This document summarizes a master's thesis presentation on the impact of strategic alliances through outsourced marketing on the competitive advantage of small and medium enterprises in Portugal. The presentation includes sections on introduction, state of the art, methodology, field research and results analysis, and conclusion. It discusses topics such as strategic alliances, outsourcing, marketing management, performance management, relevant theories, and the author's analytical model and methodology. Charts and tables are presented analyzing relationships between variables like outsourced marketing and competitive advantages, financial and non-financial performance, and cost efficiency.
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Marketing Operations (MO) is an emerging discipline with the potential to significantly increase performance and accountability in complex marketing organizations. It leverages a strong front-end infrastructure to reinforce marketing strategy and back-end programs and tactics. This article identifies the characteristics that signal your organization's readiness for MO.
Often times, corporate marketing departments find themselves between the proverbial rock and a hard place when it comes to developing a strategic marketing plan and bringing it to fruition. While the desire to design a well-thought out strategic marketing plan exists, resource and time constraints curtail companies from putting their marketing efforts in the strategic framework needed to guide them in carrying out their plans thereby ensuring success.
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Marketing Operations (MO) is an emerging discipline with the potential to significantly increase performance and accountability in complex marketing organizations. It leverages a strong front-end infrastructure to reinforce marketing strategy and back-end programs and tactics. This article identifies the characteristics that signal your organization's readiness for MO.
Overreacting to events, tackling symptoms rather than underlying fundamental problems and jumping to please the boss can prove fatal. Crippled marketing efforts can leave promising companies in the dust, or at least handicapped at the starting gate. Admired companies are leveraging Marketing Operations to improve performance and measure ROI as they refine their marketing organizations using an operational focus.
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Value is what most things in business are about. And in #Marketing Operations, best-practice companies are reaping higher value as they evolve toward a more sophisticated scope for what Marketing Ops (MO) entails.
Overreacting to events, tackling symptoms rather than underlying fundamental problems and jumping to please the boss can prove fatal. Crippled marketing efforts can leave promising companies in the dust, or at least handicapped at the starting gate. Admired companies are leveraging Marketing Operations to improve performance and measure ROI as they refine their marketing organizations using an operational focus.
The process of introducing a product to market is a serious undertaking. Unfortunately for many companies it’s merely an afterthought; a set of deliverables created from a checklist at the end of product development. There are ten easily identifiable signs that can help forecast if a product launch may be in trouble. Signs you can address and fix before the launch becomes a disaster.
Value is what most things in business are about. And in #Marketing Operations, best-practice companies are reaping higher value as they evolve toward a more sophisticated scope for what Marketing Ops (MO) entails.
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Master MSC thesis presentation cristina_nazaremartins_19nov2010_eng version
1. Master MSc Thesis Presentation
The impact of a strategic alliance through outsourced
Marketing (OM) in thecompetitive advantage of the
Small and Medium Enterprise (SME’s) in Portugal
Friday, 19th November 2010
cristinanazaremartins@gmail.com
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
2. Introduction
State of the Art
Methodology
Field research and results’ analysis
Conclusion
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
3. Introduction
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
4. The Strategic Alliances
• Lin and Lin (2010): …
through complementarity
can enhance synergies
between them.
• Hynes e Mollenkopf (2008):
… can reach the point of
creating competitive
advantages.
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
5. Theory, Domain and focus
Marketing
5
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
6. Problem and Research Questions
• Central question • Research questions
• “The strategic alliances • The resources’ management
through Outsourcing is correlated
through Outsourced with the factors of businesses’
Marketing has impact in the competitiveness?
SMEs’ competitive • The resources’ management
through "periphery" Outsourcing
advantage?” has an impact on company’s
performance?
• The resources’ management
through Outsourcing has an impact
on the efficient cost
management?
• The Marketing’ significance in a
company has an impact on the
decision to engage Outsourced
Marketing services?
