Log in

Relevant bibliographies by topics / Marketing capabilities / Journal articles

Journal articles on the topic 'Marketing capabilities'

To see the other types of publications on this topic, follow the link: Marketing capabilities.

Author: Grafiati

Published: 4 June 2021

Last updated: 24 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Marketing capabilities.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Morgan, Neil A., Hui Feng, and Kimberly A. Whitler. "Marketing Capabilities in International Marketing." Journal of International Marketing 26, no. 1 (March 2018): 61–95. http://dx.doi.org/10.1509/jim.17.0056.

Full text

Abstract:

There has been a significant increase in scholarly research focusing on marketing capabilities as an important aspect of marketing theory–based explanations of firm performance. This growing research interest in marketing capabilities has also been reflected in the international marketing literature. However, it is unclear whether and how thinking and research about international marketing capabilities differs from that of marketing capabilities in a domestic market context. To explore this question, the authors conduct a review of studies of marketing capabilities in the most influential journals publishing research in international marketing. They supplement this with insights from interviews with executives in firms engaged to varying degrees in international marketing. The study suggests that there remain numerous important unanswered questions in conceptualizing and empirically researching international marketing capabilities.

APA, Harvard, Vancouver, ISO, and other styles

2

Takahashi, Adriana Roseli Wünsch, Sergio Bulgacov, and Mônica Maier Giacomini. "Dynamic capabilities, operational capabilities (educational-marketing) and performance." Review of business Management 19, no. 65 (July 2017): 375–93. http://dx.doi.org/10.7819/rbgn.v0i0.2831.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Dias, Álvaro, and Pereira Renato. "Dynamic capabilities and marketing capabilities in Portugal." Academia Revista Latinoamericana de Administración 30, no. 3 (August 7, 2017): 417–30. http://dx.doi.org/10.1108/arla-10-2016-0268.

Full text

Abstract:

Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration. Design/methodology/approach The authors used four construct dimensions: knowledge creation routines, knowledge transfer processes, marketing capabilities, and firm performance. The study was based on an inter-industry random sample of firms selected from a commercial list. During a nine-month period the authors gathered data from a questionnaire delivered in hand to participating firms and collected through in-depth personal interviews. It was filled out by directors of Portuguese firms who agreed to participate in this study. Findings First, dynamic capabilities play an important role in the evolution of marketing capabilities and the maintenance of competitive advantage. Specifically, the authors identified a link between knowledge creation routines and knowledge transfer processes with marketing capabilities. Second, the effect of dynamic capabilities on performance can be considered to be substantially indirect. However, the results also show a direct link between knowledge transfer and performance. Originality/value First, the development of a model establishing the contribution to the evolution of marketing capabilities in order to compete in a changing environment, considering the critical effect of knowledge creation and transfer in a non-static market configuration. Second, the analysis of marketing capabilities from different layers, from strategic to more operational aspects.

APA, Harvard, Vancouver, ISO, and other styles

4

Zang, Jinjuan, and Yuan Li. "Technology capabilities, marketing capabilities and innovation ambidexterity." Technology Analysis & Strategic Management 29, no. 1 (June 10, 2016): 23–37. http://dx.doi.org/10.1080/09537325.2016.1194972.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Zang, Jinjuan. ""Technological Capabilities, Marketing Capabilities and Innovation Ambidexterity"." Academy of Management Proceedings 2015, no. 1 (January 2015): 13442. http://dx.doi.org/10.5465/ambpp.2015.13442abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Tollin, Karin, and Marcus Schmidt. "Marketing’s contribution from the perspective of marketing executives." Marketing Intelligence & Planning 33, no. 7 (October 5, 2015): 1047–70. http://dx.doi.org/10.1108/mip-07-2014-0136.

