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Management is constantly looking for ways to show how exactly the competitive advantage can be enhanced to achieve the desired results. As such, control mechanisms that are designed to ensure that the desired results are achieved play an important part in the successful implementation of a business strategy, which is why, in this study, the authors analyze how formal and informal control levels are deduced from the marketing decisions that operationalize the organizational strategy.

The authors conducted a cross-section survey among 301 marketing managers. To determine which types of strategies are prevalent, the authors performed a hierarchical cluster analysis using the IBM SPSS Statistics 24 software and then constructed an ANOVA table to see whether there are differences in the characteristics of the different clusters. To determine the configuration of marketing control across strategy typologies, the authors conducted a mean difference test, aligning marketing control mechanisms with the strategies under study, significantly changing the intensity levels from one to another.

It is worth emphasizing that higher levels of control are related to prospector strategic business units (SBUs) and that informal control was significantly more prevalent than formal control for all the strategy typologies the authors' studied.

This research provides empirical evidence to gain a better understanding of the role marketing decisions play on formal and informal control mechanisms.

The implementation of control systems allows marketing managers to improve operational decisions and organizational results. This paper aims to identify the relationship between control combinations and organizational results and analyze the relationships between the variables attributed to the marketing managers and with marketing control combinations. Decisions involving marketing control combine formal and informal mechanisms and generate control systems that have a favorable relationship with organizational results.

The paper is based on 301 cross-sectional surveys among marketing managers. The classification procedure based on metric distance was implemented to identify the marketing control combinations. A hierarchical cluster analysis was carried out with perceptions about formal and informal control, to validate the control combination classifications. Finally, a discriminant analysis and ANOVA test were carried out for exploring factors associated with the managers. The data analysis was supported by IBM SPSS Statistics 24 software.

The authors found evidence that, when managers perceive high-control systems, the perception of non-financial and financial results is always better, but the presence of high-clan control also returns optimal results. In addition, the manager's satisfaction levels and work motivation are higher with high control systems than with other control systems.

This study contributes to the existing knowledge by providing a broader empirical basis to extend conceptual frameworks about marketing control combinations that emerge in practice.

企業設置營銷控制系統來進行營銷控制,這可讓市場經理能改善其營運決策和組織成果。本文擬確定控制合併與組織成果的關係;本文亦擬分析涉及市場經理的變數與營銷控制合併的關係。涉及營銷控制的決策會結合正式和非正式的機制,而這些決策會帶來與組織成果有良性關係的控制系統。

本研究乃基於對市場經理進行的301項橫斷調查。研究人員實施基於度量距離的分類程式,來確定營銷控制合併;為了證實有關的控制合併分類是正確的,研究人員就對正式控制和非正式控制的觀感和看法、進行了階層式分群法分析;最後,研究人員進行了判別分析和變異數分析 (ANOVA), 以探索與經理有關聯的因素。有關的數據分析得到IBM公司的SPSS (統計產品與服務解決方案) Statistics 24 (統計軟體) 的支持。

我們證實了、若主管感知高控制的系統,其對非財務結果和財務結果的看法必會較好的,但高社群控制亦會帶來最佳的結果。我們亦證實了高控制系統,較其它控制系統,更能提高主管的滿意程度和工作動機。

本研究提供了一個更廣闊的經驗基礎,以擴展涉及在實踐中出現的營銷控制合併的概念框架,就此,本研究豐富了這方面的知識。

The sharing economy (SE) is significantly affecting traditional companies, which have felt a need to adapt their business model. The aim of this study is to identify the different types of adaptation developed by companies within a SE context, and to examine how they relate to their characteristics.

A content analysis involving 149 real-world adaptation cases was carried out, after which a Kruskal–Wallis test and a multiple correspondence analysis were used to explore the relationships between the types of adaptation identified, the business characteristics and the strategic decisions taken for these adaptations.

Through the analyses proposed in the study, the main conclusions suggest that the way companies adapt to SE is related to business characteristics and the strategic decisions taken for these actions, demonstrating throughout the article what types of adaptations are made depending on variables such as sector of activity or business orientation.

This study is the first to examine the variables affecting the decisions among traditional companies in response to the SE. In addition, this work explores the SE from the business point of view, shedding light on the participation in SE by traditional companies.

