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Journal articles on the topic 'Chief marketing officers'

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Published: 10 December 2022
Last updated: 29 January 2023

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1

John, R. Sparks. "Do Top Management Teams Need Chief Marketing Officers?" Academy of Management Perspectives 22, no. 2 (May 2008): 101–3. http://dx.doi.org/10.5465/amp.2008.32739763.

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2

Koo, David S., and Dongyoung Lee. "Influential Chief Marketing Officers and Management Revenue Forecasts." Accounting Review 93, no. 4 (October 1, 2017): 253–81. http://dx.doi.org/10.2308/accr-51946.

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ABSTRACT We examine the role of the chief marketing officer (CMO) in corporate voluntary disclosure of future revenues. Using a sample of S&P 1500 firms for the period from 2003 to 2011, we find that the presence of an influential CMO in top management is positively associated with the likelihood of a firm issuing a management revenue forecast. We also find that firms with an influential CMO provide more accurate revenue forecasts than other firms. These findings extend to long-window change analyses and are robust to the use of a propensity score matched-pair approach. Overall, the results are consistent with the notion that CMO influence in top management appears to play an important role in voluntary revenue disclosures. JEL Classifications: M12; M31; M41. Data Availability: All data are publicly available from sources identified in the paper.
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3

Key, Thomas Martin, and Astrid Lei Keel. "How executives talk." European Journal of Marketing 54, no. 3 (January 31, 2020): 546–69. http://dx.doi.org/10.1108/ejm-01-2019-0105.

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Purpose This paper aims to explore how chief executive officers (CEOs) and C-suite marketing executives (chief marketing officers [CMOs], chief customer officers [CCOs], chief branding officers [CBOs], etc.) talk about marketing concepts to better understand how marketers can more effectively articulate their value and increase their strategic influence within the firm. Design/methodology/approach Artificial intelligence-enabled computerized text analysis was used to identify and weight keywords from 266 CEO and C-suite marketing executive interviews. Custom marketing concept dictionaries were used to gauge overall marketing focus. Findings The analysis revealed opportunities for C-suite marketers to align specific marketing concepts with that of CEOs for increased strategic influence. Comparisons between C-suite marketing roles showed that CMOs are more focused on marketing strategy than specialized C-suite marketing positions, such as CCO and CBO. This points to a potential decrease in strategic impact for marketing executives dependent on the specialization of their position. Research limitations/implications Using IBM Watson’s black-box artificial intelligence may limit the ability to replicate results from the content analysis; however, the results identify important ways that marketing executives can use to increase their ability to articulate their value within the firm. Practical implications C-suite marketing executives who want to increase the strategic alignment of their role with their firm must pay close attention to the marketing concepts they talk about, and how those align with their CEO’s marketing knowledge. The creation of specialized C-suite marketing roles may unintentionally limit the strategic thinking and firm-level impact of marketers. Originality/value This paper represents the first use of artificial intelligence-enabled computerized text analysis to explore and compare executive speech acts to help increase marketing’s influence in the firm. It is also the first to explore differences in marketing concept use between C-suite marketing roles.
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Abernathy, John, Tom Kubick, and Adi Masli. "The Economic Relevance Of Chief Marketing Officers In Firms Top Management Teams." Journal of Business & Economics Research (JBER) 11, no. 12 (November 29, 2013): 555. http://dx.doi.org/10.19030/jber.v11i12.8263.

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Management theory suggests that the presence of the Chief Marketing Officer in the Top Management Team reflects a corporate emphasis on marketing and customer relations. Finance theory suggests that this emphasis should translate into additional shareholder wealth. However, prior research has failed to document such a relationship. Using performance attribution analysis, the authors construct a long-short portfolio that buys (sells) stocks of firms with (without) a Chief Marketing Officer in the Top Management Team and find this investment strategy would have earned risk-adjusted excess returns of approximately 3%. Additional analyses suggest the value of having a Chief Marketing Officer in the Top Management Team manifests primarily among firms with high operating margin, low asset turnover, high profitability, high R&D intensity and high advertising expenses. The authors conclude that having a Chief Marketing Officer in the Top Management Team has a positive impact on shareholder wealth.
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5

Lee, Heiwai, and Crystal J. Scott. "The Impact Of Customer Satisfaction On Chief Marketing Officers Compensation." Journal of Applied Business Research (JABR) 29, no. 1 (December 27, 2012): 35. http://dx.doi.org/10.19030/jabr.v29i1.7553.

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As an intangible marketing asset, customer satisfaction is rarely apparent on financial statements. The contribution of customer satisfaction on firm financial performance is well documented, but it is unclear whether this positive link is reflected in executive compensation. Besides, executives are often compensated for short-term financial results but the outcome of marketing actions is rarely captured in a short horizon. This research seeks to determine if the compensation of Chief Marketing Officers (CMO), who is primarily responsible for marketing outcome, is impacted by customer satisfaction. We find that customer satisfaction has a significantly positive impact on the total cash compensation of CMO and its cash and bonus components when controlling for firm performance, firm size, and innovation. Overall, our results support the inclusion of nonfinancial performance measures, specifically customer satisfaction, in designing senior marketing executive compensation packages.
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6

Feng, Cong, Pankaj C. Patel, and K. Sivakumar. "Chief global officers, geographical sales dispersion, and firm performance." Journal of Business Research 121 (December 2020): 58–72. http://dx.doi.org/10.1016/j.jbusres.2020.08.011.

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7

Boissoneau, Robert. "Strategic Planning As Used by Chief Executive Officers." Journal of Hospital Marketing 6, no. 2 (October 26, 1992): 1–17. http://dx.doi.org/10.1300/j043v06n02_01.

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8

Baldus, Brian J., and Lindle Hatton. "U.S. chief procurement officers’ perspectives on public procurement." Journal of Purchasing and Supply Management 26, no. 1 (January 2020): 100538. http://dx.doi.org/10.1016/j.pursup.2019.05.003.

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9

Appiah-Adu, Kwaku, and George Kofi Amoako. "The execution of marketing strategies in a developing economy." African Journal of Economic and Management Studies 7, no. 1 (March 14, 2016): 9–29. http://dx.doi.org/10.1108/ajems-07-2014-0052.

