行銷能耐研究── 以A皮鞋公司為例

Abstract

過去有許多學者對於行銷能耐提出各式觀點以及衡量的方法，本研究首先探討行銷能耐的發展過程，為行銷能耐提出新的定義，將行銷能耐定義為整合公司資源投入、發揮槓桿效果，結合行銷資源獲取顧客滿意度及品牌權益，並重新設計問卷，衡量公司的行銷資源投入以及行銷能耐產出，同時搭配員工之績效評估，檢視公司之績效評估是否能反映員工行銷能耐。 本研究與一鞋業公司合作，該公司業務範圍涵括鞋款設計、門市零售及品牌經營等，此個案公司協助發放問卷給企業員工，透過以產品銷售流程為架構之問項，以及產品、推廣、市場研究及顧客關係四大構面了解個案公司之行銷能耐表現。 將蒐集之問卷結果進行各種分類，以主成份分析及多元知覺圖之繪製分析結果，結果顯示，若就部門分類而言，個案公司之門市部以及產品研發部在本研究之分析構面上表現良好，地區別則是以居住南部地區員工在三個構面的表現皆優於其他地區，然而，若是將分析層級從群體降為個人，並搭配公司績效制度，可以看到同一分類單位內的員工的表現並不一致，且績效評估也不是完全反映其行銷能耐，然而此點可能因為個案公司的績效評估制度仍有考量其他非行銷因素。 此外，此研究也在知覺定位圖中加入理想點，對於不同分類單位，理想點也不一樣，透過理想點的分析，可以讓公司決策者了解未來各部門的發展目標。

In contrast with previous research about marketing capability, this article conceives marketing capability as the deployment of marketing resources to achieve customer satisfaction and brand equity. This article also developed a new questionnaire to analyze the marketing resource input and marketing capability output. At the same time, the analysis takes employees’ performance into consideration to understand whether the performance evaluation system can reveal employees’ marketing capability. The questionnaire is based on the product selling process and 4 dimensions of product, promotion, market research and customer relationship to evaluate company’s marketing capability. With the help of a shoe conglomerate, who’s business includes shoe design, retailing and branding, this article collects questionnaire from employees and analyzes the marketing capability of the shoe conglomerate. According to the result of the principal component analysis and multidimensional scaling analysis, both retailing and product development department are good at the 4 dimensions if divided into departments. Also, the employees live in the south have the best performance in the 4 dimensions except the customer relationship. However, if changing the analysis unit from group into individual, it finds out that there’s no consistence in the same group, nor does the performance evaluation and each’s marketing capability, whose inconsistency may result from the other non-marketing factor in the performance evaluation system. In this article, ideal point concept is also used for the managers to understand each group’s optimal performance and thus develop appropriate goals for each group to achieve.