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The purpose of this paper is to examine the relationship between marketing strategy types – aggressive marketing, price leadership and product specialization strategies – and the extent of relationalism in marketing channels.

Data were collected using a self‐administered survey from managers responsible for marketing and channels management in US pharmaceutical firms. The responses to the questions capturing focal constructs were measured using a five‐point Likert type scale. Data were analyzed using Principal Component Analysis and Structural Equation Modeling procedures.

Aggressive marketing strategy and price leadership strategy are positively associated with the level of relationalism in marketing channels. In contrast, product specialization (focus) strategy is negatively associated with the level of relationalism in marketing channels.

The relationship between marketing strategy and the emergent relationalism among marketing channel intermediaries is critical for the firm's ability to meet objectives. This relationship has not been investigated so far and, from a managerial perspective, managing marketing channels is critical for successful implementation of marketing strategies.

Empirical research on successful and unsuccessful marketing strategies indicates that smaller‐share firms in established markets have difficulty gaining market share profitability. An empirically based framework of questions to guide the managers of such firms when evaluating an aggressive marketing strategy they have under consideration is presented. A literature review of the prescriptions for smaller‐share firms basically suggests the two strategies of differentiation and/or focus on faster growing segments. The authors research of 31 case histories offers several more strategic recommendations for the management of smaller‐share firms.

The purpose of this paper is to take a contingency theory approach to examine how performance is affected by the relationships between the Miles & Snow strategic groupings and a variety of marketing strategy concepts, including a firm's service focus, service growth, market coverage, marketing initiative, market growth, Porter strategy, and market orientation.

Data for the study were gathered from a statewide survey among 125 chief executives of credit unions belonging to the Florida Credit Union League (FCUL). ROA figures were derived from government-mandated accounting reports in the state of Florida. ANOVA and correlation analysis were employed to analyze data.

This study shows that firms that match an aggressive Miles and Snow profile with a more aggressive approach to seven other strategy dimensions often enjoy higher market share relative to credit unions characterized by a different alignment of the various aspects of marketing strategy. The results also suggest that achieving such a fit is not relevant to maximizing a firm's ROA.

The research sample was biased toward medium to larger firms that may possess strategic resources superior to those of the smaller firms in the industry. Also, credit unions may tend to have somewhat less aggressive profit objectives compared to other institutions in the banking industry.

The findings outline to financial services executives the benefits of considering all dimensions of corporate strategy simultaneously, rather than one at a time.

The paper illustrates how aligning certain aspects of marketing strategy can boost particular performance indicators and provides insight as to what the most appropriate alignments are depending on the circumstances.

Although the benefits of strategic alliances are well documented, whether strategic alliances can be a viable entry strategy option for small and medium‐size enterprises (SMEs) to successfully penetrate markets held by major incumbent suppliers is less clear. In this paper, strategic alliances are shown to be an effective entry‐cum‐deterrence strategy for SMEs to successfully penetrate markets that are well established and dominated by major corporations. In addition, the conditions under which SMEs can use strategic alliances as an entry strategy without restricting themselves to target only those markets ignored by bigger firms are identified. In terms of methodology, this paper follows a deductive approach – one based on game theory, to examine explicitly the reactions of bigger firms to the entry of SMEs into their markets, specifically taking into account the resource limitations faced by SMEs. To verify that the theoretical arguments presented are consistent with practice, two cases of the use of strategic alliances by SMEs as an entry strategy to penetrate markets dominated by major corporations are examined. The practices and experiences of these SMEs were found to be consistent with the theoretical arguments presented here.

This monograph covers a number of key articles and presentations by the author over the last decade. The points contained in them reflect a clear belief based on experience of creating significant cultural change so that banks become more market‐driven and customer‐orientated. Many of the forecasts made in the articles have become a reality in the marketplace. This monograph begins with a description of changes over the last decade: the introduction of the marketing function into banks, consumer responses, new competitors, technological developments, and the impact of Government. Marketing has faced many difficulties in the banking industry and competitive breakthroughs have not been easy to achieve. Many leaders in the industry believe in business/marketing strategy evolving in close association with IT planning – this is the second topic, IT support may be crucial. The importance of advertising and management of agency relationships is the subject of Chapter 3 – how can it be effectively used? Chapter 4 looks at the ways in which the consumer is presently getting a better deal; Chapter 5 describes the marketing success of the NatWest Piggy Bank within the context of a changing marketing culture. A wider repertoire of marketing techniques are used in the USA (Chapter 6) but if they are to be used in the same way here then the situation will need to approximate more closely to that of the USA – credit and credit cards are the particular focus and the US market is more aggressive. Chapters 7‐9 look at the future of financial services marketing from the retailer′s perspective – the retailer′s detailed approach to a possible new business has distinctive strengths, but their actual opportunities in this market may be restricted to an extent by, for example, inexperience and so lower credibility as vendors of some specialised services like investment management. Chapter 10 appraises the value and strategic nature of market research. Chapter 11 considers the movement of building societies into the wider personal financial services marketplace, the product′s role in the marketing mix, and the impact of the Single Market in Europe. Chapter 12 singles out the cost‐effective technique of automated vetting of customers′ creditworthiness from the special viewpoint of the building society. The monograph concludes with a discussion of the changing market and future prospects: the world of finance is no longer simple; money is no longer the common denominator; the consumer is now the focus; competition to provide services is fierce; the future is exciting!

