Supplement 1 (Кравченко Е.В., Клейменова Е.П., Кулик Л.В. - Study Guide for Postgraduates in Economics)

Supplement 1THE EXECUTIVE SUMMARYEXAMPLESEXECUTIVE SUMMARY 1Webster F.E., Jr. (1992). The changing role of marketing in corporation.of Marketing 56 (4): 1-17.JournalThe purpose of this article is to outline both the intellectual and pragmatic roots of changes thatare occurring in marketing, especially marketing management, as a body of knowledge, theory,and practice and to suggest the need for a new paradigm of the marketing function within thefirm. First, the origins of the marketing management framework, the generally accepted paradigmof the marketing discipline for the past three decades, are considered.

Then shifting managerialpractice is examined, especially the dissolution of hierarchical bureaucratic structures in favor ofnetworks of buyer-seller relationships and strategic alliances. Within those new forms oforganization, the changing role of marketing is discussed and reconceptualization of marketing asa field of study and practice is outlined. This publication can provide a foundation for furtheranalysis of …EXECUTIVE SUMMARY 2Hakansson H., Snehota I. (1994). No business is an Island: The Network Concept ofBusiness Strategy / Marketing Perspective.The aim of this article is to explore the contributions that could be made to the conceptual frameof reference for business strategy management by one of the research programs which focuses onthe organization-environment interface, and to which a network approach has been applied. Westart by examining some of the assumptions underlying the current “strategy managementdoctrine”.

The network model of the organization-environment interface is then reviewed andthree central issues of the strategy management doctrine are discussed from the viewpoint of thenetwork model: (1) organizational boundaries, (2) determinants of organizational effectiveness,and (3) the process of managing business strategy.The conclusion reached is that in all three are changes are required in the assumptions of thebusiness strategy model.

Our arguments stem from a basic proposition about situations describedby the network model: continuous interaction with other parties constituting the context withwhich the organization interacts endows the organization with meaning and a role.

When thisproposition applies, any attempt to manage the behavior allocates and structures its internalresources and towards the way it relates its own activities and resources to those of the otherparties constituting its context. Such a shift in focus entails a somewhat different view of themeaning of organizational effectiveness: what does it depend on and how can it be managed? Thispaper can give rise to further research in …4EXECUTIVE SUMMARY 3Hakansson H., David Ford (2002). How should companies interact in business network?Journal of Business Research 55 (2002) 133-139.The terms ‘relationship’ and ‘networks’ are widely used in academic discussion of business practiceand have become increasingly common in the conversions between managers themselves.

Thispaper starts with a description of some aspects of business networks and relationships andhighlights the questions that they pose for practitioners. The paper suggests that an understandingof these questions require an appreciation of a number of paradoxes that are intrinsic to thenature of business networks. The paper explores each of these paradoxes to provide an answer tothe question: “How should companies interact in business networks?” This work can give animpetus to a more profound research of …EXECUTIVE SUMMARY 4Rodney E. Smith (University of Arkansas), William F. Wright (University of Waterloo).Determinants of Customer Loyalty and Financial Performance. Journal of ManagementAccounting Research 16 (2004) 183-205.Recent research in accounting advocates nonfictional measures of company performance, such ascustomer satisfaction and loyalty, as useful indicators of aspects of firm performance.

But whatare the drivers of customer satisfaction and loyalty? We provide an integrated causal model ofcompany performance in the personal computer (PC) industry that simultaneously tests linksbetween product value attributes resulting from business process performance, customer loyalty,and financial outcomes.

Our results extend prior accounting research (e.g. Banker et.al. 2000;Ittner and Larcker 1998) in two directions: (1) by explaining the determinants of customer loyalty,and (2) by clarifying the relation between customer loyalty and measures of financial performance.We report that product value attributes directly and differentially impact levels of customer loyaltyas well as prevailing average selling prices. Furthermore, measures of customer loyalty explainlevels of relative revenue growth and profitability, and relatively high customer loyalty engenders acompetitive advantage in the PC industry. This work can be used as a basis for further elaborationof …EXECUTIVE SUMMARY 5Byron Sharp, Anne Sharp (Marketing Science Center, University of South Australia, City West,North Terrace, Adelaide 5000, Australia).

Loyalty programs and their impact on repeat-purchaseloyalty patterns. International Journal of Research in Marketing 14 (1997) 473-486.Loyalty programs are currently increasing in popularity around the world. This paper discusses thepotential of loyalty programs to alter the normal market patterns of repeat-purchase behaviorwhich characterize competitive repeat-purchase markets. In line with this thinking, a large scale5loyalty program is evaluated in terms of its ability to change normal repeat-purchase patterns bygenerating ‘excess loyalty’ for brands in the program. Panel data were used to develop Dirichletestimates of expected repeat-purchase loyalty statistics by brand. These estimates were comparedwith the observed market repeat-purchase behavior.

Overall a trend towards a weak level ofexcess loyalty was observed, although the expected deviation was not consistently observed for allthe loyalty program brands. Only two of the six loyalty program participant brands showedsubstantial excess loyalty deviation. However, these deviations in repeat-purchase loyalty wereobserved for non-members of the loyalty program as well as members and appear likely to be atleast partially the result of other loyalty efforts particular to these brands. This publication canstimulate further analysis of … on the basis of the results achieved by the Center.6.