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  • 저자

    장화식

  • 학위수여기관

    韓國外國語大學校 大學院

  • 학위구분

    국내박사

  • 학과

    무역학과

  • 지도교수

  • 발행년도

    2005

  • 총페이지

    105, iv p.

  • 키워드

  • 언어

    kor

  • 원문 URL

    http://www.riss.kr/link?id=T10079382&outLink=K  

  • 초록

    Networking between industries and markets facilitated by the spread of internet and advancement in information and communication technology has far-reaching effects on the management strategies of corporations as well as on economies, industries, and markets. A network-based economy, viewing an individual customer as a separate market, has introduced relationship marketing which focuses on enhancing lifetime values of a customer and establishing a long-term relationship with her. Relationship marketing with the concept of 'relationship' at its core aims ultimately at accumulating not only relationship assets owned by a corporation but also social capital in a broader context. A corporation establishes, maintains and reinforces relationships with stakeholders to be equipped with competitive advantages, to improve on its performance, and to ascertain its ultimate survival through cumulative efforts of building relationship assets. Therefore, 'real assets' of a corporation are not physical capital such as machines or factories but relationship assets built upon the stakeholders. Though relationship marketing is recognized among the researchers as a pivotal strategy in terms of competitive advantage and ultimate survival of a corporation, the topic has not yet been paid much attention to from the public. The previous studies on relationship marketing have concentrated on the relationship between corporation and customer or on the management of customer assets, largely ignoring other stakeholders such as suppliers, employees, distributors, etc. It should be addressed how the relationship with the latter influences the performance of a corporation. To be specific, the way in or the extent to which the use of relationship marketing is related with the marketing productivity of a manufacturer should be studied carefully. Therefore, the present study examines the effects of relationship marketing in the context of manufacturing companies. The study concentrates on the effects of relationship-orientation, a behavioral factor of relationship marketing, on the accumulation of relationship assets and the fiscal performance of a corporation. Especially, the scale of a company and product differentiation were used as control variables to separate out the effects of relationship-orientation. Survey questions to which company employees would respond were constructed in such a way to test the posed hypotheses; the questions were modifications or complements of the ones in the previous studies. Reliability and validity analysis for each variable was conducted prior to the tests of hypotheses, using SPSSWIN 10.0. Both SPSSWIN 10.0 and Lisrel 8.30 were used to test the hypotheses about the effects of relationship-orientation or about the differences in the effects of relationship-orientation according to the scale of a company or product differentiation. An analysis of covariance structure showed that the independent variable - relationship-orientation - had a positive effect on the intermediate variables such as supplier assets, customer assets, employee assets, and distributor assets and on the dependent variable - corporate performance. Customer assets, employee assets, and distributor assets, excluding supplier assets, also had a positive effect on corporate performance. The reason why the hypothesis about the effect of supplier assets on corporate performance was rejected seemed to be the low-level of cooperation between the sample companies and their suppliers. In other words, the level of cooperation between purchaser and supplier should go beyond a critical point in order for the relationship to be beneficial to corporate performance. On the other hand, the analysis of covariance structure which has been implemented to examine the differences in the effects of relationship-orientation on relationship assets and corporate performance according to the scale of a company and product differentiation also showed results favorable to the posed hypotheses. That is, large companies were benefited more from relationship-orientation than small- and medium-sized ones, and so were the companies with the high level of product differentiation than the ones with the low level. Suppliers, distributors, customers and employees try to make relationships mainly to obtain scarce resources and to forge competitive advantages. Hence, it is natural for the large companies or the companies with the high level of product differentiation to be preferred in making relationships since the former is generally more abundant in resources while the latter is more likely to be helpful for a company's competitive advantages.


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