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Purpose – The purpose of this paper is to examine how market leaders use marketing strategies to maintain strong performance in their respective sectors within different economic contexts in an emerging developing economy. Design/methodology/approach – Case studies of three consistent, high performing market leaders based on the Ghana Club 100 rankings over the past decade are conducted. This involves structured interviews with chief executive officers (CEOs) and chief marketing officers (CMOs) of the organisations studied. Findings – The findings indicate that irrespective of the country of origin of the firm, or the economic context in a developing country, effective marketing strategies can be used to enhance the performance of organisations in their respective sectors. Originality/value – The approach used in this paper enables the authors to address the effectiveness of the marketing strategies across the past three decades covering the periods of pre-, during and post-economic reforms, and to examine the influence of different types of ownership (local, mixed foreign/local ownership and a multinational) on the execution of marketing strategies in a developing economy.
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10

Bromberg, Daniel E. "Police Chiefs, Organizational Justice, and Body-Worn Cameras: A Key to Releasing Video Footage." American Review of Public Administration 52, no. 4 (March 7, 2022): 255–67. http://dx.doi.org/10.1177/02750740221084330.

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This study addresses a missing link in the organizational justice literature—a police chief's trust in their officers. Most organizational and procedural justice studies examine these concepts from an officer's perspective, but fail to capture how leaders perceive their officers. Trust, however, is a relational concept, which implies there might be effects of a leader's trust in their officers. This study addresses if a police chief's level of trust in officers will affect their behavior as related to the release of body-worn camera footage. Body-worn cameras have been adopted across the United States and all over the world. However, if the footage they capture is rarely shared, cameras impact will be minimal. The findings suggest that if a chief has higher levels of trust in their officers, then the chief's willingness to release footage is increased, potentially leading to an improved relationship between law enforcement and communities.
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11

McHenry, Beth J., and Satoris S. Culbertson. "When Do Chief Marketing Officers Have Influence on Top Management Teams?" Academy of Management Perspectives 25, no. 2 (May 1, 2011): 79–80. http://dx.doi.org/10.5465/amp.2011.61020805.

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McHenry, Beth J., and Satoris S. Culbertson. "When Do Chief Marketing Officers Have Influence on Top Management Teams?" Academy of Management Perspectives 25, no. 2 (May 2011): 79–80. http://dx.doi.org/10.5465/amp.25.2.79.

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13

Chung, Doohee, and Minhyung Kang. "Characteristics of Chief Technology Officers and Radical Innovation." International Journal of Innovation and Technology Management 16, no. 03 (May 2019): 1950026. http://dx.doi.org/10.1142/s0219877019500263.

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This study examines how characteristics of chief technology officer (CTO) drive radical innovation of the firm. Using data of 140 firms in US manufacturing industries, this study finds that the characteristics of the CTO explains a significant proportion of a firm’s relative radicalness even after controlling for CEO and top management team (TMT) characteristics, organizational capabilities, and other firm characteristics. Specifically, a CTO’s diverse functional experience increases a firm’s radicalness. In terms of individual prior functions, marketing experience was significantly related to radical innovation. In addition, the CTO’s diverse industrial experience increases the firm’s radicalness. In contrast to the existing theories, the CTO’s education level, tenure and age showed insignificant effects. However, the number of degrees in engineering and science showed significant effect on the performance of radical innovation. These results of the analysis on firm-level radicalness provide implications for both academics and practitioners.
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14

Nath, Pravin, and Vijay Mahajan. "Chief Marketing Officers: A Study of Their Presence in Firms'Top Management Teams." Journal of Marketing 72, no. 1 (January 2008): 65–81. http://dx.doi.org/10.1509/jmkg.72.1.065.

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15

Nath, Pravin, and Vijay Mahajan. "Chief Marketing Officers: A Study of Their Presence in Firms'Top Management Teams." Journal of Marketing 72, no. 1 (January 2008): 65–81. http://dx.doi.org/10.1509/jmkg.72.1.65.

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16

Boyd, D. Eric, Rajesh K. Chandy, and Marcus Cunha. "When do Chief Marketing Officers Affect Firm Value? A Customer Power Explanation." Journal of Marketing Research 47, no. 6 (December 2010): 1162–76. http://dx.doi.org/10.1509/jmkr.47.6.1162.

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17

Kathuku, Jane Karambu, Dr Patrick Karanja Ngugi, and Dr Willy Muturi. "INFLUENCE OF COMMERCIAL BANKS’ CUSTOMER RELATIONSHIP MARKETING (CRM) STRATEGY ON GROWTH OF MSES IN KENYA." International Journal of Marketing Strategies 1, no. 1 (October 11, 2016): 1–11. http://dx.doi.org/10.47672/ijms.27.

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Purpose: The main purpose of this study was to establish the influence of commercial banks’ customer relationship marketing (CRM) strategy on growth of MSEs in Kenya.Methodology: The study employed a descriptive survey design with a population of 2,519,457 MSEs in Kenya and the chief credit officers from the 44 commercial banks in Kenya. The bank chief credit officers and MSEs owners were targeted for information by this study because they were likely to be the decision makers. The chief credit officers who were sampled from the headquarters of the commercial banks were actively involved in making lending decisions. The researcher used purposive sampling to select respondents. The sample size which was purposively selected was comprised of 352 respondents. The study will use questionnaires to collect data from the field. Both quantitative and qualitative data gathered will be coded and analyzed using Statistical Package for Social Sciences (SPSS) computer software. Descriptive statistics was used to analyze the data in frequency distributions and percentages which were presented in tables and figures. Inferential statistics were used to analyze qualitative data.Results: The study found out that commercial banks’ customer relationship marketing (CRM) strategy have a positive and significant effect on MSEs Growth.Unique contribution to practice and policy: It was recommended that commercial banks should improve on customer relationship management to enhance the growth of MSEs. This study demonstrated that keeping banking relationships can be beneficial to firms, in so far as contact between the commercial banks and MSE can improve the availability of funds and lower their costs.
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18

Homburg, Christian, Alexander Hahn, Torsten Bornemann, and Philipp Sandner. "The Role of Chief Marketing Officers for Venture Capital Funding: Endowing New Ventures with Marketing Legitimacy." Journal of Marketing Research 50, no. 5 (October 2013): 625–44. http://dx.doi.org/10.1177/002224371305000505.

