Activating the marketing concept in a global context: An MNC country managers’ perspective

Abstract

There is limited understanding of how businesses, particularly in a global context, activate the marketing concept in order to become market‐driven. A study was conducted to delineate the activation process in an international setting, and some of the facilitating and impeding factors. In‐depth interviews were conducted with executives of 22 subsidiaries of a multinational firm. Activation appeared to consist of interpreting, adopting and implementing the marketing concept. Implementation is itself a sequence of market intelligence activities. Greater adoption and implementation, as well as higher quality intelligence work, are tied to stronger organizational performance. Facilitators (e.g. top management commitment) and inhibitors (e.g. over‐emphasis on profits) were identified. Other dimensions also surfaced including the slow, top‐down path of adoption, national culture, and market competitiveness. Recommendations were made on enhancing activation success.

Citation

Nakata, C. (2002), "Activating the marketing concept in a global context: An MNC country managers’ perspective", International Marketing Review, Vol. 19 No. 1, pp. 39-64. https://doi.org/10.1108/02651330210419724