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
7. State of the Art
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
8. Marketing Management
Analytical approach Voluntary approach
Marketing
Strategic Marketing
Operational
New Opportunities Existing opportunities
Tactics: Choice of Tactics: advertising,
products/market sales, price,
Proactive behaviour promotion
Medium-long term Reactive behaviour
perspective Short term perspective
Cross-functional Marketing function
responsibility responsibility
Adapted from Lambin (2000)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
9. Outsourcing: Strategic Alliances
Strategic alliances cooperation
Business Partnership
Strategic Alliances
Activities with complementary resources
Partial assumption of the risks
Focus on company’s core business
Gain of sustainable competitive advantage
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
10. Risks as
Advantages Disadvantages outsourcing
increases
Over the Outsourcing of
Focus in core activities activities exhaust the Trust and control issues
(Quinn, 1999) competitive basis (Hamel, (Das e Teng, 2001)
1992 in Mol: 2007)
High coordination costs
Reduced levels of costs by Diversity of business
associated to excessive
Outsourcing non core relationships (Aubert et
outsourcing (Hendry,
activities (Quinn, 1999) al, 1998)
1995)
Increased strategic
Difficulty in learning and Complexity of managing
flexibility of the company,
innovating (Hendry, contracts (Aubert et al,
through ease of suppliers’
1995) 1998)
switching (Quinn, 1999)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
11. Marketing Outsourcing
The future is indeed in Outsourcing (Kotler, 2005)
Marketing suppliers = Business partners that will
bring value added for very long time (Mcgovern
and Quelch, 2005)
“even core competences as engineering, research
& development, production and Marketing can –
and most of the time should - be outsourced.”.
(Gottfredson, Puryear and Phillips, 2005:132)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
12. Theories
•Relevant characteristics of core competencies, in terms of customer
Core competences theory •Resources and know-how of the product that distinguish the company from the
(Kruger and Homp, 1997) competition
•Utility of the resource
Resource-based •Resource analysis
•Comparison with the competition
theory(hunt and Morgan, •Verifying whether to create, or not, that which will differentiate them, i.e. the
1997) competitive advantage
Theory based on collective •"Collective learning organization"
•Coordination of diversity-generating skills
learning (Prahalad and •Integration of the several technology streams that generate competitive advantage
Hamel, 1990) •Decisive: The company skills and know-how
•The value chain categorizes the activities of the company and helps to identify the core
Competitive advantage competencies: strategic activities (essential to the implementation) and the resources
required on the activity (crucial for the success of the activity)
theory (Porter, 1985) •The three generic strategies are cost leadership, differentiation, focus (on cost or on
differentiation)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
13. Performance management
Marketing Marketing
In general
(Financial indicators) (Non financial indicators)
Implementing the
Sales volume Market share
strategic vision
Value creation Net Profit Sales management
Assessment of
Internal rate of return
business performance
People’s motivation ROI
Cash-flow
Font: Kotler, 2008; Murray, Kotabe and Wildt
(1995); IAPMEI (2010)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
14. Analytical Model
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
15. Methodology
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
16. Adopted Methodology
Positivist Paradigm:
The reality and the results are
rigorous, external and objectives.
Interpretativist Paradigm:
Through preliminary support
techniques to the questionnaire
survey and final interviews to
validation/results interpretation.
Quantitative methodology based in
the hypothetical-deductive
method.
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
17. Techniques of data collection Sample and sampling procedures
Non-documentary research Universe 297.000 SMEs
techniques and non-participant
observation, in the form of surveys and Sample103 SMEs
interviews
Instrument for data collection: Activity sectors (7): retail (31,7%), construction
1st phase: survey by questionnaire, the (13,9%), energy (0,1%), manufacturing industry
population of 297 000 SMEs in Portugal (14,3%), extractive industry (0,3%), services
(IAPMEI 2007), having been (30,1%) and tourism (9,5%).
obtained a sample of 103 SMEs.
Portugal (Continent and islands): North
2nd phase: Final interviews , for a better (30%); Center (20%); Lisbon (30%); Alentejo
interpretation and validation of the (5%); Algarve (5%); Madeira and Açores (10%).
obtained results, to five Marketing
consultancy companies (“Designarte”,
“Love2Brand”, “QSP Marketing”, “MPG Random sampling method (probabilistic)
Media Global Agency”, and “Jotoliveira”.
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
18. Field research and
results’ analysis
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
19. Statistical Analysis
• The questionnaire was seen until the
date of April 29, 2010,
by 940 addressees;
•523 started to fill it
• Just 181 completed it
• The remaining 342 dropped
out completing, after starting to
answer the questions (cancelled
questionnaires).