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Homburg, Christian, Alexander Hahn, Torsten Bornemann, and Philipp Sandner. "The Role of Chief Marketing Officers for Venture Capital Funding: Endowing New Ventures with Marketing Legitimacy." Journal of Marketing Research 51, no. 5 (October 2013): 625–44. http://dx.doi.org/10.1509/jmr.11.0350.

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20

Klaus, Philipp, Bo Edvardsson, Timothy L. Keiningham, and Thorsten Gruber. "Getting in with the “In” crowd: how to put marketing back on the CEO's agenda." Journal of Service Management 25, no. 2 (April 14, 2014): 195–212. http://dx.doi.org/10.1108/josm-02-2014-0041.

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Purpose – Despite efforts by researchers and managers to better link marketing activities with business financial outcomes, there is general agreement that by and large chief marketing officers (CMOs) (and marketing in general) have lost strategic decision-making influence within organizations. The purpose of this paper is to understand the causes of this decline and offer recommended solutions to counteract this trend. Design/methodology/approach – In-depth interviews lasting between 40 and 55 minutes were conducted with 25 chief executive officers (CEOs) of service companies located in Western Europe, North America, and Australia. In total, 13 difference countries were represented. Using Emerging Consensus Technique, we identified four main themes, which cause the goals of CEOs and those of CMOs/marketing to diverge. Findings – The primary cause of the decline of strategic influence of CMOs and marketing overall with CEOs is a function of four key issues: first, the role of the CMO (e.g. task overload, focus on tactical issues, “outdated” skill set); second, lack of financial accountability (e.g. the inability to connect marketing efforts to financial returns); third, digital and social media (e.g. a perceived obsession with new technology); and forth, lack of strategic vision and impact (e.g. lost sight of “core” job, use of irrelevant metrics). Practical implications – The findings indicate that CMOs must address the four key issues uncovered for marketing to attain/regain a role in strategic decision making. A proposed roadmap for putting marketing back on the CEOs agenda is presented to guide CMOs. Originality/value – This research provides marketers with a CEO eye view of their role within organizations.
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21

Sharma, Amalesh, Laxminarayana Yashaswy Akella, and Sourav Bikash Borah. "Knowledge structure of Chief Marketing Officers (CMOs): A review, bibliometric analysis, and research agenda." Journal of Business Research 151 (November 2022): 448–62. http://dx.doi.org/10.1016/j.jbusres.2022.06.060.

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22

Tucker, Patricia. "A Comparison of Hospital Chief Executive Officers' and Hospital Pharmacy Directors' Attitudes Toward Drug Product Appeals." Journal of Pharmaceutical Marketing & Management 2, no. 4 (September 23, 1988): 101–11. http://dx.doi.org/10.1300/j058v02n04_08.

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23

Wongsansukcharoen, Jedsada, Jirasek Trimetsoontorn, and Wanno Fongsuwan. "Social CRM, RMO and business strategies affecting banking performance effectiveness in B2B context." Journal of Business & Industrial Marketing 30, no. 6 (July 6, 2015): 742–60. http://dx.doi.org/10.1108/jbim-02-2013-0039.

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Purpose – This paper aims to develop structural equation modelling of variables that affect the banking performance effectiveness of Thai Commercial Bank branches in the financial service sector by gathering quantitative data. Design/methodology/approach – The population of the study covers all 2,068 Thai Commercial Bank branches in Bangkok, Thailand. This research defined the Thai banks for data collection using stratified sampling (first step) and simple sampling (second step). Primary data were collected using a self-administered survey of 65 managers and 185 marketing officers. In the total sample, 69 (27.6 per cent) of the respondents were male and 181 (72.4 per cent) were female in the Thai Commercial Bank branches. The responses to the questions capturing focal constructs used a seven-point Likert scale. Data were analysed using confirmatory factor analysis and structural equation modelling. Findings – It was found that significant relationships existed between social customer relationship management (CRM), relationship marketing orientation (RMO) and business strategies and banking performance effectiveness. The key success factors of social CRM and relationship marketing orientation were found to have indirect influences on banking performance effectiveness through mediation of business strategies. Additionally, the results of this research show that social CRM and RMO have direct and indirect influences on banking performance effectiveness through the mediation of focus strategy or differentiation strategy (p < 0.001). Practical implications – Recent development of the digital communications in industrial marketing to achieve firm performance, chief executive officer, management officers and managers could consider setting managing and marketing plans for excellent performance, and long-term relationship by five steps. Originality/value – These results add performance effectiveness and long-term relationships with business-to-business (B2B) service industry and bank customers (both retail and public enterprises) to the factors needed to respond to the highly competitive situation at present, which will be even more important with the ASEAN Economic Community in 2015.
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Bang, Nguyen Viet, and Huyen Thi Ngoc Ngo. "A model of factors affecting export performance of rice and coffee exporters in Vietnam." Science & Technology Development Journal - Economics - Law and Management 4, no. 4 (December 3, 2020): 1138–53. http://dx.doi.org/10.32508/stdjelm.v4i4.695.

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The purpose of this paper is to define and measure the key factors affecting the export performance of riceand coffee of some companaies Viet Nam. Results drawn from this study propose some implications for rice-exporting firms and coffee-exporting firms to increase their export performance. The article uses both qualitative and quantitative research methods The former was conducted in two phases by means of focusing on group discussions: the first group discussion involved 10 chief executive officers (05 rice-exporting firms, and 05 coffee-exporting firms) to explore factors that affect the export performance, the second one was conducted with another 10 chief executive officers (05 rice-exporting firms, and 05 coffee-exporting firms) to refine the observational variables of research concepts (based on the findings of the first focus group). And the latter was conducted through interviews with 232 owner/export managers (from rice-exporting firms, and coffee-exporting firms) in Viet Nam. The results show that: (i) export performance is affected by marketing strategies, management characteristics, domestic market characteristics, and foreign market characteristics; and export barriers; and (ii) marketing strategies are affected by management characteristics, and foreign market characteristics. However, the research has some certain limitations: (i) the sample size only consisted of rice-exporting firms and coffee-exporting firms, (ii) The sampling technique of the study is the convenience sampling.
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25

Aljafari, Abdullah M., and Tom J. Brown. "Supplier-initiated ingredient/component branding." Journal of Business & Industrial Marketing 35, no. 6 (April 10, 2020): 1023–35. http://dx.doi.org/10.1108/jbim-10-2018-0317.