共享經濟現時正顯著地影響著感到需要改變它們的商業模式的傳統公司。本文旨在確定在共享經濟的背景裡, 公司為適應有關的環境而進行的各種改變; 研究亦擬探討這些改變與公司特徵之間的關係。

研究人員對149個真實世界的改變個案進行內容分析, 繼而進行克拉斯卡 - 瓦立斯檢定 (Kruskal-Wallis test) 和多重應對分析 (Multiple Correspondence Analysis) , 以探究被確定的改變的種類、企業的特徵與採用這些改變的策略性決策之間的關係。

研究人員、透過本研究建議的分析取得結論; 主要的結論似顯示、企業為應對共享經濟所作的改變、與它們的企業特徵和採用哪些行動的策略性決策是有關聯的。整篇論文, 顯示了企業所採用的改變種類、均取決於像活動領域和企業經營理念等的變數。

本研究為首個研究、去探討影響傳統公司回應共享經濟所作的決策的變數。再者, 本研究探究了以商業理念的觀點來考慮的共享經濟, 這使我們更容易理解傳統公司參與共享經濟的課題。

This paper aims to examine the relationship between control mechanisms and marketing performance based on a sample of marketing managers. To that end, this paper focuses on the relationship between the types of controls used in marketing and the market and business results.

This study collected the data through a survey among marketing professionals with experience and decision-making capacity involving marketing budgets and plans, in practical terms a sample of 97 marketing managers and analyzed the data via a structural equation model using Smart PLS 3.

The findings confirm that marketing control mechanisms have a significant impact on business results, demonstrating the relationship of formal controls with market results and the relationship between informal controls with financial results. Likewise, the authors were able to prove that there is a relationship between formal and informal control.

The implementation of the control mechanisms should be based on the development of a detailed evaluation system of the activities carried out by the marketing employees and an analysis of their capabilities and abilities. In addition, managers should integrate formal control decisions into their marketing strategy to improve organizational results.

The results of this study help explain the relationship between marketing control mechanisms and organizational results and allow to understand what the level of influence is that marketing control mechanisms have on market and financial results.

Examinar la relación entre los mecanismos de control y los resultados a partir de una muestra de directores de marketing. Con ese fin, el documento se centra en la relación entre los tipos de controles utilizados en marketing y los resultados de mercado y financieros.

Los datos fueron recolectados a través de una encuesta entre profesionales del marketing con experiencia y capacidad de toma de decisiones sobre presupuestos y planes de marketing. Contando con una muestra de 97 gerentes de marketing. Los datos se analizaron mediante un modelo de ecuación estructural (SEM) utilizando Smart PLS 3.

Se confirma el impacto significativo de los mecanismos de control de marketing sobre los resultados organizacionales, demostrando la relación del control formal con los resultados de mercado, y la relación entre el control informal con los resultados financieros. Asimismo, se pudo comprobar que existe una relación entre el control formal e informal.

Los resultados ayudan a explicar la relación entre los mecanismos de control de marketing y los resultados organizacionales, y permiten comprender cuál es el nivel de influencia que tienen los mecanismos de control de marketing sobre los resultados de mercado y los financieros.

La implementación de los mecanismos de control debe basarse en el desarrollo de un sistema de evaluación detallado de las actividades realizadas por los empleados de marketing y un análisis de sus capacidades y habilidades. Además, los gerentes deben integrar las decisiones de control formal en su estrategia de marketing para mejorar los resultados organizacionales.

Control formal, Control informal, Resultados de mercado, Resultados financieros, Departamento de marketing, Calidad del producto, Cobertura de mercado, Precio relativo, Valor de la marca, Lealtad, Marketing digital

Tipo de artículo – Trabajo de investigacion

基于对营销经理的抽样调查, 研究控制机制与营销业绩之间的关系。为此, 本文着重研究了市场营销中使用的控制类型与市场和经营结果之间的关系。

我们通过对具有涉及营销预算和计划的经验和决策能力的营销专业人员的调查来收集数据, 实际上是对97名营销经理的抽样调查, 并通过使用Smart PLS 3的结构方程模型（SEM）来分析数据。

研究结果证实, 营销控制机制对商业结果有重大影响, 证明了正式控制与市场结果的关系, 以及非正式控制与财务结果的关系。同样, 我们也能够证明正式控制和非正式控制之间存在着关系。

本研究的结果有助于解释营销控制机制与组织结果之间的关系, 使我们能够了解营销控制机制对市场和财务结果的影响程度如何。

控制机制的实施应该建立在对营销员工所进行的活动制定详细的评估体系, 以及对他们的能力和水平进行分析的基础上。此外, 管理者应将正式的控制决策纳入其营销战略, 以提高组织结果。

正式控制；非正式控制；市场结果；财务结果；营销部门；产品质量；市场覆盖率；相对价格；品牌价值；忠诚度；数字营销

纸张类型 – 研究论文

In a context where the sharing economy (SE) plays an important role in the transformation of today’s business landscape, profoundly changing the behavior of consumers and many established companies, some companies have begun to adapt to SE by incorporating its value propositions into their business models. Therefore, the purpose of this paper is to study the role of consumer innovativeness, brand levels and the need for uniqueness on the way to attitudes and intentions to participate in SE.

