Search results

1 – 10 of over 158000
To view the access options for this content please click here
Article

Henry F.L. Chung

Research concerning marketing standardisation is still developing. A new research theme has recently emerged, wherein it is suggested that the structure of marketing

Abstract

Purpose

Research concerning marketing standardisation is still developing. A new research theme has recently emerged, wherein it is suggested that the structure of marketing decision making is likely to be a factor of marketing standardisation strategy. This study aims to add insights to this new research field. Based on the outcome of previous studies, it aims to propose and test a research framework concerning the relationships among environmental factors, the structure of decision making and marketing standardisation/performance. This study seeks to focus on the two most important programme elements: promotion and product.

Design/methodology/approach

The study used the experience of 78 firms operating in the European Union (EU) region to achieve its research objectives. The data used were collected through a postal survey. This analysis used both partial least square (PLS) and hierarchical regression analysis methods to examine its research framework.

Findings

The study has generated a framework for future research. It is suggested that, with the absence of direct influence, the structure of decision making is still likely to have an indirect effect on marketing standardisation strategy. Although a path relationship is unlikely to exist between environmental factors, the structure of decision making and performance, the joint effect between environmental factors and the decisionmaking structure on performance is confirmed. The outcomes of the study suggest that, through careful selection, firms adopting a high and low degree centralisation structure can benefit from operating in a similar high/low environment, as well as in a country with high/low market size and potential.

Originality/value

The study's findings have enhanced those uncovered by other researchers. A number of implications can be drawn for these findings.

Details

European Journal of Marketing, vol. 43 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article

David A. Griffith and Jessica J. Hoppner

Although a great deal of research has focused on global marketing strategy development and implementation, little research has focused on the global marketing managers…

Abstract

Purpose

Although a great deal of research has focused on global marketing strategy development and implementation, little research has focused on the global marketing managers charged with the responsibilities of developing and implementing such strategy. The aim of this paper is to develop a model that identifies a set of soft skills that have the ability to increase the effectiveness of global marketing managers in making the tactical adaptations necessary to develop and implement global marketing strategy in an increasingly complex and dynamic marketplace.

Design/methodology/approach

A conceptual model is developed with coinciding propositions.

Findings

The model developed theorizes that the ability of global marketing managers to make tactical adaptations to the firm's global marketing strategy (and thus enhance performance) is driven by the soft skills of tacit knowledge, experience, learning, unlearning, intuition, self‐confidence, flexibility, prioritization of problems, working under pressure and ambiguity tolerance.

Practical implications

The model highlights the specific soft skills that firms can work to foster in their global marketing managers and educators can work to incorporate within a curriculum. Through the development of these soft skills within a firm's global marketing managers, the firm can achieve a competitive position within the marketplace.

Originality/value

This study is one of the first to conceptualize a specific set of soft skills that enhance a global marketing manager's ability to make tactical adaptations to the firm's global marketing strategy by which the firm can be more competitive. As such, this study provides for a better understanding of how soft skills relate to the development and implementation of global marketing strategy and how firms can be more competitive by not only employing unique human capital, but by developing global marketing managers who are more effective at adapting to constantly changing global market conditions.

Details

International Marketing Review, vol. 30 no. 1
Type: Research Article
ISSN: 0265-1335

Keywords

To view the access options for this content please click here
Article

Piotr Tarka

The purpose of this paper is to diagnose two types of causal relationships from the perspective of the structural equations model. First, the relationship is analysed…

Abstract

Purpose

The purpose of this paper is to diagnose two types of causal relationships from the perspective of the structural equations model. First, the relationship is analysed between managers’ beliefs regarding the use of marketing information in making decisions and the rational premises of decision validity. Next, the rational premises of decision validity are considered in reference to managers’ abilities to select appropriate information from marketing research reports. Taking into account all of the above premises, the author in the empirical research conducted here introduced the following two research hypotheses which state that: H1: the high level of managers’ beliefs about the usefulness of information from marketing research does not yet positively influence their way of reasoning and making decisions in the light of the bounded-rationality theory. H2: managers who do not use the bounded-rationality criteria of decision assessment, lack of the analytical approach in solving decision problems, also reflect the inability of selecting proper information from a marketing research report.