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Purpose This paper aims to understand the process of initiating ingredient/component (IC) branding from the supplier's perspective. It proposes modeling entrepreneurial orientation (EO) as an antecedent factor and differentiation abilities (functional and reputational) as mediators. Investigating IC branding from the supplier's perspective is critical given the cost and risk associated with implementing such a strategy. Design/methodology/approach A total of 5,254 manufacturing companies were screened to identify IC supplier firms that meet certain criteria. Survey data were collected from 77 top managers (Chief Executive Officers or Chief Marketing Officers) of IC supplier firms. The paper uses partial least squares structural equation modeling (PLS-SEM) and SPSS in analyzing data. Findings The results indicate that IC branding is a complex strategy – one involving a number of steps that need to be taken in a specific order. More specifically, results indicate that IC branding starts with EO exerting a positive influence on IC functional differentiation ability (FDA). FDA facilitates reputational differentiation ability (RDA), which in turn encourages the supplier to initiate IC branding. Originality/value This paper addresses an important gap by studying the process through, which suppliers initiate IC branding.
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Maruyama, Masayoshi, and Le Viet Trung. "Modern Retailers in Transition Economies." Journal of Macromarketing 32, no. 1 (September 26, 2011): 31–51. http://dx.doi.org/10.1177/0276146711421932.

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This article reports the findings of a study on modern domestic retailers in Vietnam. The authors based this study on (1) a survey of fifty-six firms that control almost all the modern retail format stores in Vietnam, (2) in-depth interviews with chief executive officers (CEOs) and government officials, and (3) store visits and observations that were carried out by the authors. The authors discuss the operation and retail renovations of local modern retailers, the structure and the background of competitors, the problems retailers face, and their prospects for future development. These findings provide a comprehensive picture of modern retailers in Vietnam and have significant implications for policy makers as well as for local and foreign retailers.
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Engelen, Andreas, Fritz Lackhoff, and Susanne Schmidt. "How can chief Marketing Officers Strengthen their Influence? A Social Capital Perspective across Six Country Groups." Journal of International Marketing 21, no. 4 (December 2013): 88–109. http://dx.doi.org/10.1509/jim.13.0017.

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J. Montana, Patrick, Francis Petit, and Tara M. McKenna. "Marketing executive development in a changing world: the needed executive skills." Journal of Management Development 33, no. 1 (February 4, 2014): 48–56. http://dx.doi.org/10.1108/jmd-11-2013-0136.

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Purpose – The purpose of this paper is to identify the challenges and marketing executive development needs of the future as revealed in surveys of senior marketing executives, chief marketing officers and CEOs of major corporations in the USA and globally. Design/methodology/approach – A historical analysis of the marketing function, its importance and emerging needs was conducted. Findings – Within this paper, the two questions of key importance that will be explored to manage marketing in tomorrow's world are as follows: what emerging trends present challenges to the marketing executive of the future? And what skills and knowledge trends and changes demand that the effective marketing executive acquire? The conclusion of this study indicate that the marketing executive of the future must have the needed skills in managing innovation and change, educating and developing leaders, understand technology, formulate and implement strategy, apply new leadership concepts, collaborate with government, anticipate social and technological advances, become more customer oriented and be more flexible. Originality/value – The paper is valuable in that it highlights the challenges and needs of senior marketing executives going forward in a changing world.
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Ngoc Y, Pham. "Export performance and export marketing strategy of Vietnam’s vegetable and fruit export firms." Science & Technology Development Journal - Economics - Law and Management 3, no. 3 (December 22, 2019): 236–47. http://dx.doi.org/10.32508/stdjelm.v3i3.563.

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The paper aims at defining and measuring the relationship between export marketing strategy and export performance of vegetable and fruit export firms in the southern region and Lam Dong province by applying qualitative and quantitative methods. The qualitative method is carried out through through in-depth interviews of 10 chief executive officers, while the quantitative one is conducted through direct interviews with 207 managers of vegetable and fruit companies. Export performance are measured by a non-financial/non-economic approach. The results show that firm’s export performance is under the direct influences by 4 components of export marketing strategy including: (1) Product strategy; (2) price strategy; (3) promotion strategy; (4) place strategy, these factors have a positive impact on export performance, regression coefficients at 1% significance level. The research results are the scientific basis for proposing administrative implications for fruit and vegetable exporters to improve export performance when adjusting the adaptation level of export marketing strategies.
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Kashmiri, Saim, and Vijay Mahajan. "Values that Shape Marketing Decisions: Influence of Chief Executive Officers’ Political Ideologies on Innovation Propensity, Shareholder Value, and Risk." Journal of Marketing Research 54, no. 2 (April 2017): 260–78. http://dx.doi.org/10.1509/jmr.14.0110.

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Hassani, Nadia. "Chief happiness officers : les nouvelles technologies de l’information et de la communication au service du bonheur au travail." Communication & management 14, no. 2 (2017): 99. http://dx.doi.org/10.3917/comma.142.0099.

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Zeitoun, Valérie, Geraldine Michel, and Nathalie Fleck. "When brands use CEOs and employees as spokespersons." Qualitative Market Research: An International Journal 23, no. 2 (January 8, 2020): 241–64. http://dx.doi.org/10.1108/qmr-01-2019-0011.

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Purpose This paper aims to clarify the persuasion mechanism of chief executive officers (CEOs) and employees as endorsers of brand advertising and helps discern consumer attitudes toward internal endorsement. Design/methodology/approach The exploratory character of the present research required a qualitative approach combining focus groups and face-to-face interviews considered as both meaningful and complementary. Findings The findings suggest that while the celebrity endorsement ensures familiarity and likability, internal endorsement supports credibility and congruity with an important role of storytelling. Moreover, employee endorsements induce an internalization process based on the real-self, while the endorser CEO induces admiration grounded in the ideal self. More fundamentally, the study reveals how the internal endorsement modifies the meaning transfer model and involves a process of meaning translation, which affects the corporate brand image rather than the product brand image. Originality/value The present paper reveals that CEOs and employees can be strong levers for gilding the corporate brand image compared to the celebrities who enhance the product brand image. Moreover, the authors show that the CEO is a character who can be admired without the threat of upward comparison at the opposite of celebrities. Finally, this research highlights the specific role of employees bringing authenticity because of their anchorage in real life.
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Oh, Hannah, John Bae, Imran S. Currim, Jooseop Lim, and Yu Zhang. "Marketing spending, firm visibility, and asymmetric stock returns of corporate social responsibility strengths and concerns." European Journal of Marketing 50, no. 5/6 (May 9, 2016): 838–62. http://dx.doi.org/10.1108/ejm-05-2015-0290.

