管機關多溝通協調，以改善發展環境。 / Whether innovation can affect firm’s performance is an important issue from past literature review. Since service industry become higher share in GDP in many countries, Scholars has departed service innovation from innovation. Every firms have different service innovation level because of different inner and outside resources. Therefore, this research will emphasize on discussing what kind of factors might affect firm to develop service innovation, and whether service innovation can really contribute to firm’s performance. In this research I collect many factors which might affect firms to develop service innovation from deep interviews four banks in Taiwan and past literature review. With those factors, firms can create competitive advantage and earn more profit. And I sort out few proposition as below: (1) If one firm do well at Company Strategy , Network of organizations , Leadership , Risk Tolerance , Market Orientation, then it will develop service innovation better than others firms. (2) IT Integration is not an important factor for developing service innovation in Taiwan’s bank industry. (3) Government Regulation , Competitor Imitate will make disadvantage for developing service innovation. (4) Service innovation will lead better Company Image and Customer Loyalty. Finally, according to the result from interviews and secondary data, I find that Network of organizations is the most important element for bank to get advantage in service innovation. And banks should be more emphasize on reduce disadvantage from external factors.