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Strategic marketing is linked to marketing management. The process is presented by a model, the framework of which can be used for understanding the interrelationships between strategic and practice/implementation considerations within marketing. An attempt is made to synthesise existing knowledge on strategic and practice/implementation linkages with a view to identifying fruitful areas for additional research.

The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and structures, why heterogeneity persists, and why competitors perform differently. The present study applies complexity theory tenets and a “neo-configurational perspective” of Misangyi et al. (2016) in proposing complex antecedent conditions affecting complex outcome conditions. Rather than examining variable directional relationships using null hypotheses statistical tests, the study examines case-based conditions using somewhat precise outcome tests (SPOT). The complex outcome conditions include firms with high financial performances in declining markets and firms with low financial performances in growing markets – the study focuses on seemingly paradoxical outcomes. The study here examines firm strategies and outcomes for separate samples of cross-sectional data of manufacturing firms with headquarters in one of two nations: Finland (n = 820) and Hungary (n = 300). The study includes examining the predictive validities of the models. The study contributes conceptual advances of complex firm orientation configurations and complex firm performance capabilities configurations as mediating conditions between firmographics, firm resources, and the two final complex outcome conditions (high performance in declining markets and low performance in growing markets). The study contributes by showing how fuzzy-logic computing with words (Zadeh, 1966) advances strategic management research toward achieving requisite variety to overcome the theory-analytic mismatch pervasive currently in the discipline (Fiss, 2007, 2011) – thus, this study is a useful step toward solving the crucial problem of how to explain firm heterogeneity.

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.

The paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process.

The paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework.

Competitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.

A study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed.

Academics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process.

A number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.

Big data is one of the most demanding topics in contemporary marketing research. Despite its importance, the big data-based strategic orientation in international marketing is yet to be formed conceptually. Thus, the purpose of this study is to systematically review and propose a holistic framework on big data-based strategic orientation for firms in international markets to attain a sustained firm performance.

The study employed a systematic literature review to synthesize research rigorously. Initially, 2,242 articles were identified from the selective databases, and 45 papers were finally reported as most relevant to propose an integrative conceptual framework.

The findings of the systematic literature review revealed data-evolving, and data-driven strategic orientations are essential for performing international marketing activities that contain three primary orientations such as (1) international digital platform orientation, (2) international market orientation and (3) international innovation and entrepreneurial orientation. Eleven distinct sub-dimensions reflect these three primary orientations. These strategic orientations of international firms may lead to advanced analytics orientation to attain sustained firm performance by generating and capturing value from the marketplace.

The study minimizes the literature gap by forming knowledge on big data-based strategic orientation and framing a multidimensional framework for guiding managers in the context of strategic orientation for international business and international marketing activities. The current study was conducted by following only a systematic literature review exclusively in firms' overall big data-based strategic orientation concept in international marketing. Future research may extend the domain by introducing firms' category wise systematic literature review.

The study has proposed a holistic conceptual framework for big data-driven strategic orientation in international marketing literature through a systematic review for the first time. It has also illuminated a future research agenda that raises questions for the scholars to develop or extend theory in this area or other related disciplines.

Due to social enterprises' (SEs) relevance to social value creation, marketing increases its attention to these hybrid organizations. However, there is no consensus on how strategic marketing can improve SE performance. Thus, this paper aims to discuss how commercial, social and societal strategic marketing approaches relate to compensatory and transformative social entrepreneurship scopes to improve SE performance.

This paper is conceptual. We hold discussions and raise reflections to advance knowledge on both marketing and social entrepreneurship fields, more precisely by intertwining them.

We develop a conceptual model for adapting three strategic marketing approaches to compensatory and transformative SEs. We argue that SEs have three types of performances: commercial, social and societal. Social and commercial strategic marketing are essential for SEs acting in compensating local failures of capitalism. Societal and commercial strategic marketing are essential for SEs focused on transformative actions to changing global system. Such relations can leverage social impact, which we conceptualize as compensatory or transformative.

The model contributes to improvements on strategic marketing decisions by marketers and entrepreneurs in social entrepreneurship.

