一個(gè)通過(guò)參數(shù)和非參數(shù)的整合經(jīng)銷商營(yíng)銷能力性能標(biāo)

IndustrialMarketingManagement39(2023)150–160M.BillurAkdeniza,?,TracyGonzalez-Padronb,1,RogerJ.CalantoneAnintegratedmarketingcapabilitybenchmarkingapproachtodealerperformancethroughparametricandnonparametricanalyses一個(gè)通過(guò)參數(shù)和非參數(shù)分析的整合經(jīng)銷商營(yíng)銷能力性能標(biāo)桿管理方法關(guān)鍵詞：Marketingcapabilities營(yíng)銷能力Benchmarking標(biāo)桿管理Dataenvelopmentanalysis數(shù)據(jù)包絡(luò)分析Stochasticfrontieranalysis隨機(jī)前沿分析Dealershipnetwork經(jīng)銷商網(wǎng)絡(luò)ABSTRACTTheroleofmarketingcapabilitiesasasourceofsustainablecompetitiveadvantagehasbeendiscussedpreviouslyinthemarketingstrategyfield.Benchmarking,awell-knownlearningmechanism,issuggestedasatooltoidentifyandimprovethemarketingcapabilitiesofafirm.Despiteitspopularityasatheoreticalconcept,thereisnotmuchempiricalevidencetosupporttheviewofbenchmarkingmarketingcapabilitiesasaroutetoguidemanagers'effortsinthisdirection.Thispapercontributestothethreeperspectivesintheliteraturethatsupporttheviewthatbenchmarkingmarketingcapabilitiescanofferabasisforsustainablecompetitiveadvantageofthefirmthroughbothaconceptualandintegratedbenchmarkingmodel.Theyareempiricallyanalyzedusingstochasticfrontieranddataenvelopmentanalysismethodsbasedonfour-yeardatasetofforty-fivedealersofaleadingbusiness-to-businesssupplier.Theresultsindicatetheimportanceofcompetentsalespeopleandbuildingalong-termrelationshipinenhancingdealerperformance.Inaddition,theyreinforcearecipeofhowmarketingcapabilitiescanbebenchmarkedtoachievesustainablecompetitiveadvantage.Discussionsandimplicationsformanagersarealsopresented.?2023ElsevierInc.Allrightsreserved.摘要：營(yíng)銷能力的作用作為一個(gè)可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)的來(lái)源以前就已經(jīng)在市場(chǎng)戰(zhàn)略領(lǐng)域被討論了。標(biāo)桿管理,一個(gè)眾所周知的學(xué)習(xí)機(jī)制,被作為用來(lái)識(shí)別和改善穩(wěn)固公司的營(yíng)銷能力的工具提出。盡管它的流行是作為理論概念,沒(méi)有多少經(jīng)驗(yàn)證據(jù)支持基準(zhǔn)營(yíng)銷能力的觀點(diǎn)作為路線指導(dǎo)經(jīng)理人在這個(gè)方向努力。本文從文獻(xiàn)中的三個(gè)視角闡述支持的觀點(diǎn),這個(gè)觀點(diǎn)是，可以通過(guò)概念和綜合基準(zhǔn)模型來(lái)提供公司可持續(xù)發(fā)展優(yōu)勢(shì)的基礎(chǔ)。他們是使用隨機(jī)前沿和數(shù)據(jù)包絡(luò)分析方法實(shí)證分析了基于四年數(shù)據(jù)集的45個(gè)領(lǐng)先的b2b供應(yīng)商的經(jīng)銷商。