Full text

Abstract:

Purpose – The purpose of this paper is to determine the impact that chief marketing executives’ (CMEs) mindsets about important marketing capabilities have on company performance. Design/methodology/approach – The authors propose a structural model for analysing specialised, cross-functional and dynamic capabilities at the functional level of marketing. The model is tested by using a quantitative survey among CMEs. Additionally the authors conducted a cluster analysis with the purpose of identifying differences in CMEs’ mindsets about important marketing capabilities and the impact of these differences on company performance. Findings – The study identified four categories of mindset about important capabilities. An investigation into the company performance profile of each mindset shows that integration and rejuvenation are central qualities of CMEs’ mindsets and important drivers for company performance. Hence, companies that have a CME who prioritises both brand management, product development and customer relationship management as well as a set of specialised and dynamic marketing capabilities will outperform companies that have a CME who focuses on only one area of cross-functional marketing capabilities. Practical implications – Top managers, including CMEs, can use the typology of mindsets to analyse and critically reflect on their own ideas about important marketing processes and capabilities, but also as a tool for initialising change processes in their business unit or particular function (general management or marketing). Originality/value – The study provides an original assessment of sets of marketing capabilities at the functional level of marketing, and of the link between dynamic and two cross-functional marketing capabilities (product development and customer relationship management).

APA, Harvard, Vancouver, ISO, and other styles

7

Yadav, Sudhir. "MARKETING CAPABILITIES FOR INTERNATIONALIZATION." International Journal of Business Strategy 18, no. 2 (October 1, 2018): 23–28. http://dx.doi.org/10.18374/ijbs-18-2.2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Adel Saleh M, Alharbi. "The Role of Marketing Capabilities in Firm’s Success." International Journal of Management Science and Business Administration 2, no. 1 (2014): 57–64. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.21.1006.

Full text

Abstract:

In our study, we review existing literature with the purpose of illustrating the significance of marketing capabilities and further reconstructing the path from marketing capabilities to organizational outcomes, thus explaining how positive market performance of company is achieved. In the first step, we constructed the path from marketing capabilities to positive organizational performance. Further, we explored certain antecedents of marketing capabilities in order to understand the concept of capabilities deeper. Implications for companies operating on global markets and recommendations have been presented on the basis of extensive literature review.

APA, Harvard, Vancouver, ISO, and other styles

9

Cao, Guangming, and Na Tian. "Enhancing customer-linking marketing capabilities using marketing analytics." Journal of Business & Industrial Marketing 35, no. 7 (March 25, 2020): 1289–99. http://dx.doi.org/10.1108/jbim-09-2019-0407.

Full text

Abstract:

Purpose Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance. Design/methodology/approach A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation. Findings The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance. Research limitations/implications The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms. Practical implications MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities. Originality/value This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.

APA, Harvard, Vancouver, ISO, and other styles

10

Adel Saleh M, Alharbi, and Wang Aimin. "Building Marketing Capabilities as a Way to Form a Better Global Marketing Strategy." Journal of International Business Research and Marketing 1, no. 4 (2015): 22–26. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.14.3003.

Full text

Abstract:

The aim of this paper is to provide conceptual framework that can be used by marketing scholars and business executives to formulate a global marketing strategies that can help them to pursue their international operation in foreign markets successfully. For this purpose, the paper utilizes marketing capabilities of the firm including market sensing, partner linking and customer engagement and analyse how each of these capabilities are important to pursue global strategy that will help the firm to achieve competitive advantage. After a careful consideration of previous literature in the same field, the importance of control variables, such as international experience and international entrepreneurship, has been discovered and they are included as having moderating impact between marketing capabilities and global strategy formulation. The study has following propositions: market sensing has a positive relationship with international performance, customer engagement has a positive relationship with international performance, partner linking has a positive relationship with global strategy formulation etc. The originality of this paper can be explained by the integration of three important variables such as market sensing, partner linking and customer engagement, and by moderating role of international experience and international entrepreneurship. This paper provides some important managerial implication for business executives, which can be found in discussion part. The future research in the same field should take into consideration the other important marketing capabilities such as brand management, marketing communications management and channel management.

