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Article
Publication date: 2 August 2021

Leandro da Silva Nascimento, Fernanda Kalil Steinbruch, Daniel Max de Sousa Oliveira, Júlio César da Costa Júnior and Fernando Bins Luce

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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

Originality/value

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.

Details

Marketing Intelligence & Planning, vol. 39 no. 7
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 14 November 2016

Andrew T. Thoeni, Greg W. Marshall and Stacy M. Campbell

The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing

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Abstract

Purpose

The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing managers’ practice of strategic segmentation, thereby formulating a new theoretical basis to bridge the current theory–practice literature gap in strategic segmentation.

Design/methodology/approach

Based on the resource-advantage theory, this paper defines a typology of strategic segmentation that depicts how a firm’s access to imperfectly mobile resources relates to the marketing manager’s assumed heterogeneity of the market and to the manager’s approach to the market.

Findings

The authors postulate a typology of firms’ strategic segmentation and approach to the market that is heavily influenced, and potentially limited, by the firm’s available resources to effectively segment and address the market.

Research limitations/implications

The typology suggests that resource availability affects a manager’s view and approach to the market. Therefore, testing of this typology should be performed to provide an empirical basis for a taxonomical foundation of strategic segmentation. Empirical testing should examine whether: resource availability is directly related to managers’ views of market heterogeneity, resources are negatively correlated with market approach, market-based intelligence (customer needs) are linked to the market approach, and there is relationship between a firm’s position within the typology and its long-term performance.

Practical implications

This paper provides an understanding that a manager’s knowledge of resource availability may be strategically counter-productive when creating a strategic segmentation. This limitation may lead to short-run choices for segmentation and market approach. Managers should, therefore, consider their strategic goals both with and without limiting their view based on current resources.

Originality/value

This paper provides the first typology of strategic segmentation by considering theoretical foundations of business that could bridge the often-noted theory–practice gap of segmentation.

Details

European Journal of Marketing, vol. 50 no. 12
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 July 1986

Peter W. Turnbull and Jean‐Paul Valla

Advances that strategic planning has been the focus of increasing attention in the management literature, although marketing planning has received less priority. Contends…

Abstract

Advances that strategic planning has been the focus of increasing attention in the management literature, although marketing planning has received less priority. Contends that the particular characteristics of industrial marketing require a framework of strategic planning which integrates the different agents of: supplier‐customer interaction; management of portfolios of relationships; and different levels of management perspective characterizing marketing and purchasing of industrial products and services. Concludes by stating that the multi‐functional and inter‐dependent nature of decision making is very important, and argues that strategic marketing planning should be of a dynamic systems process.

Details

European Journal of Marketing, vol. 20 no. 7
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 17 February 2012

Henry F.L. Chung, Cheng Lu Wang and Pei‐how Huang

Although the relation between standardization/adaptation strategy and performance has been extensively examined in the international marketing literature, the findings…

7490

Abstract

Purpose

Although the relation between standardization/adaptation strategy and performance has been extensively examined in the international marketing literature, the findings concerning these factors are still inconclusive. The conflicting results might relate to the analysis approach adopted in prior research, which tends to focus on the direct effect of marketing strategies. By utilizing the contingency theory, the purpose of this paper is to uncover the moderation factors for the strategy‐structure‐performance paradigm in the export sector. Internal, external and product‐related factors are explored.

Design/methodology/approach

This study focuses on four strategy and structure combinations: The global approach (standardization‐centralization); the glocal approach (standardization‐decentralization); the regcal approach (adaptation‐centralization); and the local approach (adaptation‐decentralization). The interactive effect of the four approaches and a set of contingent factors are examined based on the experience of 151 exporting firms operating in the EU region. The respondent firms operate in various manufacturing and service industries.

Findings

It is revealed that firm size, international business experience, consumer characteristics, the legal environment, cultural distance and the nature of the products play a moderating role between a firm's adoption of a particular approach and its performance, as measured by market share and sales growth, dependent on the relevant marketing program elements (i.e. product, price, promotion and place).

Originality/value

The research findings presented in the paper have significant implications for future research and strategic application.

Article
Publication date: 26 July 2012

Marios Soteriades

The purpose of this paper is to investigate the potential contribution of some approaches, i.e. value‐chain, strategic marketing, electronic marketing and clustering, and…

6915

Abstract

Purpose

The purpose of this paper is to investigate the potential contribution of some approaches, i.e. value‐chain, strategic marketing, electronic marketing and clustering, and to suggest a conceptual framework allowing improving effectiveness in the field of promoting tourism destinations. Hence, the paper puts forward a conceptual framework allowing attaining an integrated approach in tourism destination marketing.

Design/methodology/approach

The approach adopted and implemented for this study is a desk research based on extensive literature and well‐established theories.

Findings

The paper provides insights into a comprehensive approach to destination marketing planning and implementation and suggests a conceptual framework encompassing approaches contributing to improve effectiveness and efficiency in the field of destination marketing.

Practical implications

The factors influencing e‐marketing and clustering approaches are highlighted and a set of recommendations are put forward for destination marketers.

Originality/value

Destination marketing organisations all over the world have to implement innovative and appropriate approaches; and use adequate tools and techniques in order to improve their marketing activities effectiveness and efficiency. The paper successfully addresses the complexity in the field of destination marketing due to the various stakeholders involved and to the nature of tourism product/experience. Therefore, this paper successfully suggests a conceptual framework contributing to improve effectiveness and efficiency of activities of destination marketing organizations by adopting an integrated approach based on well‐established theories.

