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The purpose of this paper is to assess the influence of customer focus and competitor focus on marketing performance of food and beverages organizations in Nigeria.

The paper adopted an exploratory design‐ six measures of marketing performance is used to capture the customer‐focus and competitive‐focus of food and beverages organizations in Nigeria. Data were collected from key informants using a research instrument. Returned instruments were analyzed using regression analysis through the use of statistical package for social sciences (SPSS) version 16.

The paper validated the existing instruments for measuring customer focus, competitor focus and marketing performance. The paper also finds a strong positive relationship between the three constructs.

Two major implications are identified in this paper, one to scholars on the investigation of the link between customer focus, competitor focus and marketing performance in two different organizations. The second is for managers to be aware of the need for effective assessment of marketing performance measure in line with customer focus and competitor focus. This will no doubt help to provide knowledge and understanding of the reason for and consequences of any particular marketing decision.

The paper significantly refines the body of knowledge concerning the impact of customer focus, competitor focus and marketing performance in the Nigerian context.

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.

A study of Korean service firms found that the level of information technology use is significantly related to the performance of the marketing function. Support was lacking only for the categories of “use of outside database” and “networking between mainframe computer and PCs.” In addition, the form of information technology use is significant in its contribution to the performance of the marketing function. This study supports the argument that benefits of information technology investment can be identified. Furthermore, there is evidence of a time lag in the payoffs from information technology, because the benefits of connectivity have not yet been realized.

Previous studies focus on the direct effects of marketing analytics on entrepreneurial performance, but few explore the underlying mechanisms. Drawing on affordance theory, this study explores pathways through new product innovation (NPI) for the effects of marketing analytics on business performance. NPI is a market-based innovation concept comprising customer- and competitor-driven NPD and incremental innovation.

Using survey data collected from UK-based entrepreneurial firms operating in the IT and telecoms industries, we apply confirmatory factor analysis and a sequential structural equation model to test the mediating role of NPI in the effect of marketing analytics on market performance and financial performance.

The results show that marketing analytics enhances business performance through competitor-driven but not customer-driven NPD. Although using marketing analytics to generate customer knowledge for existing product innovation may enhance market performance, this positive effect becomes negative when competitor-driven NPD is undertaken to improve existing product innovation.

This study makes significant contributions to the innovation and NPD literature. It delves deeper into the existing view on the positive contributions of customer engagement to business value creation, revealing the significance of competitor knowledge to enhance business performance through marketing analytics, particularly in the context of IT and telecoms entrepreneurial firms.

The social venture (SV) is an increasingly popular form of organization to pursue social goals using a commercial approach. Although marketing plays an important role in SV research and a key driver of the performance of SVs, how and the extent to which market conditions play a role remains understudied. This study examines if market turbulence can moderate marketing capabilities and performance relationships.

The authors developed several hypotheses rooted in the marketing literature and tested them using data collected from a sample of 109 SVs from East Asia (i.e. Hong Kong and Taiwan). Using multiple regression analysis and structural equation modeling, the authors analyzed the marketing capabilities and financial and social performance relationships and the positive moderating role of market turbulence.

The results suggested that market turbulence is a positive moderator which influences the effect of the marketing capabilities–financial performance relationship, but not the marketing capabilities and social performance relationship.

This paper attempts to interrogate the SV's marketing capabilities–performance relationship in the East Asian context and how market turbulence may enhance or weaken the relationship. This is one of the earliest papers in this research area. The key findings from this research offer valuable theoretical contribution to the study of SV performance.

Drawing from dynamic capability (DC) theory, this study aims to investigate how big data analytics (BDA)-enabled dynamic capabilities (DCs) prompt firm performance. This study proposes that BDA-enabled DCs lead firms toward simultaneous exploration and exploitation of new knowledge about markets and products (i.e. marketing ambidexterity) which in turn improves firms' market and financial performance. This study also examines if environmental dynamism strengthens the aforementioned relationship.

This study uses survey questionnaire and data were collected in the form of two heterogeneous samples from Turkey and Pakistan. Partial least square-structural equation modeling (PLS-SEM) was used to test the hypotheses.

Results reveal that BDA-enabled DCs positively affect both dimensions of marketing ambidexterity (exploration and exploitation). Marketing exploration and exploitation have positive effects on firms' market and financial performance. Results also demonstrate that environmental dynamism moderates the link between BDA-enabled DCs and firms' marketing exploitation. The moderating effect for BDA-enabled DCs and firms' marketing exploration was not consistent across both samples.

This study contributes to the literature of BDA and marketing ambidexterity in the light of DC theory in a way that when and how the marketing ambidexterity, derived from BDA-enabled DCs, has a positive impact on firm performance. Moreover, findings imply that the development and enhancement of BDA-enabled DCs facilitate firms to calibrate marketing exploitation and exploration to seek new knowledge about markets and products and using such knowledge to achieve superior performance.