APA, Harvard, Vancouver, ISO, and other styles

11

Day, George S. "Closing the Marketing Capabilities Gap." Journal of Marketing 75, no. 4 (July 2011): 183–95. http://dx.doi.org/10.1509/jmkg.75.4.183.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Herhausen, Dennis, Dario Miočević, Robert E. Morgan, and Mirella H. P. Kleijnen. "The digital marketing capabilities gap." Industrial Marketing Management 90 (October 2020): 276–90. http://dx.doi.org/10.1016/j.indmarman.2020.07.022.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Orr, Linda M., Victoria D. Bush, and Douglas W. Vorhies. "Leveraging firm-level marketing capabilities with marketing employee development." Journal of Business Research 64, no. 10 (October 2011): 1074–81. http://dx.doi.org/10.1016/j.jbusres.2010.11.003.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Sultoni, Mohammad Hamim, Sudarmiatin Sudarmiatin, Agus Hermawan, and Sopiah Sopiah. "Digital marketing, digital orientation, marketing capability, and information technology capability on marketing performance of Indonesian SMEs." International Journal of Data and Network Science 6, no. 4 (2022): 1381–88. http://dx.doi.org/10.5267/j.ijdns.2022.5.013.

Full text

Abstract:

This research analyzes the effect of digital marketing, digital orientation, marketing capabilities, and information technology capabilities on marketing performance of Indonesian SMEs. The methods are quantitative methods and data analysis techniques using AMOS 23 software based on Structural Equation Modeling (SEM). The method of selecting the sample uses the purposive sampling methods. The study uses data based on questionnaires to 338 SMEs respondents in Madura, Indonesia. The results of data analysis show that the digital marketing had a positive and significant effect on the marketing performance, the digital orientation had a positive and significant effect on the marketing performance, marketing capabilities had a positive and significant effect on the marketing performance and information technology capabilities had a positive and significant effect on the marketing performance. The theoretical implication of the research is that it finds additional knowledge of marketing strategy in the field of small medium enterprise. Then, marketing management by integrating marketing capabilities and information technology to optimize digital marketing on SMEs marketing performance.

APA, Harvard, Vancouver, ISO, and other styles

15

Fachrial, Peppy, and Lira Agusinta. "The Influence of Cross-Functional Marketing Capabilities on Marketing Ambidexterity." Syntax Literate ; Jurnal Ilmiah Indonesia 7, no. 2 (February 21, 2022): 923. http://dx.doi.org/10.36418/syntax-literate.v7i1.6101.

Full text

Abstract:

Untuk menjalankan strategi marketing ambidexterity diperlukan adanya kerjasama dan koordinasi lintas fungsi pemasaran dan fungsi-fungsi lainnya di dalam perusahaan. Cross-functional marketing capabilities (C-FMCap) dapat membantu memaksimalkan marketing ambidexterity. Terdapat tiga dimensi yang memberikan kontribusi pada C-FMCap yang meliputi: brand management, new product development, dan customer relationship management. Berdasarkan hasil pengujian hipotesis didapatkan nilai koefisien jalur cross-functional marketing capabilities terhadap marketing ambidexterity sebesar 0,44 dengan T-Values sebesar 4,131 dan P Values 0,000 (< 0,05). Untuk itu dapat disimpulkan bahwa terdapat pengaruh positif dan signifikan Cross-Functional Marketing Capabilities (C-FMCap) terhadap marketing ambidexterity

APA, Harvard, Vancouver, ISO, and other styles

16

Theoharakis, Vasilis, Yannis Angelis, and Georgios Batsakis. "Architectural marketing capabilities of exporting ventures." International Marketing Review 36, no. 6 (November 11, 2019): 1026–41. http://dx.doi.org/10.1108/imr-02-2019-0081.

