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The mechanism of marketing strategy style and its impact on firms are research issues received wide attention. In particular, the aggressive style of marketing strategy has been chosen by many companies, but recent studies have shown that it has a negative effect on corporate performance. This leads to the core issue of this paper – does the aggressive style of marketing strategy always had a negative impact on corporate performance? Are there any factors that can alleviate this negative impact?

Based on the resource-based theory and agency theory, this paper takes the Growth Enterprise Market (GEM) listed companies as the research objects, collects secondary data and conducts the research by regression model.

The empirical research shows that: (1) the aggressive style of marketing strategy significantly and negatively affects the performance of firm; (2) the resource constraint can moderate the main effect and resource control play a weak adjustment role.

In practice, this paper confirms the adverse impact of aggressive style of marketing strategy on the performance of listed companies on GEM and inspires the industry to strengthen the control and supervision of marketing resources.

This paper makes up for the research gap in the field of cross-research in finance and marketing theoretically.

The main objective of this paper is to consider how firms set about strategising in marketing and the nature of their implementation effort. Prior research has not considered the alternative means of implementation that firms display in practice.

A model is developed from a mid‐level (marketing) managerial perspective by comparing three groups of strategy implementation types (“change”, “collaborative”, and “cultural”) against five contextual and process characteristics of marketing strategy implementation.

Contrary to literature that has recommended bottom‐up marketing planning, the findings show if the firm displays an implementation environment characterised by hierarchical structures and strong top‐down influences, then marketing strategy implementation will be more effective.

More analysis of the daily lives of mid‐level employees is essential to improve the understanding of the key implementation success factors. Also, more research is needed on the influence of firm factors, such as culture, structure and management style, in determining the context for implementation.

The strategic paradox in the results suggests that there is a need for a degree of top‐down imposition, yet it also suggested that fostering the cooperation of mid‐level marketing managers through bottom‐up initiatives is required in the implementation process.

Provocatively, the paper concludes that the movement to restructure corporate hierarchies should not amount to a rejection of hierarchy as an organising principle in terms of implementing marketing strategies more effectively. The data indicate that a hierarchical implementation style will positively enhance the performance of those strategies.

It is the purpose of this study to demonstrate theoretically and empirically how the marketing strategy creation style implemented by a channel leader in a franchise system impacts the overall climate of trust within the channel system. Specifically, this study seeks to answer two important research questions: should franchisors direct franchisees in prescribed behaviors, or should the franchisees be allowed to play a more fundamental role in the strategy‐making process? How does this decision affect the overall level of trust within the franchise system relationship?

The paper investigates the impact of four common strategy‐making styles in a study of 244 fast food franchise businesses and compares the findings with those previously obtained in other settings.

Support was found for the hypotheses, which stated that the channel climate of franchise systems implementing the symbolic, generative, or transactive modes of strategy‐making would be characterized by a higher degree of trust than would the climate of franchise systems implementing the rational mode.

The empirical test considered only one industry (the fast food industry), and only one side of the franchisor‐franchisee dyad (the franchisee's perceptions) was used for the empirical tests.

The findings of the paper contribute significantly to an overall understanding of the development of effective, successful franchise channel relationships.

The purpose of this paper is to contribute to the entrepreneurship theory in family firms as it focuses on the relevance of an ambidextrous entrepreneurial strategy (Helfat and Peteraf, 2009), thanks to an effective combination between exploitation and exploration activities. The study refers to the food sector, characterized by established food traditions and changing consumption patterns.

After reviewing the topics, the authors referred to Goel and Jones (2016) for its representativeness for the research. The authors conducted an explanatory case study in which the authors identified the framework’s three sub-systems impacting the above family business systems. The case study is relevant because Eataly, a family-owned and -managed firm, is gaining recognition while applying a strong entrepreneurial strategy and it is unique in the world for the strength of its commercial strategy and dimensions.

Entrepreneurship strategies can be explained by combined organizational antecedent conditions, represented by three sub-systems: family, business and ownership. The sub-systems’ features and their interrelations play a relevant role in influencing entrepreneurial exploration and exploitation processes.

The study contributes to the actual entrepreneurship theory in family firms because it indicates the relevance of an ambidextrous entrepreneurial strategy, thanks to a combination of exploitation and exploration activities. In addition, it analyses the so-called antecedent conditions in organizations to achieve this favorable combination. Limitations involve the case study method and interview technique, both of which could be expanded.

Several practical implications follow for different stakeholder categories (food sector companies, investors and private/public entities) concerning the management of antecedent conditions, the consequences of entrepreneurial investment policy, and tourism and territorial development.

This research is novel because it combines an ambidextrous entrepreneurship approach (Goel and Jones, 2016) with the family firm’s sub-systems (Tagiuri and Davis, 1982), observing how these sub-systems are relevant to defining and managing effective entrepreneurship strategy in a family food firm. The value added is particularly relevant in the food sector, which is characterized by low research and development. In addition, it requires innovative approaches to stimulate customers’ perception of market demand, to satisfy their needs and to sustain family firms in a highly competitive environment.

The purpose of this paper is to examine the mediating role of the marketing strategy process in the relationship between innovativeness and organizational performance in SMEs.

