|Title:||The impact of knowledge management on marketing performance|
|Subject:||Hong Kong Polytechnic University -- Dissertations.|
Marketing -- Management.
|Department:||Graduate School of Business|
|Pages:||v, 165 leaves : ill. (some col.) ; 30 cm.|
|Abstract:||Today's business environment is characterized by increased uncertainty, shorter product life cycles, and ever more sophisticated systems and technologies. These factors require marketing managers to make more complex decisions in a much shorter time frame than before. The difference between success and failure often depends on whether a company can detect market trends early and accurately. Thus, the key to success is the capability of companies to continuously monitor the market and create innovations. In other words, to adapt to continuously changing business conditions and to generate innovations, companies need to acquire new market knowledge, administer and exploit their knowledge stock and share knowledge across the organization. In this respect, companies need to engage in knowledge management. Although many companies understand that engaging in knowledge management will enable them to achieve superior marketing performance, they seldom monitor or measure their knowledge management efforts, as measuring knowledge is not easy. Furthermore, there is no simple off-the-shelf tool that allows them to do so. This paper attempts to address this issue by using an instrument called the Knowledge Management Performance Index (KMPI), developed by Lee, Lee, and Kang (2005), to assess the knowledge management performance of a firm at a given point in time to access firms in the Pearl River Delta (PRD) region in China. The KMPI results are then compared with the marketing performance of the firms to see if knowledge management has a positive effect on marketing performance. Firms in the Pearl River Delta region were chosen as the subjects of the survey because the PRD is one of the most important economic regions of China. For many companies worldwide, China's emergence as an economic power is likely to represent the single largest business opportunity of this decade. Even companies that do not compete in China itself need to take into account competition from China, and its potential to influence world prices in a wide range of commodities and products. The results showed that firms in the PRD, China and in South Korea where the KMPI was developed and which is similar in many ways to China, there is no conflict between the effect of the knowledge circulation process (KCP) and the KMPI. As the efficiency of the five components of the KCP increases, the KMPI is enhanced. The KMPI of each of the 172 firms in the PRD region was calculated and measured against six marketing performance indices, namely financial, competitive market, consumer behavior, consumer intermediate, direct trade customer and innovativeness. The results showed that there are statistically significant correlations between all of the six marketing performance indices and the KMPI of each of the surveyed firms.|
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