Metrics-Driven Climate and Metrics-Based Activities as an Organizational Processes to Complement MPM system in the Firm

We have learned that the marketing performance measurement (hereinafter MPM) does matter from the growing accumulation of the recent research. Marketing needs an appropriate set of metrics to plan, check and correct their marketing actions. How can then the use of MPM can be radicated in the organization? Although marketing research stream have developed marketing metrics and linked metric use to firm performance, there is little understanding of what promotes the use of marketing metrics in an organization. We observe many cases where the metrics cannot be well rooted in the organization because of the cultural resistance, irrelevance to the actual marketing activities, and the departmental conflict. We search into the organizational factors which help the use of MPM to be rooted in the firm. Our research investigates the factors that promote the use of marketing metrics in an organization. As antecedents of marketing metrics use, we consider two aspects of organization, objective aspect and subjective aspect. As objective organization aspect, comprehensiveness of marketing performance measurement system (hereinafter CMPMS) is thought to be a crucial antecedent of marketing metrics use. We also focus on employees’ subjective environment—the organizational climate, which is defined as employees’ shared perceptions. Our basic hypothesis are as follows: firstly, CMPMS has a positive influence on metrics-based marketing activities; second, a metrics-driven climate has a positive influence on metrics-based marketing activities; third, metrics-based marketing activities have a positive influence on marketing-mix activity performance. Our research used survey data collected from 824 managers with marketing-related responsibilities. The data was analyzed using structural equation modelling to test a conceptual model grounded in the marketing metrics and organizational climate literature. Through its examination of the model, this paper demonstrates that, in addition to the presence of comprehensive marketing performance measures, a metrics-driven organizational climate and metrics-based marketing activities are key mechanisms that accentuate the use of marketing metrics in an organization. Our results demonstrate that a marketing metrics-driven climate is significantly related to metrics-based marketing activities, and that metrics-based marketing activities have a significantly positive influence on marketing mix performance. In contrast, the comprehensiveness of marketing performance measurement exhibits a significantly negative influence on metrics-based marketing activities, but has a direct, positive effect on marketing mix activity performance

Dysfunction from Focusing on Overseas Business

For this study, a questionnaire survey was administered to 824 people who had been posted overseas for at least one year (657 of whom had been involved in a business for the overseas market) in order to explore the factors behind the success of an overseas business. The results made clear, on one hand, that if Japanese companies focus on an overseas business, by, for example, defining the objectives and roles of the business, investing in market research, and posting core personnel abroad, they reach desirable outcomes, but, on the other hand, those outcomes are adversely affected when companies define the objectives and roles prior to conducting market research. A focus on overseas business increases personnel’s organizational identification with his or her headquarters and with the overseas business unit. However, dysfunction occurs when personnel feel high organizational identification with the overseas business unit, and that they are not expected to show customer-oriented behavior. According to our additional analyses, this dysfunction of organizational identification emerges when one perceives a weak identity of one’s organization.

Effects of Vonoprazan Compared with Esomeprazole on the Healing of Artificial Postendoscopic Submucosal Dissection Ulcers: A Prospective, Multicenter, Two-Arm, Randomized Controlled Trial

Background. Vonoprazan affords more clinical benefits than proton pump inhibitors (PPIs) during the healing of gastroduodenal ulcers. However, it remains controversial whether vonoprazan is more effective than PPIs when used to heal artificial ulcers arising after endoscopic submucosal dissection (ESD). Aim. This study investigated the effects of vonoprazan compared with esomeprazole on the healing of post-ESD artificial ulcers. Methods. Sixty patients who underwent gastric ESD between May 2015 and May 2017 were randomized to treatment with vonoprazan (V group) or esomeprazole (E group) for 8 weeks. Upper endoscopy was performed at 4 and 8 weeks after ESD, and drug effects were estimated based on the ulcer healing rates and shrinkage rates. Results. Fifty-three patients were analyzed. The respective 4- and 8-week ulcer healing rates did not differ significantly between V and E groups (8.0 versus 11.5%, P=0.669; 88.9 versus 84.6%, P=0.420). Similarly, the respective 4- and 8-week ulcer shrinkage rates did not differ significantly between V and E groups (96.8 versus 97.5%, P=0.656; 100 versus 100%, P=0.257). Conclusion. The healing of artificial ulcers after ESD did not differ using vonoprazan or esomeprazole. Both vonoprazan and esomeprazole were effective when used to promote artificial ulcer healing after ESD