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It is crucial for the Indian micro, small and medium enterprises (MSMEs) to implement a few of the most important Industry 4.0 (I4.0) technologies and reap maximum benefits of sustainability. This paper aims to prioritize I4.0 technologies that can help achieve the sustainable operations and sustainable industrial marketing performance of Indian manufacturing MSMEs.

I4.0-based sustainability model was developed. The model was analyzed using data collected from MSMEs by deploying analytic hierarchy process and utility-function-based goal programming. To have a better understanding, interviews were conducted.

Predictive analytics, machine learning and real-time computing were found to be the most important I4.0 technologies for sustainable performance. Sensitivity analysis further confirmed the robustness of the results. Business-to-business sustainable marketing is prioritized as per the sustainability need of operations of industrial MSME buyers.

This study uniquely integrates literature and practitioners’ insights to explore I4.0’s role in MSMEs sustainability in emerging economies. It fills a research gap by aligning sustainability goals of industrial buyers with suppliers’ marketing strategies. Additionally, it offers practical recommendations for implementing technologies in MSMEs, contributing to both academia and industry practices.

The purpose of this paper is to investigate the relations in the Marketing/Operations interface through the analysis of data of the operational reality of a Brazilian company with a low technological intensity. The study aims to quantify and determine the impacts of marketing decisions on delivery performance and on flexibility of the operations area.

A longitudinal case study was conducted and the variables used in the model were derived from established theories and were evaluated with artificial neural networks. The case of a food manufacturing company was selected to reflect the relations in the marketing/operations interface of a low technological intensity enterprise.

The results show that the decisions on Place/Channel, Price and Product dimensions of marketing exert a significant impact on flexibility and delivery performance of the operation area.

The findings of the case study cannot be generalised and the outcomes are specific to just one firm. However, the approach lends itself to replication, particularly within low technological intensity companies.

Prior studies have focussed on coordination among functional areas as marketing and operations at higher levels of abstraction. The study contemplate empirical propositions through the data analysis of a company with a low technological intensity that can be used to improve managers' decisions and alignment in the Marketing/Operation Interface.

This study empirically examines the role of the Internet in global business‐to‐business (B2B) marketing strategies of Multinational Corporations (MNCs) based in the United States and Australia. The results demonstrate that uses of the Internet in a global B2B setting often parallel its domestic uses but that variables that facilitate or inhibit its implementation for global operations are somewhat different in global markets. The findings suggest that MNCs in the two countries are using the Internet in their global B2B operations predominantly for business enhancement purposes as compared to revenue enhancement. Results also show that for global B2B operations, the Internet is viewed by MNCs as a tool to enhance competitive intelligence, streamline operations, and enhance the marketing processes. It is also deemed essential for a firm’s long‐term competitive stance by large as well as small and medium‐sized MNCs.

Consensus building plays an important role in strategy formulation and implementation. Previous researchers have attempted to find a link between goal consensus among top management and organizational performance, mainly in manufacturing settings, with varying results. Few extant studies have examined goal consensus at the functional level. Aims to expand our knowledge of the goal consensus/performance relationship by focusing on the relationship between operations and marketing in the service setting. Attempts to identify the types of co‐ordination mechanisms that help achieve functional goal consensus between operations and marketing. Finds a positive relationship between goal consensus of the marketing and operations managers and performance based on return on equity and return on assets. Concludes that consensus is correlated with the use of process and programming co‐ordination mechanisms and not correlated with the use of interpersonal co‐ordination mechanisms.

The purpose of this paper is to identify factors that can help managers to overcome barriers to alignment of operations strategy at the interface with marketing.

This objective required the application of a procedure based on strategic consensus and a deeper analysis, such that the delimitation of the study in a single case was mandatory. The strategic processes of interfacing involve managerial attributes that are subject to the influence of human aspects and, therefore, the research method used a qualitative approach. The protocol design included the following data sources: interviews, document reviews and researcher observations. The categorisation was made based on the theoretical references, the frequency of observations, common responses and information from documents.

The balance between intra‐functional trade‐offs, joint research on the competitive context, reflections on the understanding of customer needs and operational performance, and understanding of inter‐functional trade‐offs were the main factors verified. They effectively support decisions associated with interface processes and promotes the integration of these processes. They can generate inputs that enable managers to achieve an appropriate balance among alternatives in light of various trade‐offs.

These factors make possible new connections between strategic processes in the context of operations and marketing functions. The formations of these strategies are aligned through a better understanding of both threats and opportunities by means of a joint analysis of the competitive context. The presented findings can be used to develop a clear definition of strategic objectives of operations and a more appropriate treatment of market needs.