結(jié)果表明營(yíng)銷人員的能力和與經(jīng)銷商建立長(zhǎng)期關(guān)系的重要性。此外,他們加強(qiáng)如何標(biāo)準(zhǔn)化營(yíng)銷能力來(lái)實(shí)現(xiàn)可持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)的秘方。對(duì)經(jīng)理的決定和影響也被提出了。暗1.顫I志nt撿ro臨du抹ct灰io焦n勇1.窄介紹顛Th各e乒ro緣le潮o齡f抄ma斥rk彈et集in清g挽ca騾pa兇bi秤li境ti烤es青a儉s弊a魂so喉ur輝ce擱o核f反su纖st斜ai唱na即bl白e頑co鴨mp晴et氧it哭iv洲e議ad撒va染nt耕ag今e全ha敬s繞be疏en際d酒is否cu寒ss毛ed喬p慶re資vi尋ou真sl散y菠in墨t慕he河m敬ar邪ke鍬ti柴ng際s居tr郵at戚eg緣yf寄ie培l(xiāng)d省.絹Re駱ce從nt念ly捕,殘be襖nc鎮(zhèn)hm犧ar追ki登ng扭,掘a雹fa元mo化us驅(qū)m蕩an沉ag暑em宜en找t耳to仔ol眉f轉(zhuǎn)or廳o狗rg住an住iz斷a基ti低on謠al公l諸ea束rn遙in勞g,懶h窯as蘋b俱ee群n桿su趴gg慧es其te答d勉as稿a破m赴et撤ho青d欲to芽i辛mp迎ro跑ve甚t靈he宋m克ar泊ke旦ti襲ng皺c奸ap惰ab陡il鄰it父ie餡s添of館a漫f腎ir版m裝(e吊.g昨.,蘿A娃nd秒er帆se提n,箱1貴99足9;侵V逼or伐hi飯es甜&便M玉or怠ga估n,啊2際00他3)鑄.敘Be玉nc故hm斷ar扶ki璃ng紫i顛s猜th扔e經(jīng)pr龍oc仰es量s旺of硬i袍de堆nt才if欲yi下ng廁t秘he盤h逼ig察he浩st差s撇ta號(hào)nd撓ar伶ds坊o疾f骨ex疊ce這ll傲en繭ce艘f觀or嗚p疏ro券du鍵ct雙s,流s嶼er根vi戰(zhàn)ce畫s介or耗p玩ro挺ce覆ss薯es廊,磨an叼d模he賓nc螞e喘ma捉ki窩ng酷t(yī)僅he源i窗mp邊ro膏ve丘me劉nt墊s債ne節(jié)ce暑ss月ar頃y榜to納r貧ea墊ch快t菜ho慌se囑s基ta毯nd丟ar勤ds厚,棵wh悲ic追h哪ar儀e含co崖mm咸on半ly槐c滾al該le奏d田“歐be商st修p精ra償ct嗎ic擋es霧”距(B自ie僻hl解,窩Co除ok彼,&團(tuán)J綿oh淋ns派to牧n,肌2養(yǎng)00闖6;邊B小hu急tt收a雄&惠Hu衛(wèi)q,既1注99羊9)測(cè).昏It杰o灣ff埋er煤s飾th道e瞎op表po掠rt黨un冊(cè)it棋y縫to嗚r微ec罩og繭ni普ze倒g笑oo鹿d軋pe茄rf胞or借ma宮nc卵e魯an專d騙ex絞po燥se息p要oo膠r貝pe部rf迅or敗ma霞nc廚e作fo體r按r餃em再ed著ia示l犧ac片ti育on鹽營(yíng)銷棕能力要的作宗用作到為一希個(gè)可梅持續(xù)魯?shù)母?jìng)誓爭(zhēng)優(yōu)節(jié)勢(shì)的娛來(lái)源浪以前增已經(jīng)吼被在梢市場(chǎng)俊戰(zhàn)略佩領(lǐng)域澇討論皂了。熊最近瞇，標(biāo)備桿管固理,抄一位除著名匙的為塌管理?xiàng)l學(xué)習(xí)以的管追理工米具,灑被建臣議作西為一陜種提乓高公膜司的旅營(yíng)銷臉能力邀方法運(yùn)(如愿An赴de們r(jià)s式en賢,距19鄉(xiāng)99堡，V更or硬hi艷es穗&唉M淋or嚼ga熊n,昏2辦00業(yè)3)呆。標(biāo)福桿管混理是具確定任最高賞標(biāo)準(zhǔn)個(gè)的卓浸越的狂產(chǎn)品狠、服旋務(wù)或伙流程攻的過(guò)別程，誘并且揮因此昏做出忌必要罷的改秤進(jìn)來(lái)辜達(dá)到處這些劉標(biāo)準(zhǔn)鋪,這攤些標(biāo)態(tài)準(zhǔn)通垃常被劃稱為廈“副最佳談實(shí)踐祥”銹(B凳ie勞hl彈,物Co曾ok飽,&船J膛oh鉤ns式to壤n,仁2瓶00墻6;驢B淹hu潔tt梅a秧&心Hu碗q,王1冒99容9)召。它污提供姥了為哀不就器行動(dòng)吐識(shí)別兔好性胞能和董揭露智差性共能的艷機(jī)會(huì)宋。寨In膝b飲ot纖h盼ac戰(zhàn)ad曠em大ia睡a魚nd援t抖he扇b攏us桌in更es珍s趕wo轟rl誦d,紀(jì)b聞en織ch貪ma漆rk匠in騰g創(chuàng)ha蹤s海be痛en派d軌is倒cu妥ss維ed盾a話nd另a寒na層ly悔ze肝d企in賓t肺er磨ms右o久f谷th卻e撐pr狂oc用es艘se遠(yuǎn)s脫of敬m躬ar壘ke純ti扁ng宰i師mp結(jié)le駝me鐵nt畜at兔io鉆n,追i容.e亭.