This study collected the data through an online user survey, achieving a total sample of 717. The data were first analyzed using structural equation modeling and then combined with the use of the PROCESS macro.

The findings provide empirical evidence of the antecedents of consumer innovativeness in a SE context and its role in explaining consumer attitudes and intentions to participate in non-ownership consumption. Furthermore, they also demonstrate that brand tiers and the need for uniqueness moderate the relationship between intentions and participation.

The results of this study contribute to the theoretical development of the SE by presenting the first conceptual model that considers including the brand tiers effect and connects it to two leading theories on consumer behavior (diffusion of innovations theory and uniqueness theory). In addition, the study’s findings provide valuable insights for sharing platforms and traditional companies that choose to participate in the collaborative economy.

The purpose of this article is to present a model that compares the switching costs that consumers face when they buy pioneering and follower products.

A study of 255 new products indicates that switching costs are actually higher when switching from an existing product to a pioneering product.

The study shows that people who buy a pioneering product may also face switching costs, if the pioneering product is launched in an existing category where consumers are already familiar with similar products.

The results help to reinforce the view that first movers have advantages and demonstrate that switching costs do not lead to a higher level of consumer retention.

This study provides interesting managerial implications on how to launch new products more effectively when they suffer from switching costs..

Researchers commonly view switching costs as a barrier to market entry that protects enterprises that launch pioneering products and gives them a competitive advantage over those that launch follower products. The underlying idea is that people only experience switching costs when they change to a different follower product, rather than when they purchase a pioneering product instead of the product that they usually purchase.

The existing literature of brand loyalty has been essentially focused on the roles of perceived quality, brand reputation and especially satisfaction, due to the fact that they summarise consumers’ knowledge and experiences, guiding their subsequent actions. In this context, the shifting emphasis to relational marketing has devoted a lot of effort to analyse how other constructs such as trust predict future intention. The fact that there are conceptual connections of trust to the notion of satisfaction and loyalty, and thatthis effort is especially lacking in the brand‐consumer relationship, moves the authors to focus on analysing the relationships existing among these concepts. Research methodology consisted of regressions and multivariable analysis with a sample of 173 buyers. The results obtained suggest the key role of brand trust as a variable that generates customers’ commitment, especially in situations of high involvement, in which its effect is stronger in comparison to overall satisfaction.

The most recent literature on competitive advantage views brand equity as a relational market‐based asset because it arises from the relationships that consumers have with brands. Given the fact that trust is viewed as the corner‐stone, as well as one of the most desirable qualities in any relationship, the objective of this study is to analyze the importance of brand trust in the development of brand equity. Specifically, the paper examines the relationships network in which brand trust is embedded.

A quantitative methodology was adopted. The data are based on a survey conducted in a region in the south‐eastern part of Spain, resulting in 271 surveys.

The findings reveal that brand trust is rooted in the result of past experience with the brand, and it is also positively associated with brand loyalty, which in turn maintains a positive relationship with brand equity. Furthermore, the results suggest that, although brand trust does not play a full mediating role as suggested by Morgan and Hunt, it contributes to a better explanation of brand equity.

These results have significant implications. The fact that brand equity is best explained when brand trust is taken into account reinforces the idea that brand equity is a relational market‐based asset. Therefore, branding literature may be enriched through the integration with the literature on the resource‐based‐view of the firm. From a practical point of view, companies must build brand trust in order to enjoy the substantial competitive and economic advantages provided by brand equity as a relational, market‐based asset.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Control mechanisms, whether formal or informal, are helpful in identifying marketing decisions that align with the business strategy.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Brand love is a notion where feelings are developed towards a specific brand. This notion is more than just a preference, it is an emotional attachment with the consumed product and the brand that represents it. In tourism, destination marketing will increase the relationship between tourists and places using certain kind of messages and images whose goal is to stimulate their senses and feelings. In crisis management situations, it acts as a mediator, by assessing tourists' risk and safety perceptions, and helps mitigate lasting negative effects.

However, can destination brand love be promoted during these pandemic times? To get an in-deep understanding of the connections that exist between love and safety in tourism, this study explores two concepts through an extended literature review and a qualitative methodological approach using content analysis procedures that will focus on international marketing strategies during the ongoing pandemic crisis.

The qualitative approach was conducted through a survey composed of a set of open-ended questions (N = 31) where respondents were asked to identify their feelings after viewing the promotional tourism campaigns released after the significant increase in cases of COVID-19 worldwide.

The main results demonstrate the existence of brand love antecedents – brand trust and a sense of community, and an overall positive reaction to the images and messages promoted. Also, the existence of brand love antecedents demonstrates the brands' capacity to adapt to crisis events and its ability to outline the kind of paths that have to be defined for tourists to remain passionate about destinations.