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Examines the concept of marketing myopia, its different explanations and types. Organizes the four types of marketing myopia into a classification scheme, suggesting a new perspective which can produce innovative marketing strategies. Recommends five steps towards becoming an innovative firm: a generic firm/industry view, other‐industry monitoring, benchmarking, recruitment of marketers, and a flexible approach to problems.

Hong Kong's prominent position in international textiles and the clothing trade will continue to shift under the transition of the Multifibre Arrangement (MFA). To provide a better understanding of the relationships between the local clothing manufacturers' generic marketing strategies and their deployment for future challenges, some 33 industrialists were interviewed. The results reveal no difference between the marketing‐oriented firms and the less marketing‐oriented firms in relation to the adoption of strategic actions in response to the abolition of the MFA. The results also indicate that firms, irrespective of their marketing approaches, shared similar views regarding the perceptions of the impact of the MFA upon Hong Kong industry and the overall future prospects of the Hong Kong clothing industry. Nevertheless, an interesting finding was that there might be a relationship between a firm's marketing approaches and its attitude to experimenting with strategies under different business environments. Less marketing‐oriented firms are found to be less proactive towards future uncertainties than the more marketing‐oriented firms.

Considers the characteristics of small firms from a marketing perspective. Examines the marketing undertaken by firms at different stages of development from start‐up to the medium‐sized firm. Proposes that this normally consists of four stages: initial marketing strategy; reactive selling; the DIY Marketing approach; and integrated proactive stages. Looks at these stages, suggesting that these provide a framework and starting point for further analyses of small businesses.

There are different views on how to gain a sustainable competitive advantage (SCA) for firms. This topic has become an important research area in strategic management. The purpose of this paper is to provide an approach for Chinese firms to use as a springboard to identify sources of SCA through marketing innovation.

Based on a cursory review of the generic literature on how to gain SCA, this paper considers innovation as a primary source of a firm's competitive advantage. From a practical viewpoint, marketing innovation is identified as a significant source of SCA, especially for those firms operating in the dynamic and competitive Chinese economic environment. Through an analysis of marketing innovations at the Huawei Technologies Co. Ltd in China, an approach is developed to help managers identify their unique sources of SCA through marketing innovation.

This study reveals marketing innovation results from a considered analysis of the various marketing factors in the environment and the inter‐relationships between these factors. Subsequently, new sources of SCA can be identified, based on a firm's previous sources of competitive advantage. In this process, different types of competitive advantage are viewed in a holistic framework, which provides the basis for improving firm performance.

The approach developed in this paper offers a basis for managers to identify their firm's unique SCA through marketing innovation.

The paper provides insights for academics and professionals in the field and adds to the literature on emerging economies and SCA.

The quantity surveying profession has a long history in the building industry. Although the profession has reached maturity, practising quantity surveyors seem to have failed in so far as strategic marketing and planning are concerned. Many quantity surveying firms do not have formal written marketing plans. They do not appear to believe that such plans are useful because of uncertainties in the construction market. In view of this lacuna, aims to highlight the importance of strategic marketing and planning to quantity surveyors. Examines the seven Ps in the marketing mix concept for applications in the quantity surveying profession. Quantity surveyors should keep these applications in mind when marketing their professional services.

Looks at the effectiveness of marketing development in the organization. Relates the development of marketing in firms UK firms in a single industry to effectiveness in the areas of product development and customer relationships.

Based on the resource‐based view of the firm, this study aims to examine antecedents and outcomes of firm‐specific marketing capital pool invested by marketers in a transition market, Vietnam.

A sample of 528 marketers in Ho Chi Minh City was surveyed to test the theoretical model. Structural equation modelling was used to analyze the data.

It was found that firm‐specific marketing capital pool had positive impacts on both job attractiveness and job satisfaction. The impacts of human marketing capital and relational marketing capital pools on firm‐specific marketing capital were significant. Finally, the relationship between job attractiveness and job satisfaction, and the relationship between human marketing capital pool and relational marketing capital pool were also significant.

A key limitation of this study is the examination of only two antecedents of firm‐specific marketing capital pool: human and relational marketing capital pools.

The results of this study suggest that firms should establish people management policies and practices that motivate marketers to invest more in firm‐specific marketing capital to enhance job attractiveness and job satisfaction of marketers. Also, in order to improve firm‐specific marketing capital, recruiting marketers with high levels of human and relational marketing capital pools is a priority.

The study investigates the role of human resources at the marketing professional level in job attractiveness and job satisfaction in a transition market.

Describes an empirical study which aimed to compare the marketing practices used by high‐tech and low‐tech companies in the UK, and to attempt to explain any significant differences. Concludes that there is increasing awareness of the salience of marketing by UK high technology companies, though they are still not as market oriented as low‐tech ones. Suggests that broadly speaking results replicate earlier findings in US high technology firms, with the critical difference that the British companies rate both the possession of the latest technology and price competition less seriously than the American organizations.

Research over the last decade has resulted in a clearer conceptualisation of marketing orientation which has subsequently enabled its measurement within firms. Looks at the extent to which legal firms have adopted a marketing orientation as they compete in an increasingly demanding market. Research findings highlight a limited adoption of the marketing concept by legal firms. It appears that the components of a marketing orientation related to customer focus and long term profitability tend to be stronger than those of employee and competitor awareness. The implementation of marketing is limited by attitudinal factors related to values and perceptions of marketing, as well as more overt resourcing issues. It is thus recommended that firms focus on supplementing their external marketing with internal marketing activities to gain support for marketing across the firm.

Although there are a growing number of studies which have investigated links between market orientation and performance in service firms, there has been limited research which compares the market orientations of goods and service firms. The results of this study, based on a large multi‐industry sample of New Zealand companies, suggest that to improve business performance service firms should develop information systems to track profitable customers and products, develop a corporate culture which emphasises the needs of stakeholders, and develop policies to encourage ethical conduct. To improve marketing performance firms should improve their levels of market orientation, develop a corporate culture which emphasises the marketing concept and innovation, adopt more proficient new product development processes and explore the possibilities of electronic commerce.