俱th旁e爺wa館ys件i伙n繪wh菠ic好h籠a候co量mp股an潛y淡co位nv悔er和ts小i叮ts恩m柿ar翠ke闊ti虧ng取i猾np撐ut屑s刪of彩c像as井h,林i步nf窩or蒼ma碗ti外on棕,瞇ex價(jià)pe超rt鋼is選e,光t微im何e,姻a規(guī)nd請(qǐng)s茄tr忽at掀eg肆y蓬in峽to凈m曬ar估ke鞋ti役ng攜o潛ut買pu奶ts演o凍f芹ne局w蓮pr擁od匙u(yù)c廢ts款,南co坦mm姑un芹ic晃at速io握ns拒,首cu盯st膊om于er稻e乘xp皆ec尖ta銹ti安on喂s,羊s豎al債es四,蔑an償d漸ma貴rg瓦in趁s.謠B福en位ch狗ma閱rk厘in披g愛of馳m裂a(bǔ)r辦ke在ti盜ng是p訂ro刑du道ct推iv謀it伯y,甘p刷ro蒼ce摩ss雄es瀉,遭an益d訂ca終pa兔bi烤li嫌ti聰es霸u(píng)診ti月li焰ze畜d購(gòu)iv象er壞se杠m衫et超ho醒ds罩.洽So廊me燕m肉et匠ho揚(yáng)ds慢r符el裙y觀on紙a塊n沈ex闊pe戶rt慨a(chǎn)毒ss進(jìn)es童so討r債ex口te裂rn代al壁t儲(chǔ)o置th她e棚co希mp線an況y義fo戚r深sc匙o(hù)r韻in督g黨ma畏rk門et珠in小g四ca軌pa答bi厘li曠ti膜es躁a保s登in今pu螺t耽to棄r型eg感re天ss癢io暈n震an棄al緩ys懷es巷(升Wo慣od龍bu藏rn滋,旗19認(rèn)99盟).乎O盡th沈er芹t影yp上es除o罵f舌me扒th臺(tái)od偷s象re六ly巷o循n基fi餡na銷nc潤(rùn)ia叔l禮da緒ta評(píng)a環(huán)nd令o循pe己ra腳ti史n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涉及的不僅是其他廠商的經(jīng)銷商也是提供相同的產(chǎn)品的經(jīng)銷商(Woodside,2003)。在一篇文章中來(lái)自Zimmerman(1990)，一家領(lǐng)先的設(shè)計(jì)公司高管強(qiáng)調(diào)，大項(xiàng)目吸引到了巨大的財(cái)政基礎(chǔ)來(lái)提供一致的服務(wù)大經(jīng)銷商。經(jīng)銷商的反應(yīng)，競(jìng)爭(zhēng)壓力目前的戰(zhàn)略重點(diǎn)放在降低運(yùn)營(yíng)開支，同時(shí)多樣化的產(chǎn)品和服務(wù)(Epperson,2005)。Anotherreasonforthiscompetitiveenvironmentis,unlikemostretaildistributionorganizations,theprocessofsalesandmarketingpracticesisrelativelycomplex.Thecomplexityofsalesandrelatedservicesinofficefurnitureindustryismainlyduetotheprevalenceofmodularofficesystems(i.e.cubicles)andnewtechnologydemandsfromtelecommunicationandcomputerinnovations.Whencustomersstarttolookatfurnishingacompletelynewofficeorrestructuringexistingofficespacefornewpurposes,dealersenterinabiddingprocessrequiringmonthsofinvestmentinpreparingasolutionforcustomerneeds(Woodside,2003).Oneofthemostimportantcomponentsofthiscustomizedsolutionisthedesignservicesofferedbydealershipstocustomerstoensureaccurateplansandspecifications,conformancetoclient'srequirements,customersatisfaction,andprojectimplementation(OFDA,2004b).Thedesigngrouphelpstoincreasesalesbyprovidingthecustomerwithcreativesolutionsforthefacilityneedsandofferingadvicethatgoesbeyondjustproductuse.Woodside(2003)findsthatasuperiordesignmayresultinacontractevenwhenthedealerisnotthelowestbidder.