SavedAdd your journal

Journals / Dumlupınar Üniversitesi Sosyal Bilimler Dergisi / 2012 / Sayı: 34

ÜRETİM-PAZARLAMA KOORDİNASYONUNUN İŞLETME PERFORMANSINA ETKİSİ: DÜZCE'DE BULUNAN KOBİLER ÜZERİNE BİR ARAŞTIRMA

Kahraman ÇATI
İsmail DURAK
Önder KETHÜDA
Abdülhamit EŞ
Pages
1–1
Publication Date
2015-06-20
DOI
—
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

As a result of research, while coordination of marketing and production doesn’t have any effect on financial business performance directly, it has a direct effect on non-financial business performance

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Business should develope proper products and services for the expectations of the target groups in order to survive.
📊
Key Findings & Data:The purpose of this study is to identify the effect of the coordination of marketing and production departments in small and medium-sized enterprises on business performance, and the level of coordination between departments.
💡
Conclusion & Impact:As a result of research, while coordination of marketing and production doesn’t have any effect on financial business performance directly, it has a direct effect on non-financial business performance
🔬Design:Survey & Empirical Study
📍Scope:Comprehensive Sample
⚙️Variables:Domain Parameters

Abstract

Business should develope proper products and services for the expectations of the target groups in order to survive. In this process, the coordination between marketing and production departments is critically important to achieve success. The purpose of this study is to identify the effect of the coordination of marketing and production departments in small and medium-sized enterprises on business performance, and the level of coordination between departments. In the research, questionnaire method had been utilized.. As a result of research, while coordination of marketing and production doesn’t have any effect on financial business performance directly, it has a direct effect on non-financial business performance

Özet

İşletmeler, varlıklarını devam ettirebilmek için hedef kitlelerinin beklentilerine uygun ürünler/hizmetler geliştirmelidir. Bu süreçte, üretim ve pazarlama birimlerinin koordineli şekilde çalışmaları başarıya ulaşmak için büyük önem arz etmektedir. Bu çalışmanın amacı, KOBİ’lerdeki pazarlama ve üretim birimlerinin koordinasyon düzeyini ve birimlerin koordinasyon düzeylerinin işletme performansına olan etkisini belirlemektir. Araştırma için gerekli veriler anket yöntemi ile elde edilmiştir. Araştırmanın sonucu olarak; Pazarlama-Üretim koordinasyonun finansal performansa doğrudan etkisi bulunamazken, finansal olmayan performansı doğrudan etkilediği sonucuna ulaşılmıştır

🔖

Cite This Article

ÇATI, K., DURAK, İ., KETHÜDA, Ö., EŞ, A. (2015). ÜRETİM-PAZARLAMA KOORDİNASYONUNUN İŞLETME PERFORMANSINA ETKİSİ: DÜZCE'DE BULUNAN KOBİLER ÜZERİNE BİR ARAŞTIRMA. Dumlupınar Üniversitesi Sosyal Bilimler Dergisi, Sayı: 34, 1–1. https://ajindex.com/articles/660180

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (13)

  1. Albayrak, Y.E. Erkut H. (2005). “Banka Performans Değerlendirmede Analitik Hiyerarşi Süreç Yaklaşımı”. İTÜ Dergisi/d, Mühendislik, 4(6), 47-58.
  2. Ayers, D., Dahlstrom, R. and Skinner, S.J. (1997). “An Exploratory Investigation of Organizational Antecedents to New Product Success”. Journal of Marketing Research 34, 107–116. Bayrak,A., ve Özdil, T. (2003). “İşletme performansının arttırılmasında pazarlama-üretim işbirliğinin önemi”. Celal Bayar Üniversitesi S.O.B.E. Dergisi 1(2), 31-44.
  3. Bharadwaj, S., Bharadwaj, A., Bendoly, E. (2007). “The performance effects of complementarities between information systems, marketing, manufacturing, and supply chain processes”. Information Systems Research, 18(4), 437–453.
  4. Biemans, W. G., Brencic, M. M. ve Malshe A. (2009). “ Marketing-sales interface configurations in B2B firms”, Industrial Marketing Manament, 39 (2), 183-194.
  5. Cortina, J.M. (1993). “What is coefficient alpha? An examination of theory and applications”. Journal of Applied Psychology, 78, 98–104.
  6. Çatı, K., ve Koçoğlu, C. M. (2008). “Müşteri Sadakati İle Müşteri Tatmini Arasındaki İlişkiyi Belirlemeye Yönelik Bir Araştırma”. Selçuk Üniversitesi Sosyal Bilimler Dergisi, 19, 167-188.
  7. Demirhan, D. (2002). “İşletmelerde Stratejik Bilgi Sistemleri Yönetimi ve Rekabet Üstünlüğü Elde Edilmesindeki Rolü”. Ege Akademik Bakış, Ekonomi, İşletme, Uluslararası İlişkiler ve Siyaset Bilimleri Dergisi, 2 (2), 117-124.
  8. Erensa, F.J., ve Hegge, H.M.H., (1994). “Manufacturing and sales co-ordination for product variety”. Journal of Production Economics, 37, 83-99.
  9. Gray, B.J. ve Hooley, G.J. (2002). “ Market orientation and service firm performance – a research agenda”. European Journal of Marketing 36(9/10), 980–88.
  10. Guenzi, P., ve Troilo, G., (2007). “The joint contribution of mar keting and sales to the creation of superior customer value”. Journal of Business Research, 60(2), 98-107.
  11. Harrison-Walker, L. Jean (2001), “The Measurement of a Market Orientation and Its Impact on Business Performance”. Journal of Quality Management, 6, (2), 139-172.
  12. Hausman, W. H., Montgomery, D. B., Roth., A. V. (2002). “Why should marketing and manufacturing work together? Some exploratory empirical results”. J. Oper. Management, 20(3), 241–257.
  13. Jerath, K., S. Netessine, Z.J. Zhang. (2007). Can we all get along? incentive contracts to bridge the marketing and operations divide. Kaplan, R.S. ve Norton, D.P. (1992), “The Balanced Scorecard-Mesures That Drive Performance”. Harward Business Review,