Existing market orientation frameworks are based mostly on studies of manufacturers. Therefore, there is a need of a modified approach that acknowledges the special…
Existing market orientation frameworks are based mostly on studies of manufacturers. Therefore, there is a need of a modified approach that acknowledges the special conditions for retailers. A framework is presented that includes both internal and relational aspects. Inter‐firm market orientation is presented as especially relevant for retailers. Antecedents to market orientation on a relationship level are also considered. Kohli and Jaworski’s three basic components are used, but the paper then discusses indicators that are especially useful in order to capture market orientation in a retail context. The suggested framework is further developed using a case study of a major British food retailer.
Managing a set of relationships to other firms is a complex task, since each relationship is likely to have consequences on the other ones. Highlights the co‐ordination of interorganizational ties during a process of internationalization, and the consequences that different types of relationships have on a firm’s overall relational marketing opportunities. Systematizes the relational issues that face a firm when the boundaries surrounding its home market network dissolve. Presents a framework which stresses four types of relationships and the interplay between them. Based on the notion that a firm must co‐ordinate the management of horizontal and vertical dependencies, and pursue new marketing opportunities while simultaneously safeguarding its original relations. Illustrates the significance of the framework and the interplay between the four relational issues, by the alliances presently developed by two Swedish food companies to organizations in other EU countries.
This study investigates how firms can influence political actors on emerging markets through their network partners in order to support a market-driving strategy. On…
This study investigates how firms can influence political actors on emerging markets through their network partners in order to support a market-driving strategy. On emerging markets, political actors typically play a more central role than is the case on mature western markets. However, most firms do not have the understanding of or influence upon political actors in emerging markets that is required to interact with them directly. Consequently, gaining the support of different network partners will be essential. We discuss how network collaborators may manage political factors in order to influence four different dimensions of the market-driving strategy. We have conducted in-depth case studies of two Swedish firms and their activities in India. Based upon this we develop a conceptual model and discuss how a firm can collaborate with partners in order to influence political actors proactively as well as to reactively reduce harmful effects of political decisions.
Several studies have proposed that small- and medium-sized enterprises (SMEs) lack resources and experiential knowledge to internationalise to distant markets. The authors…
Several studies have proposed that small- and medium-sized enterprises (SMEs) lack resources and experiential knowledge to internationalise to distant markets. The authors argue that SMEs can handle the lack of these tangible and intangible internal resources through external collaborations; they can achieve success in international markets by collaborating with business partners. The role of inter-firm marketing collaboration and its impact on internationalisation efforts has not been thoroughly studied, particularly in the context of SMEs. This study will thus advance our understanding of SMEs’ inter-firm marketing collaborations and how they influence performance in international markets. In this chapter, authors conceptually develop this line of arguments through an extensive literature review and develop some hypotheses and a framework that can be empirically tested. The authors believe this framework will serve as a starting point for further studies on this topic. Theoretically, we endeavour to contribute by showing that firms can enhance their level of international performance through inter-firm collaboration. The authors believe this type of study would have considerable theoretical as well as managerial implications in this important field of research.
The effort in this chapter is to capture some of the relationships between the three pillars in emerging markets. It is an attempt to endow with knowledge on how MNCs…
The effort in this chapter is to capture some of the relationships between the three pillars in emerging markets. It is an attempt to endow with knowledge on how MNCs manage their business, social and political relationships in emerging markets. The theoretical and empirical facts are to aid understanding of the differences between developed and emerging countries. Further, the discussions express on the heterogeneity and how the three pillars vary in between the emerging countries. The extensive difference in between these countries, the vital role of social and political relationships together with the rapid development and less developed institutional regulations is explained to challenge the MNCs when managing their businesses. The chapter affirms the weakness in the existing theoretical views and claim for the need for development of new theoretical views adapted for these economies.
Amjad Hadjikhani is a Professor of Marketing at the Department of Business Studies, Uppsala University. His research interests cover different fields of industrial, consumer and international marketing. He has published several books and articles in different scientific journals. In addition to the membership of editorial boards of a number of international journals he has also acted as special guest editor for several international scientific journals, such as IBR, JBR and IMM.
An unprecedented economic growth and higher market uncertainty in emerging markets combined with increasing interdependence among the world economies serves as a base for this book. Contributing authors explore the behaviour of MNCs in these varied highly distinctive markets. The chapters are constructed on the thoughts that business in emerging markets is strongly embedded in the demands from society and political systems. We present thoughts and notions on interconnection between the three sectors: business, society and politics and how MNCs are managing this interaction. Compared to developed countries, authors believe that markets in emerging countries are constructed on a higher level of uncertainty due to (a) higher level of overlap and complexity in social and political systems, (b) higher level of dynamism, (c) higher level of unpredictable and critical changes in socio-political environment, (d) higher level of heterogeneities among different emerging countries. The complex interactions between these characteristics are viewed by the authors to differentiate MNCs’ management behaviour in these markets.
The purpose of this study is to assess the effect of three key inter-firm orientations often regarded as central and challenging capabilities within the marketing…
The purpose of this study is to assess the effect of three key inter-firm orientations often regarded as central and challenging capabilities within the marketing literature namely (i) market orientation, (ii) entrepreneurial orientation and (iii) brand orientation and their effects on the business performance of a focal international SME.
The study is based upon a sample of 104 Swiss international firms and a questionnaire is used to capture their inter-firm marketing collaborations. Existing, well-established scales for market, brand, and entrepreneurial orientation were used and modified to capture the inter-firm dimension. The data was analysed using regression analysis.
Inter-firm market and entrepreneurial orientation have a significant positive influence of both market and financial performance. However, no significant impact was found for inter-firm brand orientation.
We show that collaboration within the marketing area is of critical importance for international SME in order to enhance their performance. Dealing with the increasing complexity and uncertainty in the global environment, we argue that international SMEs are especially dependent on improving their marketing collaborations in order to strengthen their competitive advantage. One main contribution is also to conceptualize and operationalize inter-firm marketing collaborations into a measurable empirical phenomenon, including scales that can also be used by other researchers in future studies.