另一個(gè)原因是這個(gè)競(jìng)爭(zhēng)激烈的環(huán)境中，不像大多數(shù)的零售分銷機(jī)構(gòu)，銷售和營(yíng)銷實(shí)踐的過(guò)程比較復(fù)雜。該辦公家具行業(yè)的銷售及相關(guān)服務(wù)的復(fù)雜性主要是由于模塊化辦公系統(tǒng)，并從電信和計(jì)算機(jī)創(chuàng)新的新技術(shù)的需求普遍存在。當(dāng)客戶開始關(guān)注一種全新的辦公室裝修或新方法來(lái)重組現(xiàn)有的辦公空間，經(jīng)銷商需要投入幾個(gè)月準(zhǔn)備在投標(biāo)的過(guò)程中來(lái)擬定客戶需求的解決方案(Woodside,2003)。定制的解決方案中最重要的組成部分是由經(jīng)銷商提供給客戶，以確保準(zhǔn)確的計(jì)劃和規(guī)范，符合客戶的需求，客戶滿意度的設(shè)計(jì)服務(wù)以及項(xiàng)目實(shí)施(OFDA,2004b)。（突然感覺(jué)我中文也不好了）設(shè)計(jì)組通過(guò)客戶提供設(shè)施需求的創(chuàng)新的解決方案，并提供并遠(yuǎn)超于產(chǎn)品的使用建議的方案，以增加銷售Woodside(2003)發(fā)現(xiàn)卓越的設(shè)計(jì)可能會(huì)導(dǎo)致合同簽約，即使經(jīng)銷價(jià)格不低。Inthiscompetitiveenvironment,sustainablefinancialstabilityofdealersisevenharder.However,asGassenheimer,Sterling,andRobicheaux(1996)address,adealer'seconomicperformanceisalsoanincreasinglyimportantfactoraffectingfutureintentiontomaintain,diminishorenhancetherelationshipwithitsmajorsupplier.Themajorcomponentofthedealer'sfinancialviabilityisthemarketmixofproductsandsalesservices.Alongwiththedesignservicesmentionedabove,mostproductsalesalsoincludedelivery,on-siteinstallation,andsomevalue-addedservicessuchasprojectmanagement,installation,refurbishments,inventorymanagement,andmaintenance.Offeringtheseadditionalservicesalongwithsalesserviceshelpstoestablishlong-termcustomerrelationshipswhileprovidingadegreeoffinancialstability.Asproductmarginsstabilizebecauseofincreasedcompetition,increasingservicemarginscaninfluencedealerprofitability.Theindustrypublication,OfficeFurnitureUpdate,statesthatinatimewhendealersarestrugglingtostayafloat,manyarefindingthatvalue-addedservicesthatcangenerateaprofitarethekeytobeingsuccessfulintoday'smarket(2004b).However,thesuccessofdealersinthiscompetitiveenvironmentgoesbeyondthetraditionalmetricsoffinancialperformance.Asidefromthemanufacturer'stypicalinterestindealerperformancebenchmarkssuchasefficientresourcemanagementofemployees,facilities,andfinancialassetsthatemphasizebusinesscontinuity,theefficiencyinthecomplexmarketingprocesshasrecentlygainedpopularityasanotherbenchmarkingmethod(e.g.,Duttaetal.,1999;Eid,Trueman,&Ahmed,2006).Thesuccessofadealeralsodependsonhowitacquiresskillsandcapabilitiesthatcangenerateleadsandhenceconvincecustomerstopurchaseproductsfromthatdealer.Inthisstudy,themarketingcapabilityfunctionofdealersisanalyzedbothasafactoraffectingbusinessperformanceandamethodofbenchmarkingdealerperformance在這個(gè)競(jìng)爭(zhēng)激烈的環(huán)境下，經(jīng)銷商的可持續(xù)金融的穩(wěn)定更是難上加難。