We propose a decomposition of strategic marketing into three approaches: commercial, social and societal, which constitutes a novelty to the field. This can facilitate management of SEs with different actions and performances, whether at local or international levels.

The purpose of this study is to create the taxonomy of firms based on the nature of the relationship between market-based resources and marketing capabilities. Anchored in the configuration theory, the present study aims to explore simultaneous roles of market-based resources, i.e. customer orientation and competitor orientation, and marketing capabilities, i.e. the execution of marketing practices and activities within a firm, on firm performance.

A self-administrated questionnaire was used to collect data from chief executive officers or top managers of 220 firms in Bosnia and Herzegovina, a transitional economy in South Eastern Europe.

Drawing on a configuration approach via the latent class analysis, the authors empirically derive four distinct strategic marketing patterns, namely, marketing super achievers, marketing-focused virtuosi, marketing drifters and marketing mass pushers. The findings also highlight how business performance outcomes differ as a function of a class membership.

Cross-sectional research design and focus on a single country are main limitations of the present study. Thus, longitudinal studies in the context of developed and fast-reforming transition economies are advisable for future work.

This study enhances the knowledge on how a firm can configure or bundle its market-based resources and marketing capabilities to produce desired outcomes. Findings suggest that joint attention to building market-oriented culture and developing marketing capabilities seems to pay off. However, the authors found that a lack of market knowledge can be substituted by the firms’ ability to build effective promotional and branding capabilities. Thus, the present study adds to the emerging dialog on the relative importance of alternative strategic orientations in achieving superior business performance.

This study contributes to the strategic marketing literature by examining the synergistic effect of market-based resources and marketing capabilities on firm performance using a configurational approach. It also provides support for the equifinality proposition, suggesting that different “bundles” of market-based resources and marketing capabilities can lead to similar level of performance outcomes.

Strategic marketing planning has never been the simple, step‐by‐step approach described so prolifically in prescriptive texts and courses. Reviews strategic marketing planning in the context of different modes of strategic planning. Defines strategic marketing planning, examines its role in an organization, reviews some of the techniques used in the process and concludes by exploring some of the principal barriers which hamper the introduction of strategic marketing planning, or serve to reduce its effectiveness.

On the basis of survey material, the article offers an examination of the banking industry and possible response strategies. The article aims at giving banks the impetus to fully incorporate marketing strategy into their competitive strategies to help them face the future.

In the period September 2004 through January 2005, a survey was conducted by the Nyenrode University Center for International Business. A total of 225 top executives of 88 banks in 11 countries completed a questionnaire which provided an “instant picture” of the marketing strategies of the world's largest banks.

Banks expect to have to pedal harder for the same reward in the future. This emphasizes the need to rethink and revamp marketing strategies. The banks best able to meet the challenges of today and tomorrow will be those that manage the following strategic challenges effectively: creating a customer focus, updating the product development program, pricing banking products competitively, and putting a productive information architecture in place.

The theme of banking and marketing strategy is a fascinating subject. Difficult challenges await executives who really want to get grips with this subject. Executives will have to rethink their strategic objectives, redevelop marketing strategies, redesign the process of strategic marketing, and create a new strategic marketing approach.

This article offers an examination of the banking industry and possible response strategies.

The purpose of this study was to assess whether internal marketing tends to influence the perception of bank employees regarding the strategic orientations of banks toward the market, brand and value. The authors also aimed to determine whether employees' organizational commitment mediates the relationship between internal marketing and the three strategic orientations and whether they influence bank employees' perception of obtaining a competitive advantage.

The authors conducted a survey with 832 bank employees using an online questionnaire. The authors performed data analysis by modeling structural equations with data estimation using the PLS-SEM.

The results showed that internal marketing positively influences bank employees' perception of banks' strategic marketing orientations and through that their perception of a competitive advantage. The authors also note that organizational commitment can partially mediate the relationship between internal marketing and the strategic orientations tested in this study.

The findings indicate that banks' investment in employee valuation tends to generate positive results in relation to their adherence to marketing strategies, with the potential to result in a competitive advantage.

The results demonstrate the strength of internal marketing in the strategic orientations of banks, indicating that having employees who are committed to their bank contributes to the delivery of a high-quality service focused on the external customers, generating a competitive advantage.