Design/methodology/approach

In the conducted empirical research, that is, in the process of gathering the information, the internet questionnaire survey was used, which included the author’s own version of items measuring respective latent variables. Next, to the chosen group of the respondents (invited to the survey through the two social networking sites: LinkedIn and Golden Line), a direct link to the questionnaire was sent via personal e-mails. The method of providing answers to the questions in the online survey included indicating by the respondents the answers on a seven-point Likert scale for the statements which were expressed in agree/disagree format. The whole empirical research was conducted between March 1 and August 31 in 2014, and the process of choosing the appropriate respondents to the sample was conducted with the use of the two techniques: judgemental sampling and snowball sampling. The final size of sample equalled n=213 and its structure included the individuals in companies, who have borne the responsibility mainly for the organisation and planning of strategic and tactic marketing activities. In short, the sample structure consisted of the respondents responsible for decision-making processes and included: marketing directors (45 per cent), product managers (27 per cent), managing directors and chief executive officers (20 per cent), as well as marketing executives (8 per cent).

Findings

On the basis of findings and the obtained empirical results it is argued that decision makers in companies, despite their strong declarations regarding the use of marketing information, in reality prefer to act in a non-analytical way when making choices. Managers, when faced with difficulties in information processing, adopt simple solutions in solving decision problems which are much closer to the irrational sphere of making choices. Thus the full potential of information that is available to them from marketing research is not even considered. This irrational behaviour in decisions as well as the lack of analytical thinking result in further consequences pertaining to the way that information is selected.

Practical implications

In spite of all theoretical arguments supporting the bounded-rational theory of making choices, the irrationality or, simply, the non-analytical thinking in decision-making processes in organisations takes place. The inability to use effectively information by managers in companies and failure to scrutinise their own processes of decision making on the basis of logic and reasoning is admittedly the Achille’s heel of many information users. Using information from marketing research in decisions, as well as undertaking the sequence of steps to ensure the valid decision-making process, seems to be a huge problem for managers. Taking into account, the empirical research findings, one can argue now that in spite of the managers’ conviction about the usefulness of the information from marketing research, that is, despite their declarations pertaining to use of information in decision-making processes, such information is in practice often ignored and not taken into account.

Originality/value

In the paper the author explains why, as is supported by empirical evidence, managers in companies decide to conceal their real beliefs concerning the usefulness of marketing information. Taking this into consideration, the indirect question of the empirical research conducted here is whether managers ever seriously consider marketing research results when making decisions?

Details

Management Decision, vol. 55 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Book part

Neeraj Bharadwaj

In the era of Big Data, larger volumes of data arrive in various forms at an increasing pace but of questionable quality and value. The abundant information (that emanates…

Abstract

Purpose

In the era of Big Data, larger volumes of data arrive in various forms at an increasing pace but of questionable quality and value. The abundant information (that emanates from these 5Vs – volume, variety, velocity, veracity, and value) taxes the bounded capacity of managers. This chapter introduces a taxonomy of approaches available for strategic decision making in an information-rich environment, several of which showcase that automation can help to augment (not supplant) managerial decision making. This taxonomy is then applied to an innovation context. Mapping a stylized version of the phases of the innovation process (i.e., front-end innovation, new product development, commercialization) onto the four decision-making approaches yields an organizing framework for understanding strategic decision making in the realm of innovation. The chapter concludes by identifying promising areas for future research.

Methodology/approach

This conceptual chapter: (1) explicates the foundational terminology regarding strategic decision making in a marketing context; (2) provides a primer on the era of Big Data and making strategic decisions in an information-rich environment; (3) introduces a taxonomy, which features approaches to decision making in an information-rich environment; and (4) applies the taxonomy in an innovation context to yield an organizing framework.

Findings

This chapter focuses on the nascent field that is emerging at the intersection of innovation, marketing strategy, and information-rich environments, and breaks new ground by exploring automation available to aid managerial decision making in this realm.

Practical implications

The main practical implication is to elucidate that managers can apply different approaches to decision making in today’s information-rich environment. Tables 2–4 provide to managers 12 examples of the types of decision making in an innovation context.

Originality/value

This chapter introduces a new taxonomy to classify four approaches for making strategic decisions in an information-rich environment, and extends that framework to the innovation realm. This framework aims to prompt researchers to explore important topics that exist at the intersection of innovation, marketing strategy, and managerial decision making in an information-rich environment.

To view the access options for this content please click here
Article

Merlin Stone, Eleni Aravopoulou, Yuksel Ekinci, Geraint Evans, Matt Hobbs, Ashraf Labib, Paul Laughlin, Jon Machtynger and Liz Machtynger

The purpose of this paper is to review literature about the applications of artificial intelligence (AI) in strategic situations and identify the research that is needed…

Abstract

Purpose

The purpose of this paper is to review literature about the applications of artificial intelligence (AI) in strategic situations and identify the research that is needed in the area of applying AI to strategic marketing decisions.