The novelty of present study is development of dynamic capabilities-based framework which sheds light on the role of big data for sensing, seizing and (re)configuring firms' resources to develop marketing ambidextrous capabilities in order to stay successful. From methodological perspective, this study uses two heterogeneous samples to assess robustness of results for ensuring greater generalizability and theoretical resonance.

The purpose of this study is to empirically examine the effect of marketing modification on business performance from the perspective of marketing capabilities theory.

This study employed a survey method to collect data from 225 food processing small- and medium-sized enterprises (SMEs) on the Ghana Enterprise Agency (GEA) registered list in the Eastern Region of Ghana. The effect of marketing modification on the performance of SMEs in the food processing industry was evaluated using a structural equation modeling (SEM) – path analysis.

According to the study’s findings, marketing modification has a positive and significant impact on the financial performance (FP), customer performance (CP), internal business process performance (IBPP) and learning and growth performance (LGP) of Ghanaian SMEs engaged in food processing. The results of this study also demonstrated the importance of marketing modification determinants, such as marketing resources (MR), cross-functional and interenterprise collaboration (CFIEC), architectural marketing capability (AMC) and marketing strategy decision implementation (MSDI), in achieving food processing SME performance in Ghana.

This current research has its limitation, even though its importance has been mentioned earlier. First, the study can be improved by expanding the sample size through the inclusion of other SMEs from other industries since it is industry specific (i.e. food processing SME). Second, this current study was conducted in Ghana. To compare results, the current study may be replicated in other emerging countries. Third, future research studies may consider how business environmental factors such as technological change (e.g. use of artificial intelligence and machine learning) moderate the relationship between marketing modification and SME performance.

The outcomes of this research study are anticipated to give profitable implications to both academicians and practitioners. For the academic aspect, this study provides an important contribution to marketing modification and performance literature by examining the impact of innovative marketing on the performance of food processing SMEs in Ghana. For practitioners, this study indicates that food processing SME owners/managers must focus on marketing modification to develop their performance. The increase in marketing modification application through marketing capabilities such as MR and CFIEC will enable owners/managers to achieve performance targets.

The application of marketing modification among food processing SMEs in Ghana will contribute greatly to their profitability, survival and growth. The growth and survival of food processing SMEs (not limited to food processing SMEs) in Ghana will help in the control of unemployment, which is a major social issue in Ghana.

The study’s findings provide solid support for the marketing capabilities theory. This study also supports the notion that food processing SMEs should perceive marketing modification and its determinants (i.e. MR, CFIEC, AMC and MSDI) as a critical strategic capacity to enhance their performance (i.e. FP, CF, IBPP and LGP). In terms of contribution, this study adds to the body of knowledge already available on marketing modification and business performance, particularly in the setting of an emerging economy.

Research findings on emerging markets over the last decade indicate that economic reform policies in many developing countries have not only changed the environments of these economies, but also influenced the attitudes of firms towards the marketing concept. This study determines the degree to which marketing activities are practised in foreign and domestic firms in an emerging developing economy and the effects of such practices on business performance. The research instrument comprises five marketing activity components and six performance dimensions. Data were generated from a sample of 200 firms through a self‐administered mail survey. Results of the study reveal that foreign firms perform more marketing activities and perceive all marketing components as important determinants of performance in comparison with their domestic counterparts. To conclude, managerial implications of the findings as well as study limitations and future research directions are discussed.

Despite the importance of assessing business performance, there is limited research on the ways of measuring marketing effectiveness. Aims to redress this issue.

This paper focuses on six categories of marketing effectiveness measures to compare the ways of measuring marketing performance in two groups of Spanish firms (Tourism and Hospitality firms and Industrial firms) in an exploratory study; and also studies the effect of business orientation (customer and competitor orientation) on the measures used to evaluate marketing performance.

It was found that consumer‐based measures have a leading role in the evaluation of marketing effectiveness in Tourism and Hospitality companies and customer orientation affects the importance of these consumer‐based measures.

Research is exploratory and subjective measures of business performance were used.

The main implications are addressed to the Tourism and Hospitality managers for improving the ways of measuring marketing effectiveness.

This is a study of the measurement of marketing effectiveness in Tourism and Hospitality companies in comparison with the industrial counterparts.

This study examines how market orientation (MO) affects hotel performance through the value-based marketing innovation intermediate function.

:Structural equation modeling-partial least squares (SEM-PLS) analyses are performed to assess the proposed research model on a sample of 166 three-to-five-star hotels located in six provinces of Java Island, Indonesia.

The findings indicate that MO influences value-based marketing innovation and hotel performance. Additionally, it was demonstrated that value-based marketing innovation mediates the indirect link between MO and hotel performance.

This research encourages the managers of hotels to adopt MO as the company's culture and to pay close attention to value-based marketing innovation to recognize the potential benefit of MO in hotel performance enhancement.

This research focuses on unifying MO and resource-based view into a cohesive approach to better understand the link between MO and value-based marketing innovation and how both aspects affect hotel performance.