By Paul W. Farris
Carrying on with advancements in strategic considering, econometric tools, expertise and pageant make it essential to revisit the beliefs and achievements of the revenue impression of promoting procedure (PIMS) venture to discover unresolved concerns and realize new power. This booklet assesses PIMS' contribution to investigate and perform. New methods of pondering, and dealing with, the method are provided, and the effectiveness of the unique venture is explored.
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Additional resources for The Profit Impact of Marketing Strategy Project: Retrospect and Prospects
Example text
The entire questionnaire is contained in an appendix to an article by Deshpand´e, Farley, and Webster (1993). Reliability and validity of self-reported comparative performance measures The reliabilities of the performance scale constructed from the selfreported comparative performance items were remarkably consistent over the six published studies summarized by Deshpand´e and Farley (1999, 2004). 68. Among the eight scales used in these studies, the performance measure was the most reliable. Various researchers who use reliability as a major criterion in development created the other seven scales.
While this is surely an overstatement, all researchers should be sympathetic to his viewpoint. Each succeeding phase has left its legacy, even as new insights into the nature and origins of strategy have moved into the foreground. Thus, economic profit and the balanced score-card have respectable roots in the prior work on performance outcomes. Indeed, the balanced scorecard owes a major debt to the indicators and measures that were first developed for the PIMS program. 2 A resource–based view of PIMS Although the conceptual and empirical foundations for the PIMS program were laid fifteen years before the resource-based view of the firm was rigorously specified, Bob Buzzell and his colleagues anticipated the inherent distinctions between the sources and positions of competitive advantage that account for sustained differences in firm performance.
They argue that most successful strategies are a hybrid of the two types of marketing. Relationships cannot be developed and Putting PIMS into perspective 35 sustained if product quality is unacceptable, the underlying technology is out of date, or the product is persistently unavailable. Similarly, we do not preclude the possibility that firms enjoy both product and relational advantages. In my view, the path-breaking aspect of the PIMS database was the inclusion of the relative quality measure.