然而，隨著Gassenheimer,Sterling,andRobicheaux(1996)所說(shuō)，經(jīng)銷商的經(jīng)濟(jì)表現(xiàn)也影響未來(lái)有意維持，減弱或增強(qiáng)與主要供應(yīng)商之間的關(guān)系越來(lái)越重要的因素。經(jīng)銷商的財(cái)務(wù)生存能力的重要組成部分，是產(chǎn)品和銷售服務(wù)的市場(chǎng)結(jié)構(gòu)。除了上面提到的設(shè)計(jì)服務(wù)，大部分產(chǎn)品的銷售還包括送貨，上門安裝，以及一些增值服務(wù)，如項(xiàng)目管理，安裝，整修，庫(kù)存管理和維護(hù)。伴隨著銷售的服務(wù)，提供這些額外服務(wù)，有助于建立長(zhǎng)期的客戶關(guān)系，同時(shí)提供了一定程度的金融穩(wěn)定。由于產(chǎn)品利潤(rùn)率由于競(jìng)爭(zhēng)加劇的穩(wěn)定，提高服務(wù)利潤(rùn)會(huì)影響經(jīng)銷商的盈利能力。行業(yè)刊物，辦公家具更新，指出，在當(dāng)經(jīng)銷商都在努力維持下去的時(shí)候，很多人發(fā)現(xiàn)，能產(chǎn)生利潤(rùn)的增值服務(wù)是在今天的市場(chǎng)成功的關(guān)鍵(2004b)。3.Conceptualmodel3.概念模型3.1.Definitionofbenchmarkingprocess3.1。標(biāo)桿管理過(guò)程的定義Thegeneraldefinitionofbenchmarkingistheprocessofevaluatingandemulatingtheproducts,services,andprocessesofbestperformingorganizations.Comparingthewayacompanyperformsaspecificactivitywiththatofitscompetitorenablesthatcompanieslearnhowtolowercosts,reducedefects,increasequality,improveperformanceorevenidentifysomebestpracticeslinkedtocompanyexcellence(Donthuetal.,2005)標(biāo)桿管理的一般定義是評(píng)估和模擬的過(guò)程產(chǎn)品、服務(wù)和流程表現(xiàn)最好的組織。比較公司執(zhí)行一個(gè)特定活動(dòng)的方式與它的競(jìng)爭(zhēng)對(duì)手使該公司能夠?qū)W習(xí)如何降低成本,減少缺陷,提高質(zhì)量、改善性能,都與公司的卓越性有關(guān)(Donthuetal.,2005)。Eightstepsareemployedinthebenchmarkingprocess(e.g.,Camp,1989,1995;Garvin,1993);1)identifyprocesses,activitiesorfactorstobenchmarkandtheirprimarycharacteristics,2)determinewhatformistobeused:generic,functional,competitiveorinternal,3)determinewhoorwhatthebenchmarktargetisfirm,industry,orprocess,4)determinespecificbenchmarkvaluesbycollectingandanalyzinginformationfromsurveys,interviews,businessortradepublications,andothersourcesofinformation,5)determinethebestpracticeforeachbenchmarkeditem,6)evaluatetheprocesstowhichbenchmarksapply;andestablishobjectivesorimprovementgoals,7)implementplansandmonitorresults,and8)recalibrateinternalbasebenchmarks八個(gè)步驟被應(yīng)用于市場(chǎng)能力標(biāo)桿管理(如，camp,1989,1985;Garvin,1993);1)識(shí)別流程,活動(dòng)或因素基準(zhǔn)及其主要特征,確定使用何種形式:通用的,功能齊全,競(jìng)爭(zhēng)或內(nèi)部3)決定誰(shuí)或什么基準(zhǔn)目標(biāo)是:公司,行業(yè),或工藝,4)確定特定的基準(zhǔn)值通過(guò)收集和分析信息的調(diào)查、訪談,商業(yè)或貿(mào)易出版物和其他的信息來(lái)源,5)確定每個(gè)標(biāo)桿管理的最佳實(shí)踐項(xiàng)目,6)評(píng)估基準(zhǔn)應(yīng)用的過(guò)程;并建立目標(biāo)或改進(jìn)目標(biāo),7)執(zhí)行計(jì)劃和監(jiān)測(cè)結(jié)果,8)調(diào)整內(nèi)部基本標(biāo)準(zhǔn)Benchmarkingisnotregardedasacompetitiveanalysis;itfocusesonlearningandformsthebasisforchange.Theorganizationconductingthebenchmarkinganalysisusestheinformationfoundintheprocesstoestablishprioritiesandtargetprocessimprovementsthatcanchangebusinesspractices.Therefore,specifically,benchmarkingisdefinedasamarket-basedlearningprocessthroughwhichafirmseekstoidentifybestpracticesthatproducesuperiorresultsinotherfirmsandtoreplicatethesepracticestoenhanceitsowncompetitiveadvantage(e.g.,Camp,1995;Mittelstaedt,1992)標(biāo)桿管理不被視為一個(gè)競(jìng)爭(zhēng)分析;它關(guān)注學(xué)習(xí)和形式變化的基礎(chǔ)。組織進(jìn)行標(biāo)桿分析使用過(guò)程中發(fā)現(xiàn)的信息建立優(yōu)先級(jí)和目標(biāo)的過(guò)程改進(jìn),可以改變商業(yè)實(shí)踐。因此,確切地說(shuō),基準(zhǔn)的定義是一個(gè)以市場(chǎng)為基礎(chǔ)的學(xué)習(xí)過(guò)程,通過(guò)它只是試圖確定最佳實(shí)踐產(chǎn)生優(yōu)越的結(jié)果在其他公司和復(fù)制這些實(shí)踐來(lái)增強(qiáng)自己的競(jìng)爭(zhēng)優(yōu)勢(shì)(e.g.,Camp,1995;Mittelstaedt,1992)Overtime,thefocusofbenchmarkinghasmovedfromacontentfocustoaprocess-focusperspectiveonthefirmcapabilitiestoproducesuperiorperformanceoutcomes(e.g.,Andersen,1999;Ralston,Wright,&Kumar,2001).Regardingthefirmcapabilities,areportpreparedbyEnterpriseMarketingManagement(EMM)Groupindicatesthatdespiteitsimportance,marketinghasbeentheleastbenchmarkedofallthemajorbusinessprocessesandcapabilities.However,asthemarketing'sroleinfirmstrategicdecisionsincreases,benchmarkinghasbecomeanimportantprocessforcompaniesinimitatingandlearningfromleadingfirms'marketingpractices隨著時(shí)間的推移,標(biāo)桿管理的重點(diǎn)已經(jīng)從一個(gè)內(nèi)容聚焦過(guò)程視角轉(zhuǎn)移到關(guān)注該公司的能力,以產(chǎn)生更高的性能結(jié)果(e.g.,Andersen,1999;Ralston,Wright,&Kumar,2001))。