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
20. Descriptive analysis
Marketing significance (%)
The marketing manager’s
skills are crucial to consider
Marketing relevant to
the organization
Attitude towards Marketing Management (%)
Insourcing
No Minor Average Signifi- Very
significance significance significance cant significant
Companies that do not Totally disagree
Disagree
consider Marketing Marketing
Management
Efficiency and
effectiveness Neither agree nor
significant choose to function
outsourced
of outsourced
Marketing
disagree
Agree
Outsource (Azhar 2008) Totally agree
The qualification of
the marketing
manager provides levels
of efficiency and
effectiveness
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
21. Descriptive analysis
SMEs choose to relegate more operational marketing activities to third
parties, opting to maintain inside the business strategy.
Current management resources of Marketing (%) Outsourced Marketing services (%)
Strategic Marketing plan Operational Marketing plan Communication plan
Sales plan Brand and Communication plan Product and price management plan
Product distribution plan No answer Others
Strategical
Strategical Operational
Marketing +
Marketing Marketing
Operational
Marketing
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
22. Descriptive analysis Relationship between OM and obtained results (%)
Total Total
• Majority Increase of financial
agreement disagreement
indicators (0,1% - 20%) Gaining a competitive
advantage
• Only 12% of respondents Preference of outsourced
Marketing over insourcing
say they disagree and totally Efficiency in managing
disagree the statements about the sales
impact of OM on the Deliver the desire
results
results achieved by SMEs
Benefit
Increase in financial indicators (%)
Good satisfaction in
sales management
Increase demand of
products and brands
Notoriety (awareness)
increase
Market share increase
Return on investment
(ROI)
Turnover Profit Market Intern rate Cash flow Other Cost efficiency
share of return
Effectiveness in
No Very few Few Average Quite Drastically the sales targets
increase increase increase increase increase increase
(0%) (>0% (>5% (>10% (>20% (>30%)
< 5%) <10%) <20%) < 30%)
Totally disagree Disagree Neither agree nor disagree Agree Totally agree
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
23. The variables intersection: H1
Significant correlations
between Outsourced Marketing (OM) and Competitive advantages
Independent variable Correlation (+ / -) Dependent variables
In SMEs exists
a positive + Competitive advantage
association Resource to OM + Notoriety
between OM and + More efficient sales management
competitive
Competitive advantage
advantage:
• 41% of the answers Totally disagree
Disagree
were positive Neither agree nor
disagree
Agree
Totally agree
Notoriety
More efficient sales
management
Intersection between OM and Competitive advantages ( in number of cases)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
24. The variables intersection: H2
Correlations between Outsourced Marketing (OM)
and the financial indicators’ performance
In SMEs exists Independent
a positive variable
Correlation (+ / -) Dependent variables
association + Profit
+ Internal rate of return
between OM and: Resource to OM
+ Cash flow
•Profit + Return on investment (ROI)
(88%), Profit
Totally
•Internal rate of disagree
return (90%), No increase (0%)
Very few increase (>0% < 5%)
•Cash-flow Few increase (>5% <10%)
Average increase (>10%
<20%) Totally Disagree
(90%), Quite increase (>20% < 30%)
Drastically increase (>30%)
agree
•ROI (41%).
Cash flow Internal rate of Agree Neither agree nor
return disagree
Intersection between OM and Performance concerning Intersection between OM and Performance
the increase in financial indicators (in number of cases) concerning the achievement of the ROI (in
number of cases)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
25. The variables intersection: H2
Correlations between Outsourced Marketing (OM)
and the non financial indicators’ performance
Outsourcing has an Independent
Correlation (+ / -) Dependent variables
variable
impact on Marketing More efficient sales
management +
management
Resource to OM
concerning the non +
Good satisfaction in sales
financial management
performance: Totally disagree
• More Efficient sales
management (50%);
Totally agree Disagree
More efficient sales
management
• Good satisfaction in Good satisfaction in sales
sales management
management(41%).
Agree Neither agree nor
disagree
Intersection between OM and the Performance of the financial indicators
(in number of cases)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
26. The variables intersection: H3
Correlations between Outsourced Marketing (OM)
and cost efficiency
When SMEs opt Independent variable Correlation (+ / -) Dependent variables
for Marketing Resource OM + Cost efficiency
Management through
Outsourcing occurs a Totally disagree
positive impact
on cost efficiency:
Totally agree Disagree
• In 48% of the SMEs it
was observed such
increase.