Details

Journal of Hospitality and Tourism Technology, vol. 3 no. 2
Type: Research Article
ISSN: 1757-9880

Keywords

Article
Publication date: 25 July 2008

Peter R.J. Trim and Yang‐Im Lee

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…

7768

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

European Journal of Marketing, vol. 42 no. 7/8
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 27 January 2012

Eric H. Shaw

The purpose of this paper is to organize the semantics jungle of marketing strategy approaches, terms and concepts into a logically coherent framework using the history of…

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Abstract

Purpose

The purpose of this paper is to organize the semantics jungle of marketing strategy approaches, terms and concepts into a logically coherent framework using the history of marketing thought to inform current marketing research and practice.

Design/methodology/approach

The paper takes the form of an intensive literature review tracing the three streams of marketing strategy terms and concepts from their roots in the literatures of early marketing management, managerial economics and corporate management to the present.

Findings

Along with marketing ideas, strategy concepts from managerial economics and from corporate management were absorbed directly into the corpus of strategic marketing thought. These three streams of research have converged into the current state of marketing strategy – an eclectic mixture of both complementary and conflicting strategic approaches, terms and concepts. By systematically following the evolutionary development of major contributions to strategic marketing thought and by redefining terms and refining concepts the various approaches to strategy can be integrated into a comprehensive conceptual framework for organizing and choosing among individual marketing strategies.

Originality/value

The framework offers conceptual and practical value. It provides a researcher with a consistent set of terms and concepts to build upon. The framework also provides a strategic toolkit for the marketing manager, based upon organizational and environmental conditions, to choose from among the feasible alternatives the most effective marketing strategy to achieve management's goal(s).

Article
Publication date: 12 October 2015

Alex Mitchell, Judith Madill and Samia Chreim

The purpose of this paper is to build understanding of the concept of social enterprise in the social marketing community and to report on empirical research designed to…

3526

Abstract

Purpose

The purpose of this paper is to build understanding of the concept of social enterprise in the social marketing community and to report on empirical research designed to develop an understanding the perceptions and practices of marketing within social enterprises. This addresses a significant gap in the current literature base and also provides insights for social marketers seeking to pursue social change initiatives through social enterprise.

Design/methodology/approach

This empirical investigation uses a qualitative investigation of 15 social enterprises informed by a grounded theory approach. Researchers conducted interviews with senior decision-makers responsible for marketing activities and strategic policy, and gathered additional data regarding the organizations in the form of archival materials, including strategic planning documents, promotional materials and firm-generated online content.

Findings

Strategic marketing practices used by social enterprises are shaped by moral, pragmatic and cognitive legitimacy influences stemming from imperatives to achieve congruence with institutional norms. This study exposes the challenges social enterprises face in developing strategic marketing activities that address business needs, while balancing stakeholder interests linked to the social missions of such organizations.

Research limitations/implications

This qualitative study pursues depth of understanding through focused investigation of a small, regional sample of Canadian social enterprises. The findings demonstrate that social enterprises are similar to both not-for-profit and small- and medium-sized firms in terms of their marketing approaches, but face particular institutional legitimacy challenges when developing and implementing strategic marketing activities.

Practical implications

This paper highlights the influences of institutional legitimacy on marketing practices and approaches in social enterprises. Understanding these influences is crucial for social marketing practitioners, as they develop strategic activities. The findings from the research provide a baseline upon which to begin to build both our theoretical and practical understanding of the potential utilization of social marketing through social enterprises.

Social implications

Understanding the challenges social enterprises face in developing their strategic marketing activities provides deeper insights into social enterprises for social marketers, who might consider using social marketing in such organizations to achieve social change.

Originality/value

This paper offers empirical evidence grounded in depth investigations of 15 social enterprises operating in a Canadian context. The findings help to extend our understanding of the complex institutional influences impacting marketing practices within social enterprise organizations. These institutional influences help to attune social marketers to the potential opportunities and challenges of using social enterprise as an organizational form for launching social marketing programs.

Details

Journal of Social Marketing, vol. 5 no. 4
Type: Research Article
ISSN: 2042-6763

Keywords

Content available
Book part
Publication date: 30 July 2018

Abstract

Details

Marketing Management in Turkey
Type: Book
ISBN: 978-1-78714-558-0

Article
Publication date: 10 August 2015

Marios D. Sotiriadis

– The purpose of this article is to suggest a framework to be used as a strategic planning tool for culinary tourism projects at destination level.

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Abstract

Purpose

The purpose of this article is to suggest a framework to be used as a strategic planning tool for culinary tourism projects at destination level.

Design/methodology/approach

Based on theoretical background of strategic planning and Leiper’s tourism model, a conceptual tool is suggested. Its value is investigated through an empirical study that was performed, which employed a qualitative research method (discussion groups of experts).

Findings

The article suggests a framework to be used as a strategic planning tool for culinary tourism projects. The empirical study identified the merits, drawbacks and limitations of the framework to be taken into account. It can be used only in combination with other tools to achieve a comprehensive approach to designing, managing and marketing culinary tourism assets strategically.

Research limitations/implications

Because of its exploratory nature, the study has inherent drawbacks. The suggested framework should be finalised. Future studies could explore the perspective of visitors deeply and should also investigate the appropriate tools to be implemented at operational management level.

Practical implications

In the fields of strategic management and marketing, the study enhances a comprehensive approach. It contributes to positioning and analysing culinary tourism within the context of a whole destination system. It provides an additional tool for destination planners and managers to be used along with other tools in performing their tasks at strategic level.

Originality/value

It is the first study that suggests and empirically investigates a strategic planning tool at destination level, based on the theoretical backgrounds of strategic planning and tourism system. It provides an integrated approach incorporating the main issues to be dealt with in the field of culinary tourism.

Details

International Journal of Contemporary Hospitality Management, vol. 27 no. 6
Type: Research Article
ISSN: 0959-6119

Keywords

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