Search results

Traditionally, senior management has focussed on a customer‐oriented search for competitive advantage in improving its marketing performance. There have been many systems, procedures and measurement approaches created for improving a company’s overall performance which have achieved varying levels of success. Until recently, little attention has been given to the consideration of the most suitable management competences for improving the quality of marketing decision making in services management. Takes a conceptual approach to addressing the question of what management competences might be and how they can be integrated for services marketing. Considers pertinent issues in relation to relevant marketing management competences which are necessary if the quality of marketing decision making in services is to be improved.

Original equipment manufacturing (OEM) suppliers must identify and communicate competences to ensure that they are successfully translated into competitive advantages. This study aims to explore the competence-based marketing capabilities of suppliers based on competence-based marketing view. It integrates resource-based theory and resource dependence theory to conduct a detailed evaluation of the impact of competence-based marketing capabilities on collaboration development, which is classified as either exploitative or explorative collaboration between buyers and suppliers.

The partial least squares method was used to analyse and find direct support for the authors’ hypotheses based on cross-sectional data from a sample of 116 Taiwanese OEM suppliers.

The results find no support as recent arguments that the marketing of competence would directly affect collaborative relationships in a buyer–supplier relationship. The two mediating roles of relative attention from buyers and relationship learning with buyers were confirmed. The empirical findings indicated that relative attention from buyers partially mediates the relationship between competence-based marketing capabilities and exploitative collaboration development, while relationship learning completely mediates the relationship between competence-based marketing capabilities and two-pronged collaboration development.

This study provides a thorough examination of competence-based marketing capabilities, which have attracted substantial attention from business scholars but empirical research investigating and discussing how suppliers develop new collaborations with buyers is lacking.

The understanding of strategic marketing has evolved to an integrated part of market‐oriented business policy. Subsequently, marketing and management concepts have become even more closely related. Recently, the “competence‐based perspective” added an innovative approach to strategic management concepts. It suggests that competitive reality requires a new thought and action orientation in order to reach competitive advantages. Examines the role of business‐to‐business marketing within the competence‐based view of strategic management. Summarizes the main theses of the competence‐based view to provide a basis for the development of a competence‐based marketing model. Proposes a practicable framework to strategy formulation in marketing management.

This study aims to examine an empirical evidence of the relationship between relational capital, network competence and market entry capabilities on marketing performance in small- and medium-sized enterprises’ (SMEs’) furniture export orientation in Central Java, Indonesia.

This study uses a quantitative research approach to investigate the relationship between relational capital, network competence, market entry capabilities and marketing performance. To achieve the research objectives, data were collected from managers or owners of furniture export orientation in Central Java, Indonesia. Using structural equation modeling, and after a series of exploratory and confirmatory factor analyzed, the authors tested an integrated model of the relationship between relational capital, network competence, market entry capabilities and marketing performance.

The result of this study indicates that relational capital has a positive significant effect on marketing performance. Relational capital has an insignificant effect on market entry capabilities. Network competence has a positive effect on market entry capabilities. Market entry capabilities have a positive effect on marketing performance. Other results also show that market entry capabilities can mediate the influence of network competence and marketing performance.

The limitation of this research indicates that respondents in this research are very varied, if it is seen from their background into furniture business development, whereas many respondents do not have enough understanding of the questionnaire distributed. This research is only developed at the SMEs’ furniture area, so it cannot be generalized at the other organizational area. The influencing of relational capital result in market entry capability has not suitable with theory built. It is because inaccurate dimension market entry capability has been applied in this research. For future research, it is suggested to look for alternative dimension of market entry capability.

Based on the analysis results and discussion, it can be formulated that managerial implication explains the following steps: first, a company should focus on long-period relationship development. Focus on long-period relationship development will increase customer loyalty and company performance. Moreover, the customer has long-term relationship with organization, although instability condition because of the belief in long-period relationship and strong commitment to each other. The evidence from this study suggests that’s the organization needs to develop the long-term relationship with customer. Second, networking competency is important in market entry capability. Relationship can change anytime; therefore, the company has to have a strong competency of network developing. This competency helps company to enhance strong relationship. The strong network relationship helps company face easier ways in market entry capability.

The results of this research indicate that the role played by relational capital to increase market entry capability is not as good as the role played by network capability on market entry capability. In the international market context, the role of resource-based view is better than that of transaction cost economy in influencing market entry capability. Other results also show that market entry capabilities can mediate the influence of network competence and marketing performance.