Full text

Abstract:

Purpose The importance of architectural marketing capabilities (i.e. marketing planning and implementation) in exporting ventures has been recognised. However, extant literature has not taken into account the explicit roles and required synergy between the exporter and their foreign distributor in delivering these capabilities. Drawing from the resource-based theory, the purpose of this paper is to examine the complementarity of distributor implementation capability and market orientation with exporter planning capability. Design/methodology/approach The study was carried out using a survey. Data were collected from 147 Greek exporters who replied to our questionnaire and the hypotheses were tested using the full information maximum likelihood estimation procedure. Findings The results support the hypotheses about the importance of exporter planning capability on financial performance and the complementary role of distributor market orientation. Further, the authors find that the distributor’s implementation capability partially mediates the impact of the exporter’s planning capability on financial performance. Originality/value This study contributes to a better understanding about the complementarity of exporter and distributor capabilities. It demonstrates the crucial role of the distributor in the deployment of architectural capabilities for the export venture: the distributor’s market orientation and implementation capability have the final say in achieving higher levels of export performance.

APA, Harvard, Vancouver, ISO, and other styles

17

Cruz-Ros, Sonia, Tomás F. González Cruz, and Carmen Pérez-Cabañero. "Marketing capabilities, stakeholders’ satisfaction, and performance." Service Business 4, no. 3-4 (December 2, 2009): 209–23. http://dx.doi.org/10.1007/s11628-009-0078-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Morgan, Neil A., Rebecca J. Slotegraaf, and Douglas W. Vorhies. "Linking marketing capabilities with profit growth." International Journal of Research in Marketing 26, no. 4 (December 2009): 284–93. http://dx.doi.org/10.1016/j.ijresmar.2009.06.005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

Morgan, Neil A. "Researching marketing capabilities: reflections from academia." AMS Review 9, no. 3-4 (November 25, 2019): 381–85. http://dx.doi.org/10.1007/s13162-019-00158-4.

Full text

APA, Harvard, Vancouver, ISO, and other styles

20

Umam, Khoerul. "MODEL KAPABILITAS “CUSTOMER RELATIONSHIP MARKETING: PADA INDUSTRI TEPUNG TAPIOKA DI KABUPATEN PATI." Jurnal Ekonomi dan Bisnis 18, no. 1 (January 19, 2017): 56. http://dx.doi.org/10.30659/ekobis.18.1.56-70.

Full text

Abstract:

This study aims to identify and analyze the influence of market information and human capitalon the performance capabilities of CRM marketing company with variable inervening on tapiocastarch industry in Pati regency with a sample size of 66 people. The sampling technique used inthis research is purposive sampling. Analysis tools is the path analysis and the test results showthat the human capital market information and found to have a positive and significant impacton CRM capabilities. Market information shown to have positive and significant impact on theperformance of marketing, then the owner / entrepreneur will respond well to the changesthat occur in the company, so as to improve the performance of the company’s marketing.Human capital has a positive and significant impact on the performance marketing, means thatincreasing human capital, the company can exploit and develop the knowledge, competenciesand skills of its employees efficiently, so that will have an impact on increasing the company’smarketing performance. CRM capabilities have a significant positive effect on marketingperformance. CRM capabilities are not able to become an intervening variable between marketand human capital information with marketing performance. Thus the market information andhuman capital affects only the performance of the company’s marketing but not through CRMcapabilities.Keywords: Market Information, Human Capital, CRM Capabilities and Marketing Performance.

APA, Harvard, Vancouver, ISO, and other styles

21

Farida, Naili. "Determinants of Marketing Performance: Innovation, Market Capabilities and Marketing Performance." Jurnal Dinamika Manajemen 7, no. 1 (April 13, 2016): 59. http://dx.doi.org/10.15294/jdm.v7i1.5759.

Full text

Abstract:

<p>This research aim to analyze causality influence between innovations, market capability, social modal, entrepreneurs oriented into marketing performance. Organizational innovations is a basic focus on Total Quality Management. Innovation has a role to technological development and competitive economy environment. The sample technique used is Purpusive sampling amount 58 respondent owner of Batik Small Medium Enterprise known as UKM. Small businesses have small medium or medium can grow and develop so that it is able to increase its product and sustainability efforts on the creative industry. The technique analysis used is Parsial Least Square (PLS), this result shows entrepreneur orientation doesn’t influence into market capability and social modal, innovation has positive influence and significance into market capability and marketing performance. This results shows innovation has important role in advantaging market capability while influencing to increase marketing performance of Small Medium Enterprise known as UKM. </p><p>Penelitian ini bertujuan untuk menganalisis pengaruh kausalitas antara inovasi, kemampuan pasar, modal sosial, pengusaha berorientasi ke kinerja pemasaran. Inovasi organisasi adalah dasar TQM. Inovasi mempunyai peran pentinga dalam pengembangan teknologi dan lingkungan yang penuh persaingan. Teknik sampel yang digunakan adalah Purposive Sampling jumlah 58 pemilik responden dari Batik Kecil Menengah dikenal sebagai UKM. UKM dapat tumbuh dan berkembang melalui industri kreatif. Teknik analisis yang digunakan adalah Parsial Least Square (PLS), hasil ini menunjukkan orientasi entrepreneur tidak mempengaruhi ke kemampuan pasar dan modal sosial, inovasi berpengaruh positif dan signifikan dalam kemampuan pasar dan kinerja pemasaran. Hal ini menyebabkan menunjukkan inovasi memiliki peran penting dalam advantaging kemampuan pasar sementara yang mempengaruhi untuk meningkatkan kinerja pemasaran Kecil Menengah dikenal sebagai UKM.</p>

APA, Harvard, Vancouver, ISO, and other styles

22

Ngo, Liem Viet, and Aron O'Cass. "Performance implications of market orientation, marketing resources, and marketing capabilities." Journal of Marketing Management 28, no. 1-2 (February 2012): 173–87. http://dx.doi.org/10.1080/0267257x.2011.621443.

Full text

APA, Harvard, Vancouver, ISO, and other styles

23

Zahara, Zakiyah. "THE ROLE OF ENTREPRENEURIAL MARKETING ON MARKETING PERFORMANCE THROUGH MARKETING CAPABILITIES OF SMES." Ekonomi dan Bisnis 9, no. 1 (August 2, 2022): 45. http://dx.doi.org/10.35590/jeb.v9i1.4373.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Kamboj, Shampy, and Zillur Rahman. "Market orientation, marketing capabilities and sustainable innovation." Management Research Review 40, no. 6 (June 19, 2017): 698–724. http://dx.doi.org/10.1108/mrr-09-2014-0225.

Full text

Abstract:

PurposeThis study aims to observe the association between market orientation (MO), marketing capabilities and sustainable innovation and to determine the contributions of marketing capabilities, sustainable consumption and competitive advantage as mediators. Design/methodology/approachThe data for this study were collected by administering a survey, and well-defined scales were used for quantifying the data. Theories propounded by various authors were used to form the theoretical framework of the study while keeping those theories relevant to the Indian context. The study uses structural equation modelling to empirically test proposed hypothesis and research model of the relationships. FindingsThe results indicated that MO has a positive influence on marketing capabilities, including product development, communication, channel linking and pricing. The study also found, albeit with exceptions, a positive association between marketing capabilities and sustainable innovation. These exceptions were communication capability on technical innovations and channel linking capability on non-technical innovations. In addition, findings reveal that marketing capabilities fully mediate MO to performance link while sustainable consumption partially mediates the relation between sustainable innovation and competitive advantage. Competitive advantage also partially mediates marketing capabilities to performance relationship. Research limitations/implicationsThis study deals with four marketing capabilities only and uses cross-sectional data, instead of longitudinal data, that comprises data of 192 service firms in India. Originality/valueThe study sets forth empirical evidence for the argument that specific marketing capabilities lead to sustainable innovation. The study further clarifies contributions of marketing capabilities, sustainable consumption and competitive advantage as mediators in the proposed research model.

APA, Harvard, Vancouver, ISO, and other styles

25

Ehrensperger, Elena, Daria Greenberg, Harley Krohmer, Felix Nagel, Wayne Hoyer, and Z. John Zhang. "Succeeding in competitive arenas with arena-relevant marketing capabilities." European Journal of Marketing 56, no. 2 (January 19, 2022): 321–50. http://dx.doi.org/10.1108/ejm-09-2019-0703.