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Purpose This paper aims to focus on the unique goal of understanding how marketing spending, a proxy for firm visibility, moderates the effects of corporate social responsibility (CSR) strengths and concerns on stock returns in the short and long terms. In contrast to the resource-based view (RBV) of the firm, the visibility theory, based on stakeholder awareness and expectations, offers asymmetric predictions on the moderation effects of marketing spending. Design/methodology/approach The predictions are tested based on data from KLD, Compustat and Center for Research in Security Prices from 2001-2010 and panel data based regression models. Findings Two results support the predictions of the visibility theory over those of the RBV. First, strengths are associated with higher stock returns, for low marketing spending firms, and only in the long term. Second, concerns are associated with lower stock returns, for high marketing spending firms, also only in the long term. A profiling analysis indicates that high marketing spending firms have high R&D spending and are more likely to operate in business-to-customer than business-to-business industries. Practical implications The two findings highlight the importance of coordination among chief marketing, sustainability and finance officers investing in CSR and marketing for stock returns, contingent on the firm’s marketing and R&D spending and industry characteristics. Originality/value This paper identifies conditions under which CSR is and is not related to stock returns, by uniquely considering three variables omitted in most past studies: marketing spending, CSR strengths and concerns and short- and long-term stock returns, all in the same study.
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Khalid Hussain Abbasi, Ashfaque Ali Banbhan, and Najia Shaikh. "Structure and Composition of Board’s Committees: Analysis of Pakistan International Airlines Corporation Limited." Research Journal of Social Sciences and Economics Review (RJSSER) 2, no. 1 (March 7, 2021): 83–96. http://dx.doi.org/10.36902/rjsser-vol2-iss1-2021(83-96).

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This study aimed to explore the composition of BODs committees in PIACL. Secondary data from Annual Reports, Act, Rules and Regulations of the corporation in general and SECP recommendations i.e., the codes of CG in particular were collected. Data were analyzed in MS-Office 2016 version using MS-Excel and MS-Word. Obtained results are, the BODs can exercise their powers to form the board’s various committees, but at the same time BODs must execute their responsibilities focusing on objectives of the corporation and larger interest of stockholders in good faith and judgment, especially executing authority for the establishment of AC. BODs must confirm that none of the member's interests conflicts with the objectives of the committee. The Principal Finance Officer (CFO), inside audit officials, and officers like the chief cooperating officer (CEO) do not represent AC. However, one member of the committee must hold ample knowledge related to finance, but this does not mean that a member of the board who is linked either with financial matters or audit operations is appointed on the committee. Results further indicated that in PIACL different committees of BODs have been formed where a director in the finance committee is also appointed as member or chairman in AC in contrast to SECP codes. Similarly, various BODs have been made part of the AC, HR, IT, Procurement, Marketing (Brand and advertisement) committee. Whereas, practically it is very uncommon that an individual possesses expertise in IT, HR, Marketing, and Finance fields simultaneously as these are diverse fields, how come a person can be an expert of all disciplines at the same time? Hence, the appointment of directors in multiple committees at the same time raises a lot of questions about the independent working or decision-making of such committees.
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Na, Kyunga, and Kwangsoo Shin. "The Gender Effect on a Firm’s Innovative Activities in the Emerging Economies." Sustainability 11, no. 7 (April 3, 2019): 1992. http://dx.doi.org/10.3390/su11071992.

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This study examines the impact of gender at three different positions in a firm’s hierarchy on innovative activities, looking at over 6474 firms in 30 emerging countries. We create a dummy variable for each of the six survey questions on product innovation, process innovation, organizational innovation, marketing innovation, and R&D (Research & Development) spending. Each dummy acts as a dependent variable in a separate logit regression, and the sum of the dummies acts as the dependent variable in another ordered logit regression. We use the female ownership percentage, female top management, and female majority in the workforce as test variables. We use the Heckman two-stage model to address endogeneity concerns with gender. We find that the female ownership percentage is generally positively related to individual innovation measures as well as the composite measure, while female top management is positively associated with marketing innovation only, and a female majority in the workforce is not significantly related to any measure. The results suggest that promoting innovation in emerging countries would involve governments encouraging further market participation by women and supporting female CEOs (Chief Executive Officers) to innovate, and firms fostering innovation among female workers.
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Agic, Emir, Merima Cinjarevic, Emir Kurtovic, and Muris Cicic. "Strategic marketing patterns and performance implications." European Journal of Marketing 50, no. 12 (November 14, 2016): 2216–48. http://dx.doi.org/10.1108/ejm-08-2015-0589.

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Purpose 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. Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Practical implications 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. Originality/value 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.
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Yadav, Manjit S., Jaideep C. Prabhu, and Rajesh K. Chandy. "Managing the Future: CEO Attention and Innovation Outcomes." Journal of Marketing 71, no. 4 (October 2007): 84–101. http://dx.doi.org/10.1509/jmkg.71.4.084.

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The current literature presents a mixed view of top managers, often characterizing them as an impediment to innovation, irrelevant for innovation, or, at best, having an indirect effect on innovation. In contrast, the authors use an attentional perspective to argue that chief executive officers (CEOs) have a positive, direct, and long-term impact on how firms detect, develop, and deploy new technologies over time. The authors test their arguments on longitudinal data from the U.S. retail banking industry. They show that CEO attention is a critical driver of innovation even (1) when the target of attention is not innovation per se but simply future events and external events in a generic sense; (2) when the innovation outcomes occur far in the future (sometimes several years in the future); (3) when the innovation outcomes are conceptually, empirically, and temporally distinct; and (4) in an empirical context (i.e., banking) that is not traditionally viewed as “high tech” and, thus, innovation centric.
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Voss, Kevin, and Mayoor Mohan. "Good times, bad times: the stock market performance of firms that own high value brands." European Journal of Marketing 50, no. 5/6 (May 9, 2016): 670–94. http://dx.doi.org/10.1108/ejm-12-2013-0716.