This paper reports on research into the Greek drinks market with the comparison of the marketing strategies of a sample of indigenous Greek and foreign companies, the latter with subsidiaries operating in Greece. The methodology employed was a qualitative one reflected in the design of the research from the purposive sampling of the largest drinks companies in Greece, and the application of the in‐depth interview technique with senior managers to the results of the research. The findings revealed several positive differences in the marketing strategies of competing organisations, with greater willingness by Western companies, compared to their Greek competitors, to implement resource commitments towards enhancing the competitiveness of their marketing strategies. The findings also suggested that the weaknesses in marketing found in the Greek alcoholic and soft drinks companies undermined their marketing performances in comparison with Western multinationals. Consequently, the competitive positions of Greek firms in both the domestic and international markets were weakened.

This paper reports on research into the Greek drinks market with the comparison of the marketing strategies of a sample of indigenous Greek and foreign companies, the latter with subsidiaries operating in Greece. The methodology employed was a qualitative one reflected in the design of the research from the purposive sampling of the largest drinks companies in Greece, and the application of the in‐depth interview technique with senior managers to the results of the research. The findings revealed several positive differences in the marketing strategies of competing organisations, with greater willingness by Western companies, compared to their Greek competitors, to implement resource commitments towards enhancing the competitiveness of their marketing strategies. The findings also suggested that the weaknesses in marketing found in the Greek alcoholic and soft drinks companies undermined their marketing performances in comparison with Western multinationals. Consequently, the competitive positions of Greek firms in both the domestic and international markets were weakened.

The purpose of this paper is to establish how sales are propelled when consumer spending level falls. Design/methodology/approach – Case study together with deductive research approach was used. Findings – While conventional marketing strategies did little to enhance sales, Geiz‐ist‐Geil was found to be very helpful in sustaining sales levels when consumer spending levels were plummeting.

Theoretical literature on marketing strategy is silent on the use of non‐conventional marketing strategy. Geiz‐ist‐Geil strategy is found to be useful in propelling sales. There is an urgent need to put greater focus on non‐convention marketing strategies. In addition, practitioners need to look beyond the confines of the 4Ps strategy. There is a need for managers to adopt non‐conventional strategies. Originality/value – Contrary to previous theoretical literature, where it is conspicuous by its absence, the use of non‐conventional marketing strategy (i.e. Geiz‐ist‐Geil strategy) is emphasized in this study.

The key learning objectives are as follows: analyze Mamaearth’s growth trajectory in the Indian market, illustrate the meaning of a direct-to-consumer (D2C) brand, analyze the importance of social media in building a D2C brand, analyze the challenges and advantages associated with a D2C brand, analyze growth and expansion options available with Mamaearth and evaluate the strategies for Indian start-ups in the beauty and personal care space.

In 2016, what began as a quest to find safe baby care products for the first-time parents Varun and Ghazal, turned into an entrepreneurial opportunity. The couple started Honasa Consumer Private Limited at Gurugram, which owned the brand Mamaearth. Conceived as a D2C brand for mothers opposed to harsh baby care products, it debuted with just six baby care products with exclusive online availability. For the brand to grow, it recreated the marketing mix to be perceived as a brand for all ages. The step successfully garnered a customer base of over 1.5 million consumers in 500 cities and a valuation of INR 1bn within four years of operations. In February 2021, Mamaearth became a brand with INR 5bn annualized revenue run rate and aspired to double it to INR 10bn by 2023. Though Mamaearth debuted as a D2C brand, after tapping around 10,000 retail stores, the Alaghs realized that many consumers still preferred transacting in the offline space. Alaghs decided to expand by acquiring a robust offline space in 100 smart cities in India. Would it be wise for Mamaearth to take forward their offline expansion plans? Alternatively, would an aggressive product innovation coupled with a more substantial online presence be a more sustainable proposition?

The case study is appropriate for Post Graduate Diploma in Management/Master of Business Administration level courses of second year in strategic brand management, digital marketing, integrated marketing communication and marketing strategy. The case stuudy may also be useful for prospective entrepreneurs planning to embark upon a D2C venture. The case study elaborates on the emergence, marketing and branding of Mamaearth. The case study helps students understand the meaning of a D2C brand and the growth options available in the Indian market for a D2C brand from the perspective of Mamaearth.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

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.