Agree Neither agree nor
disagree
Cost efficiency through the resource to Outsourced Marketing
Intersection between OM and cost efficiency (in number of cases)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
27. The variables intersection: H4
Correlations between Marketing significance and the resource to OM
Correlation
Independent variable Dependent variables
(+ / -)
There is a positive
association between Importance attributed to Marketing +
Attitude on the existence of an internal
probability of resource marketing department
+
to OM and the variables Attitudes towards the reliance on
Probability to OM
set. outsourcing for the function of Marketing +
Manager
Preference for Marketing Outsourcing +
As variables set increase or
decrease, also increases or Not at all important
decreases the resource to
outsource Marketing.
Unlikely
Very important Minor
Less likely
Likely
Most likely
Certain
Important Averagely important
Intersection between OM and probability to outsource Marketing (in number
of cases)
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
28. The variables intersection: H4
• 50% of SMEs claim to
be likely the resource to Intersection between the attitude towards marketing management and
probability of resource to OM (in number of cases)
OM.
• 20% of these SMEs claim
be certain to recourse
to OM.
• 46% of the SMEs agrees
with the use
of outsourcing for the
Marketing manager
function.
• Only 20% of the
Marketing Managers
have academic
education in the area.
Less likely resource
Most likely resource
Less likely resource
Most likely resource
Less likely resource
Most likely resource
Likely resource to
Certain resource to
Certain resource to
Likely resource to
Certain resource to
to OM
OM
Likely resource to
to OM
OM
to OM
OM
to OM
OM
to OM
OM
to OM
OM
Unlikely resource to
OM
Unlikely resource to
OM
Unlikely resource to
OM
• 45% of
SMEs surveyed prefer
the OM vs. 36% that Intern Marketing Outsourcing the Marketing Preference of OM over the
prefer Insourcing Marketing. department manager function Marketing insourcing
Totally disagree Disagree Neither agree nor disagree Agree Totally agree
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
29. Factorial analysis and Cronbach's Alpha reliability test
It was observed that all variables tested,
after having carried out the factor analysis, and having found the components associated
to variables, present a satisfactory internal reliability consistency .
Highlights :
• Factsassociated to the OM’s performance;
•Facts and opinions in favour of OM.
Reliability Test from obtained scales
Cronbach's
Variables Scale
Alpha
Marketing resource management Behaviour 0,844
Performance associated to MO Facts 0,984
Marketing and its management Attitude towards Marketing 0,755
Outsourced Marketing Facts and opinions towards MO 0,958
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
30. Conclusion
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
31. Conclusions about the research hypotheses
The management of resources
through outsourcing creates
competitive factors in SMEs, with an
impact on performance.
Significance of Marketing in
SMEs increases the use
of outsourcing leading to efficient cost
management.
Management of non-
core competencies in SMEs in
Outsourcing of Marketing are synonym
of competitive advantage.
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
32. Contributions Matrix of relationship between core
competencies and strategic importance
to management
Both the Operational Marketing
and Strategic Marketing are
susceptible to be Outsourced.
This research leads to a new frame
about the make or buy decisions
regarding the practice of
marketing.
Font: own elaboration
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
33. Limitations
Limited availability of SMEs to provide
information, in order to
ensure some barriers to entry to
new competitors;
Legal limitations: Law for data
confidentiality;
Portuguese business culture:
resistance to outsourcing, issues
and sensitive topics.
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
34. Recommendations
1. The questions should be asked to executive
directors or even to the SMEs’ shareholders.
2. Focus on only one sub-theme and
simplification of the questionnaire for a higher
concentration and adherence.
3. Outsourcing practices in human resources
management or in research and development
can be compared to this investigation.
4. Make a cultural and geographical comparison
to understand whether the results are
exclusive to Portuguese SMEs or are also the
same results in other European countries.
5. Cluster analysis in terms of
characterization ofSMEs, as defined by IAPMEI.
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins
35. Master MSc Thesis Presentation
The impact of a strategic alliance through outsourced
Marketing (OM) in thecompetitive advantage of the
Small and Medium Enterprise (SME’s) in Portugal
Friday, 19th November 2010
cristinanazaremartins@gmail.com
The impact of a strategic alliance through Outsourced Marketing in the competitive advantage of the SMEs in Portugal | Author: Cristina Nazaré Martins