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Purpose The purpose of the this paper is to correct a deficiency in the published literature by examining the share price performance of firms that own high-value brands in uptrending, downtrending and sideways markets. Design/methodology/approach The authors examined stock price performance for an index of firms that owned brands in the Interbrand list of the “Best Global Brands” from 2001 through 2009 using the Fama-French method. Findings The authors’ index outperformed the Standard & Poor’s 500 when the market was up or downtrending, but not when it moved sideways. Research limitations/implications The authors find that an index of firms that own the produced better returns than the Standard & Poor’s 500 market index. Owning highly valued brands may be a marketplace signal to the investing community regarding the firm’s management acumen. Practical implications Owning high-value brands seems to influence share price performance, a metric used to judge chief executive officers. Thus, brand investments align with the shareholders’ interest. The authors help alleviate the perception (Challagalla et al., 2014) that marketing managers make investments on an ad hoc basis. Originality/value For the first time, the authors evaluate the effect of owning one or more of the world’s most valuable brands on the market value of common stock using data from downtrending, uptrending and no-trend periods. This research is also among the first to introduce volatility into the Fama-French method and it is an important explanatory variable. This paper’s approach has interesting comparisons to other papers taking a similar analytical approach.
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Panagopoulos, Nikolaos G., Ryan Mullins, and Panagiotis Avramidis. "Sales Force Downsizing and Firm-Idiosyncratic Risk: The Contingent Role of Investors’ Screening and Firm’s Signaling Processes." Journal of Marketing 82, no. 6 (October 4, 2018): 71–88. http://dx.doi.org/10.1177/0022242918805059.

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Although sales force downsizing represents a challenging marketing resource change that can signal uncertainty about future firm performance, little is known about its impact on financial-market performance. Drawing from information economics, the authors address this knowledge gap by developing a comprehensive framework to (1) examine the impact of the size of a firm’s sales force downsizing on firm-idiosyncratic risk, (2) uncover investors’ screening processes that influence this relationship, and (3) identify firms’ mitigating signaling processes that can alleviate investor uncertainty linked to downsizing. The authors draw from several secondary sources to assemble a longitudinal data set of 314 U.S. public firms over 12 years and model their framework using a robust econometric approach. Findings show that larger sales force reductions are associated with greater firm-idiosyncratic risk. Furthermore, this increase in risk is amplified when firms face high levels of future competitive threats and lack transparency in financial reporting. However, chief executive officers can mitigate these deleterious moderating effects by signaling a commitment to growth (i.e., increasing advertising expenditures) and formally communicating an external strategic focus to Wall Street.
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L. Hammond, Kevin, and Robert L. Webster. "Informant characteristics as moderators in higher education research." Marketing Intelligence & Planning 32, no. 4 (May 27, 2014): 398–412. http://dx.doi.org/10.1108/mip-10-2013-0162.

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Purpose – The purpose of this paper is to report the results of a survey of business schools examining the impact of market orientation on overall business school performance. The authors extend previous research by examining the possible moderating influence of accrediting body affiliation and administrative position of key informants on the relationships between the components of market orientation (customer orientation, competitor orientation, and inter-functional coordination) and overall performance for each of three markets (student, parent, and employer). Research objectives are stated in terms of 18 hypotheses. Design/methodology/approach – The authors apply moderated regression analysis following the methodology used by Sharma, Durand, and Gur-Arie (1981) and Slater and Narver (1994), examining the variable relationships within schools affiliated through two accrediting bodies, from the perspective of business school deans and chief academic officers. Findings – Results suggest moderating effects for three of the 18 relationships that were tested. Intelligence gathered from survey research within higher education is indicated to vary somewhat depending on key informant characteristics (accrediting body affiliation and administrative position in this study). Practical implications – These results have practical implications for strategic planning within higher education. A better understanding of the differences within higher education will assist decision makers in responding to intelligence gathered within their own university, and will also assist them with strategies involving other universities (such as competitors or global partners). Originality/value – These results within higher education have implications for survey research more broadly, supporting concerns by Phillips (1981) and others that researchers be mindful of key informant characteristics and other factors that could bias their judgments regarding organizational properties and other variables under investigation.
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Cao, Xianlong, Zhigang Wang, Gen Li, and Yu Zheng. "The impact of chief executive officers’ (CEOs’) overseas experience on the corporate innovation performance of enterprises in China." Journal of Innovation & Knowledge 7, no. 4 (October 2022): 100268. http://dx.doi.org/10.1016/j.jik.2022.100268.

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Blankson, Charles, Seth Ketron, and Joseph Darmoe. "The role of positioning in the retail banking industry of Sub-Saharan Africa." International Journal of Bank Marketing 35, no. 4 (June 5, 2017): 685–713. http://dx.doi.org/10.1108/ijbm-04-2016-0055.

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Purpose The purpose of this paper is to investigate employment of positioning strategies in the retail bank sector of Sub-Saharan Africa, specifically using Ghana as the study context. In addition, it explores the applicability of western-based typology of positioning strategies in the Sub-Saharan African environment. Design/methodology/approach Six retail banks – three national and three foreign – are studied, each through an in-depth case study method: covert and participant observation techniques; and face-to-face interviews of chief executive officers, marketing managers, and bank branch managers provided data for the study. Findings The results show that the “service” positioning strategy is the most popular strategy employed by retail banks. “Value for money,” “attractiveness,” “brand name,” and “country of origin” positioning strategies are also dominant. “Top of the range” and “selectivity” strategies are minimally pursued by the sample of banks studied. The results reveal that both foreign and national retail banks employ multiple positioning strategies in the face of competition. However, foreign retail banks consistently employ a; large number of strategies relative to national retail banks. This paper supports the applicability of a western-derived set of positioning strategies in the Sub-Saharan African marketplace. Research limitations/implications This study closes a gap in the understanding of positioning, as well as filling the empirical gap in the application of positioning. In addition, it helps resolve a contextual gap of knowledge in Sub-Saharan Africa’s retail banking sector. Originality/value This study responds to Porter (1996), Clancy and Trout (2002), and Knox (2004) for continued empirical research in positioning in service industries and specifically in Sub-Saharan African economies (Coffie, 2014, 2016; Coffie and Owusu-Frimpong, 2014). Moreover, this research adds value to the banking and marketing literatures through a qualitative case study method, which is an important yet overlooked research method (Yin, 2009).
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Easterling, Cynthia R., Judith E. Leslie, and Michael A. Jones. "Perceived Importance and Usage of Dress Codes among Organizations That Market Professional Services." Public Personnel Management 21, no. 2 (June 1992): 211–19. http://dx.doi.org/10.1177/009102609202100208.