The findings from the research can be considered as new elements for promoting alignment in the formation process of the operations strategy. Little research to date has examined the operations‐marketing strategic interface of companies in the context of strategic consensus.

Aims to examine the performance affects of strategic integration in retail banking services.

Using a survey of retail banking executives, it is examined as to how the role of operations and marketing areas can assist retail banks to shape their competitive strategies.

It is found that proactiveness and competitive strategy substantially affect a retail bank's performance based on the strength of integration of operations and marketing areas.

Research is limited to retail banking services.

The research broadens the scope of the strategic fit concept towards the analysis of performance effects due to functional integration in retail banks.

The purpose of this paper is to discuss the importance of a coordinated marketing and operations strategy in goods and service producing business organizations. Customer engagement and co-production are imperative service delivery considerations, and therefore an aligned marketing and operations strategy is essential for the formulation, development, and effectiveness of managerial decisions especially for service sector firms.

The authors present arguments in support of this paper's primary objectives by reviewing past research that have introduced theoretical frameworks, empirical support and applications in support of the close coordination between marketing and operations strategy. The paper then describes how the inter-relationship between marketing and operations strategy impacts several managerial decisions.

The paper discusses several different types of managerial decisions within goods and service producing firms that require active interaction between marketing and operations. These decisions include aligning strategic priorities, new product development, service design, and experience design.

This paper is primarily theoretical and therefore does not include any new empirical data.

The inter-relationship between the marketing and operations functions is well known to practicing managers. However, they may not have a specific understanding of the academic research described in this paper that shows how firm performance can be further improved by better managing these interactions for specific managerial decisions.

This paper is theoretical and provides a comprehensive review of literature and a compelling argument for including marketing and operations strategy in the corporate executive suite. Therefore, this paper should be of interest to researchers and practitioners interested in the functional areas of marketing, operations, and strategy for service organizations.

The technology evolution compels retail networks to introduce unique business models to retain customers and to gain a competitive advantage. Customer reviews available through social media need to be taken into account by retail networks to design a model with unique service operations and marketing approaches that will improve loyalty by adding value to customers. Furthermore, the relationship between customer satisfaction and customer spending behaviour is very weak and needs further investigation. Hence the purpose of this paper is to understand how retail network leverage the potential of social media reviews along with unique service operations to satisfy customers. The study analyses the nexus of: a brand, promotional offers, service operations; and their interaction through social media reviews on customer satisfaction levels.

The authors develop a conceptual model for the social media era. The authors combine the idea of loyalty- and value-based models of Chatterjee (2013). The authors employed a survey questionnaire method to elicit opinions of retail customer satisfaction based on social media reviews, service operations and marketing efforts. The authors derive measures of the model from existing literature and expert opinion.

Social media reviews dramatically impact upon customer satisfaction. Similarly the empirical analysis identifies the significant and positive role played by service operations in customer satisfaction levels. Interestingly the authors did not find unequivocal support for brand satisfaction impacting on customer satisfaction. However, when promotions interact well with service operations, the level of customer satisfaction is significantly affected. Similarly the authors did not observe a positive outcome when there is an interaction between promotion and social media reviews. After reading the reviews, some potential buyers make a visit to store before making final decisions and surprisingly, promotional effects do not change their mind set.

Research findings confirm the importance of social media reviews, marketing and interaction between promotion and service operations enabling retail networks to build loyalty and value-based models. Based on customer behaviour, the study suggests a need to consider operational efficiencies when promoting sales; through careful planning, customer satisfaction and profitability levels can be increased. This sends a strong message to the retail network to defend their position within a very competitive business market.

The empirical evidence based on customer experience would be helpful for companies in integrating their operations and marketing efforts enabling them to convert different segment of customers such as “free riders (higher satisfaction and low profitability)” and “vulnerable customers (low satisfaction and higher profitability)” into “star customers (higher satisfaction and high profitability)”. Through a considered approach: combining social media reviews, marketing and operations, businesses will be better-placed to survive in the ultra-competitive social media-influenced era.

The purpose of this paper is to provide an initial analysis of the roles of functional capabilities in adopting environmental management practices (EMP) and improving environmental performance from an organizational capability perspective.

By combing survey data and archival data from 121 UK-based manufacturing firms, this study explores the relationships among functional capabilities (marketing and operations), EMP and environmental performance.

The results show that marketing and operations capabilities significantly affect EMP, which in turn leads to improved environmental performance. More specifically, this study finds that EMP fully mediates the relationship between marketing capability and environmental performance.

The results of this study provide guidance for managers considering how to develop environmental capability in order to improve environmental performance.

This study addresses a demonstrable gap in the existing literature that few empirical studies have explored the potential effects of functional capabilities on implementing EMP.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.