Full text

Abstract:

Purpose The purpose of the study is to introduce the idea of arena-relevant marketing capabilities and examine their impact on firm performance. Arena-relevant marketing capabilities are capabilities particularly relevant for success in a specific competitive arena in which rivals from different industries try to satisfy customer needs with alternative products and services. The authors focus on the luxury arena and pose the following research questions: Which are the arena-relevant marketing capabilities in the luxury competitive arena (i.e. luxury-arena-relevant capabilities)? (2) What is the relative importance of luxury-arena-relevant vs general marketing capabilities for firm performance in the luxury competitive arena? Design/methodology/approach To identify luxury-arena-relevant marketing capabilities, the authors conduct a qualitative study among 21 top managers of luxury brands. A subsequent large-scale managerial survey empirically tests the effects of luxury-arena-relevant vs general marketing capabilities on firm performance. Findings The study identifies four luxury-arena-relevant marketing capabilities: perfection in product creation, exclusive pricing, luxury-congruent storytelling and luxury brand inspiration. It confirms empirically that they have a higher impact on firm performance within the luxury competitive arena than general marketing capabilities. Originality/value The study takes an innovative perspective on marketing capabilities by linking them with the concept of a competitive arena and underlines the academic relevance of the concept of arena-relevant marketing capabilities for explaining firm performance.

APA, Harvard, Vancouver, ISO, and other styles

26

Tan, Qun, and Carlos M. P. Sousa. "Leveraging marketing capabilities into competitive advantage and export performance." International Marketing Review 32, no. 1 (February 9, 2015): 78–102. http://dx.doi.org/10.1108/imr-12-2013-0279.

Full text

Abstract:

Purpose – By using the dynamic capabilities (DC) theory and the theory of competitive advantage, the purpose of this paper is to develop a framework to investigate the role of marketing capabilities on the firm’s export performance. Specifically, this framework depicts the consequences of marketing capabilities and focuses on the relationships among marketing capabilities, competitive advantage, and export performance. Design/methodology/approach – The authors conduct a meta-analysis of the literature on marketing capabilities and use multivariate analyses to test the framework. Findings – The study revealed that competitive advantage has an important mediating role in the relationship between marketing capabilities and export performance. Specifically, the authors found that two types of competitive advantage (i.e. low-cost advantage and differentiation advantage) positively mediate the effect of marketing capabilities on export performance. Originality/value – Although research on marketing capabilities is still in its early infancy, the study provides a base from which future work can be developed. The authors also contribute to the literature by examining the mediating role of competitive advantage in the marketing capability-export performance relationship, thereby offering new insights into how and why marketing capabilities play a crucial role in explaining the firm’s export performance.

APA, Harvard, Vancouver, ISO, and other styles

27

Chahal, Hardeep, and Jagmeet Kaur. "Development of marketing capabilities scale in banking sector." Measuring Business Excellence 18, no. 4 (November 11, 2014): 65–85. http://dx.doi.org/10.1108/mbe-06-2013-0037.

Full text

Abstract:

Purpose – The purpose of the study is to develop, measure and empirically validate marketing capabilities (MARKCAPB) scale in banking sector. Design/methodology/approach – Data are collected from a branch manager and three next senior managers of 144 branches of 21 public and 7 private banks operating in Jammu city, North India. Findings – The study finds that marketing capabilities are of multi-dimensional scale, comprising three dimensions – outside-in, inside-out and spanning. Further, the study results demonstrate that all three dimensions are significantly related to marketing capabilities; with outside-in capabilities to be most strongly associated with marketing capabilities development followed by inside-out and spanning dimensions. Research limitations/implications – The study focused on only operational perspective of marketing capabilities to develop a reliable and valid measurement scale. Hence, developing marketing capabilities scale from remaining three perspectives – intellectual capital, marketing mix and competition would prove to be an interesting line of future research. Second, as marketing capabilities scale is developed and tested in banks, that too, in a single city of a country (India), it becomes important to examine whether the same scale can be applied to different sectors and countries. Moreover, future research could be carried on at identifying various antecedents that facilitate the development of marketing capabilities. Originality/value – This is the first study of this type that contributes to the development of multi-dimensional scale of marketing capabilities in banking sector in Indian context. The study provides banks’ managers with the deeper understanding of how to develop and establish marketing capabilities in an organisation. Besides, it also put light on the significant role of outside-in, inside-out and spanning capabilities that facilitate the managers in enhancing financial performance by focusing on varied sub dimensions such as relationship, regularity, communication (outside-in), Web technology and employee bonding (inside-out), advertising, pricing and product/service skills (spanning).