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A survey was conducted to investigate the nature and use of employee dress codes of organizations that market professional services. The study sample consisted of personnel administrators employed in selected service organizations that are members of the American Society of Personnel Administrators; the total sample included 1000 administrators. The analysis of responses revealed that dress is important in marketing services and that compliance to a dress code is a criterion for employee performance evaluation. While most administrators agreed that dress is a significant factor in their companies' success, few organizations had formal written dress codes; dress codes are most often communicated orally. Traditions in the professions, the expectations of customers, Chief Executive Officers of the organizations, and past experiences were the factors that dominate the development of dress codes. On the question of dress code requirements for male vs. female employees, the study revealed that more service organizations specify dress for males than for females. For traditional business attire, comparing the dress codes of the different service organizations revealed several significant relationships.
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Özturan, Peren, and Amir Grinstein. "Can the marketing department benefit from socially responsible marketing activities? The role of legitimacy and customers’ interest in social responsibility." European Journal of Marketing 56, no. 2 (December 14, 2021): 400–441. http://dx.doi.org/10.1108/ejm-09-2020-0670.

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Purpose In a world where corporate social responsibility (CSR) is a meaningful trend valued by firm stakeholders, it is still not clear how the marketing department integrates corporate-level social responsibility strategy into its departmental activities i.e. socially responsible marketing activities (SRMA) and whether such activities can benefit the department. Using legitimacy as the underlying theoretical explanation, this paper aims to study two instrumental returns from SRMA at the marketing department level, i.e. marketing department’s performance – impact outside the firm on multiple marketing-related outcomes and influence within the firm – the power of the marketing department compared to other departments. Design/methodology/approach Three studies were performed. Study 1 is a survey that offers a validated measure of SRMA and examines its relationship with the focal outcome variables. Study 2 is also a survey that investigates the mediating role of the marketing department’s legitimacy and the moderating role of customers’ interest in social responsibility and uses actual sales data of firms. Study 3 is an experiment that examines the main findings in a controlled setting using participants other than marketing executives i.e. chief executive officers. Findings Study 1 shows that SRMA is different than the closely related variable socially responsible business strategy and is positively related to the marketing department’s performance and influence within the firm. Study 2 complements these findings by demonstrating these impacts are mediated by the marketing department’s legitimacy and strengthened with higher customers’ interest in social responsibility. Study 3 sets the causality between the focal variables and the mediating role of legitimacy. Research limitations/implications This work extends the study of firm-level CSR to the department- and implementation-level, in the context of marketing departments. It reveals the underlying mechanism driving the positive impact of SRMA, i.e. legitimacy, and identifies a moderating condition, i.e. customers’ interest in social responsibility. It further extends research on the role of the marketing department and its contribution to firm performance. Practical implications Marketers can benefit from the reported findings by understanding when and how CSR-related, domain-specific activities that feature the traditional responsibilities of marketing, including market research, customer relationship management and the product, promotions, price and place (4Ps) may be reshaped to include a broader set of stakeholders and a socially responsible angle and thereby generate more legitimacy and impact – inside and outside the firm. Originality/value This study provides a novel perspective on how marketing departments evaluate CSR in their daily activities where such engagement vests increasing returns to the marketing department and underpins the successful implementation of CSR.
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Ahmed, Eltigani Mohamed. "Leadership strategy and organisational resilience among Kenyan listed banks." International Journal of Business Ecosystem & Strategy (2687-2293) 4, no. 4 (October 9, 2022): 50–68. http://dx.doi.org/10.36096/ijbes.v4i4.352.

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This study aimed to test the effect of leadership strategy on the organisational resilience of banks listed on the Nairobi Stock Exchange. The study was anchored on Full-Range Leadership Theory (FRLT) complementarily with meta-leadership as relevant theoretical lenses. The study sampled 277 respondents holding senior managerial positions such as Chief Risk Officers, Managing Directors, Directors of Strategy, Internal Auditors, Heads of Marketing, Heads of Operations and Branch Managers. Data was collected using a self-administered Likert-type online questionnaire. Structural equations modelling was employed for statistical analysis. Partial Least Squares was performed with SmartPLS 3. Results showed that the relationship between leadership strategy and organisational resilience was statistically significant at t-value of 31.665 (p<0.05), with leadership strategy explaining 68.5% of the variance in the organisational resilience of listed banks in Kenya (R2=0.685). The study concluded that leadership strategy significantly predicted bank resilience. The study has affirmed leadership strategy as a novel theoretical concept for explaining organisational resilience to systemic disruptive shocks. Multiple future research directions are proposed. This study advanced leadership strategy as a distinct paradigm in leadership thinking by examining its predictive power on organisational resilience by using systemic disruptive shocks as testing grounds within the context of Kenya’s banking sector.
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Budzynski-Seymour, Emily, Karen Milton, Hayley Mills, Matthew Wade, Charles Foster, Dane Vishnubala, Beelin Baxter, Chloë Williamson, and James Steele. "A Rapid Review of Communication Strategies for Physical Activity Guidelines and Physical Activity Promotion: A Review of Worldwide Strategies." Journal of Physical Activity and Health 18, no. 8 (August 1, 2021): 1014–27. http://dx.doi.org/10.1123/jpah.2020-0832.