Design/methodology/approach

The approach was to carry out a literature review and to consult with marketing experts who were invited to contribute to the paper.

Findings

There is little research into applying AI to strategic marketing decision-making. This research is needed, as the frontier of AI application to decision-making is moving in many management areas from operational to strategic. Given the competitive nature of such decisions and the insights from applying AI to defence and similar areas, it is time to focus on applying AI to strategic marketing decisions.

Research limitations/implications

The application of AI to strategic marketing decision-making is known to be taking place, but as it is commercially sensitive, data is not available to the authors.

Practical implications

There are strong implications for all businesses, particularly large businesses in competitive industries, where failure to deploy AI in the face of competition from firms, who have deployed AI to improve their decision-making could be dangerous.

Social implications

The public sector is a very important marketing decision maker. Although in most cases it does not operate competitively, it must make decisions about making different services available to different citizens and identify the risks of not providing services to certain citizens; so, this paper is relevant to the public sector.

Originality/value

To the best of the authors’ knowledge, this is one of the first papers to probe deployment of AI in strategic marketing decision-making.

Details

The Bottom Line, vol. 33 no. 2
Type: Research Article
ISSN: 0888-045X

Keywords

To view the access options for this content please click here
Article

Audrey Gilmore and David Carson

This paper advocates the merits of a holistic qualitative research method and analysis as being the most penetrative method for determining the decision making process of…

Abstract

This paper advocates the merits of a holistic qualitative research method and analysis as being the most penetrative method for determining the decision making process of SME owner‐managers. This holistic method is refined in use and illustrated in an example of assessing the processes and outcomes of SME decision making in respect of the “product” aspects of marketing activity. The methodology allows the range of important issues that may be expected to be inherent in how entrepreneur owner‐managers DO marketing to be identified; and to determine the quality of this decision making. This methodology could be used for other applications in a variety of marketing circumstances, and, indeed, a key feature of the methodology outlined in this paper is its flexibility and adaptability.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 2 no. 2
Type: Research Article
ISSN: 1471-5201

Keywords

To view the access options for this content please click here
Article

Graham Jocumsen

Argues that a deeper understanding of the current strategic marketing decisionmaking processes in small businesses is necessary to raise the acceptance rates of…

Abstract

Argues that a deeper understanding of the current strategic marketing decisionmaking processes in small businesses is necessary to raise the acceptance rates of interventions to improve the quality of strategic marketing decisions and consequently firm performance. Despite extensive interventionist efforts focussed primarily upon application of theory derived from large organisation studies, the small business sector continues to be plagued by high failure rates and poor performance levels. In this study, a comprehensive literature review and a series of six in‐depth interviews are used to develop a theoretical research framework for the strategic marketing decisionmaking process in small business. Second, 46 strategic marketing decisions drawn from 32 small businesses are examined within the context of the research framework and, finally, a model of strategic marketing decisionmaking process in small business is proposed. The core of the model is a series of three loosely defined steps or tasks (“information gathering/research”, “financial analyses and assessments” and “”internal matters”), which are conducted non‐sequentially but preceded by “decision initiation” and followed by “final commitment”. Furthermore, the key “methods” used in carrying out these steps or tasks are identified and classified into learned competencies, inherent competencies, internal networks and external networks.

Details

European Journal of Marketing, vol. 38 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article

Gordon Wills, Sherril H. Kennedy, John Cheese and Angela Rushton

To achieve a full understanding of the role ofmarketing from plan to profit requires a knowledgeof the basic building blocks. This textbookintroduces the key concepts in…

Abstract

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Details

Management Decision, vol. 28 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article

Gordon Greenley, Graham Hooley and John Saunders

There has been concern in the literature about the adequacy of the traditional model of marketing planning, which focuses on what decisions should be made and not on how…

Abstract

There has been concern in the literature about the adequacy of the traditional model of marketing planning, which focuses on what decisions should be made and not on how to make them. The aim of this article is a new conceptualisation that proposes key management processes about how marketing planning decisions are made in a dynamic context. The motives for this conceptualisation are to contribute to understanding by advancing the traditional model of marketing planning, to stimulate academic and practitioner debate about how marketing planning decisions are made, and to initiate new directions in marketing planning research. Two new competing models of marketing planning are developed, which address key management processes about how marketing planning decisions are made in a dynamic context, and research directions are proposed.

Details

European Journal of Marketing, vol. 38 no. 8
Type: Research Article
ISSN: 0309-0566

Keywords

1 – 10 of over 158000