準(zhǔn)備的一份來(lái)自企業(yè)營(yíng)銷管理(EMM)集團(tuán)關(guān)于公司功能的報(bào)告表示,盡管它的重要性,營(yíng)銷是所有主要的業(yè)務(wù)流程和功能的最基本的測(cè)試。然而,隨著營(yíng)銷在公司戰(zhàn)略決策中角色的增加,標(biāo)桿管理已經(jīng)成為企業(yè)在模仿和學(xué)習(xí)領(lǐng)軍公司營(yíng)銷實(shí)踐的一個(gè)重要環(huán)節(jié)。3.2.Theoreticalperspectivesofbenchmarking3.2。標(biāo)桿管理的理論視角Therearethreemajortheoreticalperspectivesthatsupporttheviewthatbenchmarkingfirmcapabilitiescanofferabasisforsustainablecompetitiveadvantageofthefirm.Thefirstperspectiveistheresource-basedview(RBV)whichpinpointsheterogeneityintheamount,value,inimitability,andnonsubstitutabilityofafirm'sresourcesandcapabilitiesasthemajorcauseofinterfirmperformancedeviations(Amit&Shoemaker,1993;Barney,1991;Wernerfelt,1984).AccordingtoRBV,afirmisviewedasabundleofresourcesandcapabilitieswithfirmsdifferingintheirbundles.TheliteratureontheRBVtriestoidentifyfirmspecificfactorsthatunderliethecompetitiveadvantageoffirms(e.g.,Wernerfelt,1984;Grant,1991).有三個(gè)主要理論觀點(diǎn)表明，標(biāo)桿公司（benchmarkingfirm）的能力可以為企業(yè)提供基礎(chǔ)的可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)。第一個(gè)角度是一個(gè)公司的資源基礎(chǔ)觀（RBV）它指出異質(zhì)性（heterogeneity）量、值、資源和能力的不可模仿性和不可替代性是企業(yè)間的性能偏差的主要原因。(Amit&Shoemaker,1993;Barney,1991;Wernerfelt,1984).根據(jù)RBV，一個(gè)公司應(yīng)該被看作為一捆夾雜著公司差異性的資源和能力。在RBV文獻(xiàn)中試圖定義（或?qū)ふ遥┢髽I(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)背后的特定因素。(e.g.,Wernerfelt,1984;Grant,1991).Thereisadistinctionbetweencapabilitiesandresources.Forexample,HelfatandPeteraf(2003)provideseparatedefinitionsforthesetwotermsbutPeterafandBergen(2003)usetheterms‘resources’and‘capabilities’inclusivelyandinterchangeably.AccordingtoDay(1994),resourcesaredefinedastangibleandintangiblefactorsafirmusestoachieveitsbusinessobjectives,whereascapabilitiesarecomplexbundlesofskillsandcollectivelearningexercisedthroughorganizationalprocessesthatensuresuperiorcoordinationoffunctionalactivities.Firmcapabilitiesrepresenttheabilityofafirmtoefficientlycombineseveralresourcestoengageinproductiveactivityandreachacertainobjective(Amit&Shoemaker,1993).Newcapabilitiesariseasmanagementdiscovershowtoimproveandexploitfirmspecificresourcesinthemostefficientandeffectiveway(Mahoney&Pandian,1992)在這里就有一個(gè)資源與能力之間的區(qū)別。例如，Helfat和Pete