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Background: To support the strategy development for communication of the updated physical activity (PA) guidelines, the UK Chief Medical Officers’ Expert Panel for Communication was created. Methods: To help inform this process, a rapid review was performed to identify and describe how other nations are communicating their PA guidelines and PA generally. Elements of the health-enhancing physical activity policy audit tool created by the World Health Organization were used to investigate all 195 countries. Results: Seventy-seven countries had their own guidelines; 53 used the World Health Organization guidelines, and for 65 countries, no guidelines could be found. For the communication, 27 countries used infographics; 56 had government policies/documents, and 11 used a mass media campaign. Only 6 of these had been evaluated. Although many countries used infographics, there were no associated evaluations. As such, any future communication strategies should incorporate an evaluation. Mass media campaigns had the strongest evidence base, proving to be an effective strategy, particularly when incorporating aspects of social marketing. Conclusion: This review provides an insight into strategies countries worldwide have taken to communicate PA guidelines and PA promotion. These should be carefully considered when deciding how best to communicate and promote PA guidelines.
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Berman, Saul, and Anthony Marshall. "The next digital transformation: from an individual-centered to an everyone-to-everyone economy." Strategy & Leadership 42, no. 5 (September 9, 2014): 9–17. http://dx.doi.org/10.1108/sl-07-2014-0048.

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Purpose – Based on extensive interviews and analysis, the article aims to explain how the next digital transformation, which is already underway, will result in a paradigm shift from one that is customer-centricity to an everyone-to-everyone (E2E) economy. Design/methodology/approach – For the 2013 IBM Digital Reinvention Study that this article is based on, IBM researchers surveyed approximately 1,100 business and government executives and 5,000 consumers across 15 countries. Thirty leading futurists were also interviewed. Of those interviewed for the executive study, 42 percent are C-level executives, with Chief Executive Officers comprising 10 percent of that group. More than three-fourths of the consumer study participants are university graduates, with 68 percent between the ages of 25 and 54. Findings – E2E is characterized by hyper-connectedness and collaboration of consumers and organizations across the gamut of value chain activities: co-design, co-creation, co-production, co-marketing, co-distribution and co-funding. Prospering in an E2E setting demands disruptive innovation that challenges established norms and blurs organizational boundaries. Practical implications – In the future, organizations will operate in ecosystems of converging products, services and industries. Originality/value – The four key dimensions of the new E2E business models are: connectivity, interactivity, awareness and intelligence.
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ALONSO, JOSE, W. BYGRAVE, and L. M. GILLIN. "MATHEMATICAL VISUALIZATION AND ANALYSIS TECHNIQUES FOR ENTREPRENEURSHIP STUDIES: IMAGE PROCESSING IN THE UNITED STATES, EUROPE, JAPAN AND AUSTRALIA." Journal of Enterprising Culture 02, no. 01 (March 1994): 509–33. http://dx.doi.org/10.1142/s0218495894000136.

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Statistics and computer graphics, using linear and non-linear techniques, have been applied to entrepreneurial survey data in a study of the image analysis industry. Chief Executive Officers and Directors of Research have been interviewed in the United States, Europe, Japan and Australia. During the interview, a long questionnaire was completed. A mathematical model in terms of motivation, resources and performance measures has been developed to evaluate company positioning, and for future implementation as an expert system for high technology investment evaluation. A set of indices, derived using cluster and principal component analyses, describes groupings of variables which can be used to find the locus of a company position in an n-dimensional space. This position helps to establish whether the requisite technical, knowledge, marketing and financial infrastructures of the company are in keeping with the n-dimensional surfaces established by other companies in the field. These surfaces are then visualized using polynomial and Fourier parametric methods. Stratifications of the database by culture (as determined by geographical location), manufacturer-user-integrator classification, measures of innovation, and modes of deployment of financial resources are studied in terms of their taxonomic and performance characterisation abilities. Preliminary analyses reveal noticeable clustering of motivational variables by culture.
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Stravinskiene, Jurgita, Rimantė Hopenienė, and Indre Levickyte. "The Impact of CEO Image on the Consumer Trust in the Organization." Engineering Economics 31, no. 2 (April 30, 2020): 243–53. http://dx.doi.org/10.5755/j01.ee.31.2.24208.

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Corporate image entails several elements of which the image of Chief Executive Officers (CEOs) is regarded as one of the most significant in building the consumer opinion about the organisation. The study of academic literature has shown that the role of a leader, the impact of management styles for the achievements of the organisation are investigated quite extensively by researchers of leadership, psychology or sociology. However, from the prospect of marketing, the effect of CEO image and its elements on consumer behaviour and establishment of long-term relationships has not been analysed. The aim of the paper was to evaluate an impact of CEO image and its elements on consumer trust in the organisation. The empirical data was collected from 186 respondents who are potential consumers of successful Lithuanian business companies. The survey has showed that the psychological traits and verbal/non-verbal behaviour of the CEOs have the highest impact, and the leadership has the lowest impact on consumer trust on the organisation. The impact on the consumer trust with organisation varies and depends on the assessment of the overall image of CEOs, i.e. the CEO image has the most influence when the consumers are neutral about the overall image of the CEO and the lowest influence when the CEO is evaluated negatively.
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Narayanan, V. K. "Customer-focused IT: a process of continuous value innovation." Strategy & Leadership 43, no. 4 (July 20, 2015): 11–17. http://dx.doi.org/10.1108/sl-05-2015-0037.

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Purpose – Transition to a digital economy and the pervasiveness of IT in a firm’s operations together has brought the IT function in corporations to the threshold of a needed transformation: from an orientation that prizes technical excellence to one that achieves continuous innovation by finding new opportunities to provide value to customers. Design/methodology/approach – The author believes that companies need to adopt customer-focused IT, this requires a shift in organizational culture, from considering technical excellence as an end in itself, to respecting customers as the centrally important stakeholder of an organization. Findings – In many companies, rethinking the IT function to focus it on providing value to the customer presents an opportunity to empower frontline employees, to make innovations in the company value chain and to maintain and to enhance competitive advantage. Practical implications – Changing to a customer focus requires dedicated continuous innovation to enlist the full resources of the IT function – architecture, algorithms, big data and connectivity – to satisfy customer needs, solve customer problems and produce new customer value. Originality/value – The author argues convincingly that IT organizations will become focused on delivering value that matches evolving customer needs if, and only if, CIOs insist upon concentrating the resources of the organization on this goal Indeed, CIOs should consider themselves chief marketing officers, focusing on the customer and promoting the customer-focus competencies of their organizations.
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