Estimation of the marketing potential of industrial enterprises in the period of re-engineering of business processes
-
DOIhttp://dx.doi.org/10.21511/ppm.16(2).2018.37
-
Article InfoVolume 16 2018, Issue #2, pp. 412-423
- Cited by
- 1426 Views
-
174 Downloads
This work is licensed under a
Creative Commons Attribution-NonCommercial 4.0 International License
Activity of business entities requires a constant increase in the level of their economic potential and the level of competitiveness of the products on the market. This task can be fulfilled provided the concept of constant economic growth is formed in the activity of enterprises, which can be implemented through the management of changes in the economic activity of enterprises. One of the components is the marketing activity, which plays one of the leading roles in shaping the sustainable development of an industrial enterprise when carrying out transformational changes in its activity. These changes, which are the re-engineering of business processes, help the company management adapt to the changing market (marketing) environment and optimize the internal business processes. The relevance of the research is undeniable. The article presents the main directions of transition to the effective marketing activity in the period of re-engineering of industrial enterprises’ business processes based on the analysis of the main trends of marketing and innovation activities of economic entities from different countries. The authors developed the indices that characterize the marketing potential of the company during the business processes’ re-engineering. They proposed to use an integral index of the company’s marketing potential during radical transformations and to take effective management decisions based on the prevailing range of its criteria values when carrying out an economic estimation of the company’s marketing potential in the period of business processes’ re-engineering. The results obtained from the calculations demonstrate the final estimation of the industrial enterprise’s marketing potential during the business processes’ re-engineering, which allows the top management of the industrial company to determine the level of performance of the company marketing activity and make sound managerial decisions for its further development.
- Keywords
-
JEL Classification (Paper profile tab)L16, M31, O32
-
References27
-
Tables4
-
Figures0
-
- Table 1. Comparative analysis of the global competitiveness of the countries across the world in 2017, cu/rank
- Table 2. Incoming information on the estimation of the marketing potential of JSC Sumy Plant Nasosenergomash in the period of business processes’ re-engineering
- Table 3. Normalized indices of the marketing potential of JSC Sumy Plant Nasosenergomash in the period of the business processes’ re-engineering
- Table 4. Ranges of criteria values of an integral index of the marketing potential of JSC Sumy Plant Nasosenergomash in the period of business processes’ reengineering
-
- Bendle, N. T., & Wang, X. S. (2017). Marketing accounts. International Journal of Research in Marketing, 34, 604-621.
- Cervellati, M., Naghavi, A., & Toubal, F. (2018) Trade liberalization, democratization, and technology adoption. Journal of Economic Growth, 23(2), 145-173.
- Gardiner, S. C., Hanna, J. B., & LaTour, M. S. (2002). ERP and the reengineering of industrial marketing processes: A prescriptive overview for the new-age marketing manager. Industrial Marketing Management, 31, 357-365.
- Giovanardi, M., Lucarelli, A. (2018). Sailing through marketing: A critical assessment of spatiality in marketing literature. Journal of Business Research, 82, 149-159.
- Hammer, M., & Champy, J. (1993). Reengineering the corporation: a manifesto for business revolution (332 р.). N.Y.: Harper Business.
- Hrabal, M. (2016). Process- Oriented Managerial Accounting. International Advances in Economic Research, 22, 225-227.
- Kostin, V. A., Kostin, A. V., & Kostin, D. V. (2013). Nonlinear averaging function of Maslov and mathematical models in economics. Doklady Mathematics, 3, 449, 263-266.
- Krasnokutska, N. S., Bubenets, І. G. (2015). Entrepreneurial potential as a factor of the development of trade enterprises: a monograph (198 p.). Kharkiv: Monograf.
- Kraus, K., Håkansson, H., & Lind, J. (2015). The marketing-accounting interface – problems and opportunities. Industrial Marketing Management, 46, 3-10.
- Makhinchuk, V. М. (2013). Суб’єкти підприємницької діяльності за цивільним та господарським законодавством України [Subiekty pidpryiemnytskoi diialnosti za tsyvilnym ta hospodarskym zakonodavstvom Ukrainy]. Pryvatne pravo i pidpryyemnytstvo, 12, 28-32.
- Melnyk, L., Taraniuk, L., Kozmenko, O., & Sineviciene, L. (2017). Influence of the minimum salary level increase on the business entities activity in the context of transition to the sustainable development. Problems and Perspectives in Management, 15(1), 72-79.
- Micheels, E. T. (2017). Competitive strategies among Ontario farms marketing direct to consumers. Agricultural and Food Economics, 5, 10, 1-23.
- Mokyr, J. (2000). The industrial revolution and the Netherlands: Why did it not happen? De Economist, 4(148), 503-520.
- Mu, J., Bao, Y. K., Sekhon, T., Qi, J., & Love, E. (2018). Outside-in marketing capability and firm performance. Industrial Marketing Management.
- Notta, O., & Vlachvei, A. (2015). Changes in marketing changes in marketing strategies during recession. Procedia Economics and Finance, 24, 485-490.
- Olalla, M. F. (2000). Information technology in business process reengineering. International Advances in Economic Research, 6, 581-589.
- Olefirenko, O., Shevliuga, O. (2017). Commercialization of innovations: peculiarities of sales policy at innovation active enterprise. Innovative Marketing, 2, 6-12.
- Papadas, K. К., Avlonitis, G. J., & Carrigan, M. (2017). Green marketing orientation: Conceptualization, scale development and validation. Journal of Business Research, 80, 236-246.
- Romankiv, I. Ya. (2007). Особливості маркетингової діяльності на підприємствах сфери послуг [Osoblyvosti marketynhovoi diialnosti na pidpryiemstvakh sfery posluh]. Naukovi pratsi NDFI, 4(41), 86-89.
- Salant, D. (2000). Auctions and Regulation: Reengineering of Regulatory Mechanisms. Journal of Regulatory Economics, 3, 195-204.
- Sanclemente-Téllez, J. C. (2017). Marketing and Corporate Social Responsibility (CSR). Moving between broadening the concept of marketing and social factors as a marketing strategy. Spanish Journal of Marketing – ESIC, 21, 4-25.
- Schröder, N., & Hruschka, H. (2017). Comparing alternatives to account for unobserved heterogeneity in direct marketing models. Decision Support Systems, 103, 24-33.
- Schubert, T. (2010). Marketing and organizational Innovations in entrepreneurial innovation processes and their relation to market structure and firm characteristics. Review of Industrial Organization, 2(36), 189-212.
- Schwab, K., Sala-i-Martin, X., & Samans, R. (2017). The Global Competitiveness Report 2017–2018 (383 p.). Geneva: Cologny.
- State Statistics Service of Ukraine (2017). Key Indicators of Ukraine’s Social and Economic Development (monthly information).
- Taraniuk, K. V., & Taraniuk, L. M. (2016). Methodological basis of risk management system with regard to industrial activities in the course of radical transformations. Economic annals – ХХІ, 156(1-2), 67-70.
- Ukrainian League of Industrialists and Entrepreneurs (2016). In the Kharkiv RV USPP they have analyzed the consequences of raising the level of minimum wages.