Unlike previous studies which emphasize market oriented performance from the perspective of firms or customers, but mainly internally, the paper proposes that firms should prioritize customer‐focused performance defined totally externally from the perspective of targeted customers, which are the fundamental drivers of purchasing or repurchasing behaviors of customers and consequently the key to successful competition in the customer‐centered era. Then, the role of customer‐focused performance in the overall business performance system is examined. After the components and dynamics of customer‐focused performance are analyzed, much attention is given to its key determinants in perspective of a resource‐based view, which aims mainly at bridging the current gaps between strategic management and service management. In addition, important propositions are presented and future implications are discussed.

The purpose of this study is to evaluate the relationships between digital technology, tangible/intangible assets and marketing capabilities to gain more insight into the factors related to small- and medium-sized enterprises’ (SMEs’) growth in the UK. Based on the resource-advantage theory, this research addresses the question “to what extent does digital technology influence marketing capability which leads to companies’ growth?”

Data were gathered through 21 in-depth interviews with managers from different multinational organizations and six focus groups with employees.

The study identifies the two key components of digital technology as information quality and service convenience. In addition, the relationships between digital technology, tangible/intangible assets and marketing capabilities perform the significant role of facilitator of a company’s growth.

The focus on UK SMEs limits the generalizability of the results. Further studies should be conducted in other sectors and country settings to examine the associations identified in the current study.

This study identifies the main impacts of digital technology on intellectual/physical assets. While managers and employees have specified that marketing capability is significant for organizations, there are a few other areas of concern with regard to consequences related to a company’s growth, competence and core competence, particularly in an SME’s setting.

The purpose of this paper is to help firms to create competitiveness by developing marketing capabilities. It analyzes how the component and architectural competences affect and enhance market orientation and firm performance.

Built on the theories of organizational capability, knowledge creation, and market orientation, this research develops the contents of marketing capabilities, including component and architectural competences that contribute to marketing capability by responding to external changes, and analyzes their influence on market orientation and firm performance.

The study reveals the following effective marketing capabilities which benefit to marketing performance. First, hiring and retaining employees with higher professional, local, and specific knowledge. Second, firms with higher tacit knowledge enhance market orientation. Third, arranging employees into teamwork to implement marketing tasks. Fourth, assigning employees into small-scale experiments on creative proposals. Fifth, standardizing procedures of generation, dissemination, and response of marketing intelligence. Sixth, providing written market information and training programs to non-marketing staff. Seventh, appropriately delegating to staff. Eighth, establishing apprenticeship among the staff to deliver experiential know-how.

From a dynamic capability perspective, this research construct the two kinds of marketing competences and examine their effect on market orientation and firm performance. For further understanding the complementary effects of marketing capabilities, market orientation, and synergistic performance, a larger sample data (e.g. product, market share, sales, characteristics of staff, firm, and knowledge, etc.) and objective evaluation are encouraged. Otherwise, from the viewpoint of agency theory, the incentive system should also be discussed.

This research has potentially significant implications for knowledge management and marketing management fields as well as managerial practice. The results suggest the importance of marketing capability for market orientation and firm performance.

Marketing resources and marketing capabilities are significant drivers of firm performance, and their impact is greater when they are complementary to each other. This study takes the perspectives of organizational capabilities and market orientation to find out the factors which contribute to marketing capability and performance. This study provides practitioners with a framework for analyzing marketing capabilities as an object of improving firm performance by creating market orientation. Furthermore, this research empirically introduced strategic specific competence (tacit knowledge and autonomy) into the model and tests their effect of market orientation and firm performance.

Determining the strategic thrust of the firm, it may be argued, is the principal task of top management. This task is aided by recent theories of business and marketing strategy, including the normative imperatives based on industry factors, resource factors, competences, market orientation, and relationship marketing. Choosing wisely from among the various theories of strategy requires an accurate understanding of the contexts of competition. This article argues that resource‐advantage theory, an evolutionary, disequilibrium‐provoking process theory of competition, provides that understanding. That is, resource‐advantage theory grounds theories of business and marketing strategy.

In today's turbulent environment, customers are playing a more important role in competition, which can be reflected by customers as co‐producer, value co‐producer, or co‐developer of knowledge and competencies, etc. Accordingly, business priority should be given to what customers really value. Unlike previous studies, which emphasize market performance mainly from the internal or firm's perspective, this paper proposes that firms should prioritize customer‐focused performance, defined totally from an external perspective of targeted customers. The paper examines the important role of customer‐focused performance and its interactive relationships with other dimensions of the overall performance system, and goes further to analyze the components and dynamics of customer‐focused performance. Finally, attention is given to the dynamic competence building and leveraging process and its key elements, which determines the customer‐focused performance in perspective of resource‐based views. Important propositions are presented and future implications discussed.