The partial least squares-structural equation modeling technique was used to analyze data from Brazilian SMEs that belong to the software sector. Innovativeness was considered as a cultural aspect of the firm, which is related to being open to new ideas. The marketing strategy process was analyzed considering its two dimensions, i.e., formulation and implementation of marketing strategies. Organizational performance included variables of market, financial and innovation performance.

The results show that innovativeness positively influences organizational performance through the marketing strategy process. Specifically, the formulation of marketing strategies mediates the relationship between innovativeness and organizational performance. Implementation by itself does not mediate this relationship. When considering the path formulation→implementation as mediator, the influence is positive, i.e., formulation positively influences the implementation of marketing strategies and this path mediates the relationship between innovativeness and organizational performance. Therefore, the mediating role is stronger when considering the formulation-implementation path than when taking into account the activities of the formulation and implementation of marketing strategies separately.

This study contributes to the literature by discussing how innovativeness influences SMEs’ performance through subsequent stages of the marketing strategy process. This is one of the first studies to consider activities in the marketing strategy process as a mediator in the innovativeness-performance relationship and explore its sequence.

The purpose of this paper is to examine political marketing with regard to its different conceptualisations and dimensions, and to suggest cognate areas for empirical research efforts, especially in Sub‐Saharan Africa.

Perspectives from relevant extant literature on meaning and dimensions of political marketing are examined, and empirical examination of these perspectives in developing countries suggested.

It was found that political marketing has many conceptualisations and dimensions, and its practice may be coloured by environmental issues, especially in developing economies with weak democratic infrastructure.

Empirical investigations of political marketing in developing economies, as suggested in this paper, may be constrained by secrecy, lack of secondary data, and aparty on the part of relevant party executives, among others.

Party executives will benefit from the conceptualisations and dimensions documented in this paper. In addition, researchers and students in the areas of marketing and political science will find the research agenda a fertile ground for empirical research effort.

This paper should be of value to political party executives, electoral commissions, educators and students of marketing and political science, in addition to government executives interested in relating beneficially with their citizens and other relevant stakeholders.

This study aims to fill three theoretical gaps in previous literature on exploration and exploitation: the relationship between exploration and exploitation is inconclusive; the influences of exploration and exploitation on firm performance are not consistent; and no empirical studies have integrated the antecedents of exploration and exploitation from the different research fields.

The study conducted a meta-analysis to quantitatively synthesize 143 studies with 257 independent samples to understand the relationship between exploration and exploitation and their consequences and antecedents.

The results show that exploration and exploitation are positively correlated with each other, and both of them can boost firm performance. Moreover, firm capabilities, firm size, firm age, competitive intensity, market orientation and entrepreneurial orientation positively influence exploration, and firm resources, firm capabilities, firm size, firm age, market orientation and entrepreneurial orientation positively influence exploitation. Competitive intensity negatively influences exploitation. Surprisingly, market turbulence does not significantly influence exploration or exploitation.

The results not only contribute to the theories by reconciling the inconsistent results but also provide insight for firms with guidance about under what conditions they should use what strategies.

Many experts attribute Japan's spectacular economic success to superior management techniques. But the real key to Japan's performance may be outstanding marketing skills.

The purpose of this paper is to propose a customer relationship mining system (CRMS) to analyze the data collected from franchisees and formulates a marketing strategy based on customer demand and behavior.

The system makes use of cloud technology to collect and manage data among the franchisees. An integrated approach of association rule mining and the neural network technique is adopted to investigate customer behavioral patterns and to forecast sales demand, respectively.

The significance and contribution of this paper are demonstrated by adopting the CRMS in the education industry in Hong Kong. The findings led to the identification of student learning intentions such as course preferences, and the forecasting of enrolment demand in terms of demand forecast. It is believed that better resources allocation can be achieved and an increase in customer satisfaction is foreseeable.

The proposed CRMS could be applied to various franchising industries for effective marketing strategy formulation. However, since the data in this study are extracted from a specific industry, modifications may be required before the CRMS can be applied to other franchising industries.

This study presents a new application to convert data into useful knowledge, and provides useful insights for delivering strategic promotional plans under a franchising business model. Through the pilot study conducted in a franchising education center, the results demonstrate that the proposed CRMS is valuable in providing effective promotion to attract more customers, better preparation in resources allocation and more standardized methods to formulate marketing strategies in the franchising industry.

This paper seeks to extend knowledge on the impact of different marketing capabilities on various measures of organisational performance in the context of family‐run small to medium‐sized enterprises (SMEs).

Aspects regarding marketing capabilities in family‐owned SMEs and their impact on superior performance are identified and briefly discussed according to the existing literature. Then, quantitative research is presented followed by a discussion of the findings. The paper ends with the conclusion, managerial implications, limitations and lines for future research.

The results of the study show the relevance of marketing capabilities for product differentiation to gain stakeholders' satisfaction. Other marketing capabilities related to marketing planning and pricing have a positive impact on financial performance.

Different marketing capabilities have a different impact on various measures of performance. The nature of the marketing capabilities under consideration determines whether their main impact is on financial performance rather than on stakeholders' satisfaction.