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Owing to the inconclusive results of prior studies on the strategic change–firm performance relationship, this paper extends the marketing strategy literature by postulating an “inverted U-shaped” relationship and the moderating roles of “organizational learning” (OGL) and “strategic flexibility” (STF).

A self-administered survey was employed to collect data from different strategic business units of 550 firms operating in Thailand. The data collection yielded a response rate of 17.27%. Confirmatory factor analysis was used to validate the scales, and path analysis was employed to test the hypotheses in this study.

Although no significant curvilinear relationship was found, the directions of the path coefficients are consistent with the hypothesis. Both OGL and STF serve as significant moderators in the marketing strategic change (MSC)–business performance relationships. While STF strengthens the relationship, the generative OGL tends to weaken it.

Managers need to understand the type of learning that fits different types of strategic changes in order to enhance business performance. Generative OGL may seem harmful for changes that are less proactive. Furthermore, firms should incorporate flexibility in managing political, economic, and financial risks in their strategies by emphasizing investments and cost sharing, flexible human capital allocation, and spontaneous and impromptu actions.

This study extends international marketing strategy literature by empirically testing the hypotheses in an emerging Asian economy. The research proposes a nonlinear relationship between MSC and business performance as well as introduces the moderating roles of OGL and STF.

This paper aims to establish how strategic target-market selection decisions are shaped, challenged and driven in response to the rapidly evolving technological landscape. The authors critically evaluate the implications of these changes for the role of marketers and the organizational function of marketing.

The research uses qualitative methods. Key-informant interviews are conducted among senior organizational practitioners within client-side organizations, digital agencies and strategic marketing consultancies, seeking to contrast their views.

The findings reveal an erosion of responsibility for the integrated strategic role of marketing decision-making. In particular, the authors reveal that the evolving digital landscape has precipitated a sense of crisis for marketers and the role of marketing within the firm. This extends beyond simply remedying a skills-gap and is triggering a transformation that has repercussions for the future of marketing and its practice, thus diminishing functional accountability.

The findings have long-term implications for marketing as a strategic organizational function of the firm and for marketing as a practice.

The study considers an increasingly digitalized marketplace and the associated impact of big data for the function of marketing. It reveals the changing scope of strategic marketing practice and functional accountability.

Constructs a new management agenda to evaluate the effectiveness and appropriateness of the marketing organization for the future, reflecting certain key changes in the current marketing environment. Argues that these critical factors impacting on the marketing organization include accelerating both external environmental changes and internal organization developments. Raises many important questions relating to the survival and the future forms of the marketing organization and the implementation of the marketing process. Finds that a prime manifestation of these changes is the development of various types of network organizational forms to implement strategic alliances and inter‐organizational collaborations and partnerships. Proposes a structured approach to mapping the implications for the organization of such changes and the development of an organizational strategy that defines an appropriate role and form for the marketing organization and marketing processes in the corporation of the future.

Challenges the validity of a traditional model of the stages used in strategic marketing planning, arguing that the conventional model ignores the organizational and human factors present in reality. Proposes an “illogical” model of strategic marketing planning derived from a managerial knowledge of the environment and tactics. Argues that the recognition of such an “illogical” aspect of the planning process will benefit organizational and cultural change on several levels. Suggests issues to be examined in the management of the strategic marketing planning process

This study aims to examine how brands attempt to extend their customer set not through the typical route of adding brands, but through the strategic extension or enlargement of their target customer set. Building on theories from both reference group perceptions and brand identification, this research explores the impact of strategic customer extensions on current target market consumers.

Two scenario-based experiments explore strategic customer extensions for a packaged goods brand and a well-known retail brand. The analysis involves both analysis of variance and SEM methods.

Current target market consumers’ evaluations of strategic customer extensions are informed by reference group perceptions relating to the proposed customer extension. When current target market consumers perceive strategic customer extensions as potentially attracting a dissociative reference group, consumers have weaker evaluations and brand identification measures and, subsequently, weaker future intentions towards the brand.

The brand identification literature is augmented by incorporating theories from the reference group literature to demonstrate how to reference group perceptions drive a current target market consumers’ evaluations of strategic customer extensions to affect the strength of the identification that current target market consumers have with a brand. Brand identification is also demonstrated as mediator customer evaluations and subsequent intentions towards the brand.

Attempts to clarify the concept and scope of internal marketing and its strategic role in the implementation of change programmes. Shows the manner and the extent to which marketing techniques can be used internally by presenting an alternative conceptual model. This model uses a multi‐level schema which interlinks strategic dimensions to an internal marketing mix framework. The model′s usefulness in being able to direct attention to relevant issues in practice is illustrated by a case study. The case study research serves to highlight how the model can be operationalized by presenting it in the context of a change programme, namely that of a large financial company trying to change its customer mix in face of internal resistance.

Aims to delineate and explore the terrain of mainstream literature on strategic marketing management. Draws attention to the important role of judgement in almost everything that marketing managers do and for organizations. Considers the orthodox treatment of uncertainty and judgement in marketing management and strategy and concludes that it is restrictive in that it presupposes an approach to strategic decision making that is the exception, not the norm. Highlights the important role of the personal development and learning of top marketing managers as investments in the quality of marketing judgement.

Previous research suggests that most of the applications of marketing information systems (MkIS) appear to support marketing routine function rather than marketing strategic function. By conducting a survey of 55 UK marketing managers in computer and financial industries, this study examines the current practice of the strategic function of marketing, and the application of information systems in supporting the strategic function. Reveals that the strategic function of marketing has been perceived important by marketing managers, and many companies perform some of the strategic functions, such as market segmentation/targeting, competition and market analysis. Yet, the application of MkIS does not keep abreast with the current practice of marketing strategic function. Suggests that a knowledge‐enriched, strategic oriented MkIS with an emphasis on environmental scanning, competition mapping, market positioning, and SWOT analysis needs to be developed through advanced computing technology.

Given the ways in which the research pressures on university staff are becoming seemingly ever greater, an issue of the European Journal of Marketing that is given over to a survey of the kinds of research initiatives which are currently being carried out is timely. The study which provides the basis for this was conducted between December 1994 and February 1995, with questionnaires being sent to staff in universities throughout Europe. At the time the final selection was made, a total of 150 responses had been received from 18 countries.

Aims to: supply an exploration and description of the extent to which strategic marketing planning is being undertaken by UK rugby union clubs; and identify, explore and outline the main intra and extra‐organizational barriers and impediments to the development of planning within rugby clubs. Begins with an overview of relevant literature. First, existing views on the content, processes and obstacles to strategic marketing planning are reviewed. Second, the topics of sports management, organization and sports marketing planning are introduced and discussed. After the presentation of the research design and methodology employed, the findings of an exploratory study into the extent and the barriers to strategic marketing planning within UK rugby union clubs are presented. Finishes with a discussion of conclusions and implications for both theorists and practitioners.