APA, Harvard, Vancouver, ISO, and other styles

28

Reimann, Caroline, Fernando Carvalho, and Marcelo Duarte. "The Influence of Dynamic and Adaptive Marketing Capabilities on the Performance of Portuguese SMEs in the B2B International Market." Sustainability 13, no. 2 (January 9, 2021): 579. http://dx.doi.org/10.3390/su13020579.

Full text

Abstract:

The present investigation aims study the sustainability of the business model of the Portuguese SMEs operating in the B2B International market analyzing the influence of dynamic marketing capabilities and adaptive marketing capabilities in their international marketing performance. It will also analyze the moderating effects of Competitive Intensity within this international scenario. A quantitative study was developed, using a questionnaire as a research method. In total, 335 valid responses were collected from Portuguese SMEs in June 2020. To test the hypotheses, multiple hierarchical regressions were performed. As for the analyzes involving Competitive Intensity environments, namely low and high intensity, dummies were developed to evaluate the different effects produced by the capacities in the International Marketing Performance. This study shows the positive impact of the dynamic marketing capabilities and adaptive marketing capabilities on the international marketing performance of the surveyed companies, essentially from the product development management, supply chain management, vigilant market learning and open marketing. when in a low competitive intensity environment only dynamic marketing capabilities had a positive effect on performance, but in a high, competitive, intensity environment both dynamic marketing capabilities and adaptive marketing capabilities showed positive effects in relation to performance. This study innovates by bringing international marketing, through two marketing capacities, from the perspective of SMEs that perform B2B activities.

APA, Harvard, Vancouver, ISO, and other styles

29

Reimann, Caroline, Fernando Carvalho, and Marcelo Duarte. "The Influence of Dynamic and Adaptive Marketing Capabilities on the Performance of Portuguese SMEs in the B2B International Market." Sustainability 13, no. 2 (January 9, 2021): 579. http://dx.doi.org/10.3390/su13020579.

Full text

Abstract:

The present investigation aims study the sustainability of the business model of the Portuguese SMEs operating in the B2B International market analyzing the influence of dynamic marketing capabilities and adaptive marketing capabilities in their international marketing performance. It will also analyze the moderating effects of Competitive Intensity within this international scenario. A quantitative study was developed, using a questionnaire as a research method. In total, 335 valid responses were collected from Portuguese SMEs in June 2020. To test the hypotheses, multiple hierarchical regressions were performed. As for the analyzes involving Competitive Intensity environments, namely low and high intensity, dummies were developed to evaluate the different effects produced by the capacities in the International Marketing Performance. This study shows the positive impact of the dynamic marketing capabilities and adaptive marketing capabilities on the international marketing performance of the surveyed companies, essentially from the product development management, supply chain management, vigilant market learning and open marketing. when in a low competitive intensity environment only dynamic marketing capabilities had a positive effect on performance, but in a high, competitive, intensity environment both dynamic marketing capabilities and adaptive marketing capabilities showed positive effects in relation to performance. This study innovates by bringing international marketing, through two marketing capacities, from the perspective of SMEs that perform B2B activities.

APA, Harvard, Vancouver, ISO, and other styles

30

Vorhies, Douglas W., and Neil A. Morgan. "Benchmarking Marketing Capabilities for Sustainable Competitive Advantage." Journal of Marketing 69, no. 1 (January 2005): 80–94. http://dx.doi.org/10.1509/jmkg.69.1.80.55505.

