ارزش‌سازی ظرفیت‌های بازاریابی با تاکید بر کارآفرینی محوری و بازارمحوری؛ نقش میانجی نگرش نوآورانه

هدف: ظرفیت‌ بازاریابی سازوکاری است که سازمان‎ها را در اجرای راهبردهای خود در محیط رقابتی توانمند می‎کند. با این رویکرد شرکت‌ها می‌توانند فرهنگ مشتری‌محور خود را به بازار نشان دهند تا هم منابع فیزیکی و هم دارایی‎های فکری و استراتژیک خود را با استفاده از ایده‌های نوآورانه به کالا‌ها و خدمات ارزشمند پیوند دهند و نیاز‌های مشتری را برآورده کنند. در این پژوهش با هدف کسب رضایت مشتری، الگویی از ظرفیت‌های بازاریابی ارزش‌ساز و مبتنی بر نگرش نوآورانه توسعه داده شد. روش: برای طرح مدل و توسعه فرضیه‎ها از مطالعات کتابخانه‌ای و مصاحبه با جامعه آماری متشکل از کارشناسان صنعت حمل‌ونقل بین‌المللی بهره برده شد. همچنین به‌منظور سنجش اعتبار مدل و آزمون فرضیه‎ها از تکنیک مدل‌سازی معادلات ساختاری استفاده شد. برای گردآوری داده‌ها روش نمونه‌گیری تصادفی ساده به‌کار رفت. یافته‎ها: نتایج پژوهش نشان داد، شرکت‌ها با هدف خلق ارزش ادراکی مشتریان در استفاده از ظرفیت‌های بازاریابی خود از دو رویکرد کارآفرینی‌ محوری و بازار محوری استفاده می‌کنند. همچنین یافته‌ها نشان داد شرکت‌های کارآفرین، بازارگرا و نوآور رضایت مشتریان را نسبت به رقبا به شیوه مناسب‌تری تامین می‌کنند. نتیجه‎گیری: کارآفرینی و بازارگرایی دو رویکرد کلیدی در استفاده از ظرفیت‎های بازاریابی بنگاه‎ها هستند. سازمان ها می‎توانند با اصلاح ساختار و روش‎ها به کارآفرینی درون سازمانی پرداخته و با اصلاح شیوه‎های ارتباطی و خدمت‎رسانی به کارآفرینی برون سازمانی انجام دهند. بازارگرایی نیز رویکردی مبتنی بر مشتری است و وظیفه سازمان این است مشتری را در کانون توجه خود قرار دهد.

Value Creation for Marketing Capacities; Articulating Entrepreneurship Orientation and Market Orientation Interactions: The Mediating Role of Innovative Approach

Objective Marketing capacity is the mechanism that empowers a firm to implement its strategies in a competitive environment. With this approach, firms can show their customeroriented culture to the market to link not only their physical resources but their strategic and intellectual assets, using innovative ideas for valuable goods and services, and meeting customer needs. Value creation in marketing is an issue that has always been considered by researchers; however, in previous studies, the role of innovative attitude in creating value for marketing capacity has not been studied. Therefore, this study aims to respond to two basic questions while filling the existing research gap: (1) Can marketing capabilities with an innovative approach be able to value the customer? (2) How does the interaction of marketing capacity and innovative attitudes relate to value creation?   Methodology Modeling and developing hypotheses was sought from library studies and interviewing a statistical population composed of experts in international transport industry and structural equation modeling techniques were used to validate the model and test the hypotheses. Simple random sampling was used to collect data.   Findings The results of this study showed that firms used entrepreneurial orientation and marketing orientation to create their customers’ perceived value in using their marketing capabilities. The findings also showed that entrepreneurial, marketoriented and innovative firms provide better customer satisfaction compared to their competitors. The value creation of the entrepreneurialorientation approach is more affected by organizational innovation than the procedural innovation, and of course this analysis is in line with empirical expectations. It is because organizational innovation develops entrepreneurial enterprise innovation both inside and outside the organization and creates a vast network of working relationships. In the case of marketoriented approach and based on the findings, three scenarios can be explained; first, the marketoriented approach does not lead to value creation at all; second, this approach can immediately create value per se, and ultimately the marketorientation approach create value focusing on procedures other than marketing innovations. The first scenario is rejected because the marketoriented approach is an attitude in which the customer is at the core of all affairs and the organization’s goal is to fulfill the customer’s desires and needs, therefore it leads to value creation in itself. However, the fact that the marketorientation approach is able to create values ​​from other paths is an analysis which in turn can be considered as a suggestion for future studies.   Conclusion In explaining the results of this research, entrepreneurship and market orientation were introduced as two key approaches in using marketing capacity of firms. The firm can address intraorganizational entrepreneurship by modifying the structure and methods, and can address interorganizational entrepreneurship by modifying the communications and service practices of the enterprise. Market orientation is a customeroriented approach and the organization aims to institutionalize customers as the main focus of attention. In order to gain value from these approaches, an innovative approach was identified that seems to have expanded into the center of marketing activities and has found its status. Hence, innovation is no longer just a concept but it is a strategic business element in which the organization designs and implements its own strategies to achieve its goal and to create value. In other words, entrepreneurial, marketoriented, and innovative firms will be able to create values in the best way their customers’ expect.