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Emerging markets present strategists with a unique set of challenges that result from a business environment that is quite different from that which characterises developed markets. Yet, little is known about marketing’s contribution to successful strategic decision making in emerging markets. Thus, the purpose of this paper is to examine the usage of conventional strategic marketing practice, as it relates to developed markets, within groups of higher- and lower- performing manufacturers in the emerging market of India, comparing it against that of their counterparts in the developed market of the USA.

The study is based on separate web-hosted questionnaire surveys conducted in India and the USA, yielding samples of 71 and 84 self-reported manufacturing companies, respectively. Data analyses were conducted using independent-sample t-tests and logistic multiple regression, and sought to compare and contrast successful strategic marketing decision making in each country.

The results confirm that conventional strategic marketing plays a vital role in facilitating the competitive success of manufacturers in India. However, they also suggest that differences in the strategic environments faced by manufacturers in both countries necessitate quite different priorities for success at each stage of the strategic marketing decision-making process.

Due to relatively low response rates, the extent to which the study samples are representative of the population under scrutiny remains unknown. Also, differences in the respondents’ interpretation of certain questions and some of the marketing vocabulary and terminology used cannot be ruled out.

The research highlights the important contribution that conventional strategic marketing makes to the achievement of competitive success of manufacturers in India. However, it also identifies several specific practices that differentiate higher firm performance in the two countries, drawing into question the direct applicability of the conventional model of strategic marketing within an emerging market.

As far as is known for the first time, the applicability of the conventional model of successful strategic marketing within an emerging market is assessed. As a result, a new model is forwarded.

Questions surrounding the uptake patterns and applicability of conventional strategic marketing practice (CSMP) within emerging markets remain largely unanswered. The purpose of this paper is to address some of these questions in India.

The usage patterns of conventional, developed world, basic strategic marketing practices within manufacturing firms in India – one of the world’s fastest growing emerging markets – are compared against the usage of the same practices among their counterparts operating in the highly developed market of the USA. The study is based on separate surveys conducted in each country. Data analyses are conducted using χ² tests.

CSMPs are being quite widely adopted in India albeit to a lesser extent than in the USA. However, several notable areas of difference suggest that some practices might not be appropriate in emerging markets due to one or more of their unique and strategically relevant situational characteristics.

Low response rates render questionable the extent to which the study samples can be considered representative of the populations under scrutiny. Equally, differences in the respondents’ interpretation of some of the marketing terminology used in the questionnaire cannot be ruled out.

The research confirms that Indian marketing strategists appear to judge many conventional practices to be appropriate within an emerging market environment. However, it also casts doubt on the relevance of at least eleven specific practices.

The study provides a useful starting point for better understanding the adoption patterns and applicability of conventional strategic marketing within a uniquely interesting cross-cultural context that has attracted little academic attention to date.

On the basis of lessons gleaned from previous research into successful strategic marketing practices in times of both recession and growth, and in the face of an ongoing post-global financial crisis “hangover” characterised by unpredictable trading conditions both worldwide and in the Asia-Pacific region, the purpose of this paper is to provide insights and advice for marketing strategists within New Zealand’s manufacturing sector.

The inquiry is based on two point-in-time mail surveys, one during recessionary conditions and the other during favourable economic conditions, with similar samples of 427 and 272 New Zealand manufacturers, respectively. Data analyses were conducted using SPSS and sought to compare and contrast successful strategic marketing decision making between the two time-points.

The results confirm that, irrespective of prevailing economic circumstances, basic strategic marketing plays a pivotal role in facilitating the competitive success of New Zealand manufacturers. However, with the notable exception of three “evergreen” practices – targeting selected market segments, competing on the basis of value-to-the-customer, and finding new ways to do business – the results also suggest that different economic conditions otherwise necessitate quite different priorities for success at each stage of the strategic marketing decision-making process.

Due to relatively low-response rates, the extent to which the study samples are representative of the population under scrutiny remains unknown. Also, since an identical questionnaire was administered at two time-points ten years apart, differences in the respondents’ interpretation of certain questions and some of the marketing vocabulary and terminology used cannot be ruled out.

The research highlights the important contribution that strategic marketing makes to the achievement of competitive success in New Zealand’s manufacturing sector. It also identifies some of the underlying “key drivers” that best predict successful strategic marketing decision making in times of recession compared with growth, thereby indicating a number of key lessons for marketing strategists.

This study addresses a number of gaps in the empirical marketing literature. Although many previous studies have shown various strategic marketing activities to be critical to competitive success, few have examined it as a multi-step decision-making process and none have done so in the context of New Zealand manufacturing. Nor have previous studies sought to compare and contrast effective strategic marketing decision-making set against the background of contrasting economic circumstances.

The purpose of this paper is to assess the state of the art in social media and pharmaceutical marketing through empirical analysis of online consumer conversations. Proliferation of social media has significantly changed traditional one-way, marketing-controlled communications. Balance of power has shifted to consumers, who use social networking sites, blogs and forums to obtain extensive brand and product information, often from each other. This prompts companies towards more intimate, transparent and constant two-way consumer engagement. Pharmaceutical marketing and direct to consumer advertising (DTCA) are not immune to this pervasive, disruptive cultural/technological phenomenon, which poses particular challenges given regulatory, legal and ethical constraints on their marketing.

This research uses “netnographic” data collection of online conversations occurring in social media and develops an explanatory framework using grounded theory analytical methods.

This research shows that significantly impactful and pervasive bonding among consumers, bloggers and unofficial “experts” about pharmaceutical offerings is widespread, and occurs regardless (and perhaps in spite of) pharmaceutical companies’ involvement.

Considering the structure and nature of online consumer bonding, a way forward is proposed for pharmaceutical companies to implement social media strategies as part of their pharmaceutical marketing and DTCA efforts through an intermediary and interactive online presence arising from disease and health care education.