Full text

Abstract:

Market-based organizational learning has been identified as an important source of sustainable competitive advantage. One particular learning mechanism, benchmarking, is a widely used management tool that has been recognized as appropriate for identifying and enhancing valuable marketing capabilities. However, despite widespread admonitions to managers, the benchmarking of marketing capabilities as a route to sustainable competitive advantage has received scant empirical attention. The authors empirically examine the potential business performance benefits available from benchmarking the marketing capabilities of top-performing firms. The results suggest that benchmarking has the potential to become a key learning mechanism for identifying, building, and enhancing marketing capabilities to deliver sustainable competitive advantage.

APA, Harvard, Vancouver, ISO, and other styles

31

Golgeci, Ismail, and David M. Gligor. "The interplay between key marketing and supply chain management capabilities: the role of integrative mechanisms." Journal of Business & Industrial Marketing 32, no. 3 (April 3, 2017): 472–83. http://dx.doi.org/10.1108/jbim-05-2016-0102.

Full text

Abstract:

Purpose This paper aims to identify key marketing and supply chain management-related (supply chain management – SCM) capabilities and explore the nature of the linkages between these specific capabilities as shaped by the integrative mechanisms adopted by firms. Design/methodology/approach Based on the findings from dyadic interviews with 26 marketing and SCM executives from business-to-business firms, the authors develop an empirically grounded conceptual framework. Findings The authors identify innovativeness and market learning capability as key marketing capabilities and supply chain agility and relational capability as key SCM capabilities. The authors find that relationships between these strategic marketing and SCM capabilities follow a specific pattern. The authors also find that the application of unique integrative mechanisms can cultivate the potential tandem between marketing and SCM capabilities. Research limitations/implications The study informs theory with regard to two key areas: relationships among key marketing and SCM capabilities and integrative mechanisms that shape the underlying mechanisms of capability relationships. Practical implications Application of organizational dynamics to key marketing and SCM provides a more nuanced understanding of the linkages among such capabilities. A better understanding and application of integrative mechanisms may help managers to develop better tools and means to bundle their key marketing and SCM capabilities effectively. Originality/value The qualitative and exploratory nature of the paper will be of significant interest to managers who would like to achieve greater synergy between marketing and SCM capabilities.

APA, Harvard, Vancouver, ISO, and other styles

32

Gonçalves, Rui, Rui Vinhas Da Silva, Renato Lopes Da Costa, Leandro Pereira, Álvaro Dias, and Joana Sofia Da Fonseca. "Exploring the mediating role of marketing planning in enterprise marketing capabilities." International Journal of Business Environment 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijbe.2022.10047754.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Guenzi, Paolo, and Gabriele Troilo. "Developing marketing capabilities for customer value creation through Marketing–Sales integration." Industrial Marketing Management 35, no. 8 (November 2006): 974–88. http://dx.doi.org/10.1016/j.indmarman.2006.06.006.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Morgan, Neil A., Constantine S. Katsikeas, and Douglas W. Vorhies. "Export marketing strategy implementation, export marketing capabilities, and export venture performance." Journal of the Academy of Marketing Science 40, no. 2 (August 9, 2011): 271–89. http://dx.doi.org/10.1007/s11747-011-0275-0.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

d, Joana Sofia, a. Fonseca, Álvaro Dias, Leandro Pereira, Renato Lopes d, a. Costa, Rui Gonçalves, Rui Vinhas d, and a. Silva. "Exploring the mediating role of marketing planning in enterprise marketing capabilities." International Journal of Business Environment 14, no. 1 (2023): 15. http://dx.doi.org/10.1504/ijbe.2023.127690.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Carson, Grace, Christina O'Connor, and Geoff Simmons. "The crucial role of market intelligence in the development of small business marketing capabilities." Journal of Small Business and Enterprise Development 27, no. 5 (June 19, 2020): 797–816. http://dx.doi.org/10.1108/jsbed-12-2019-0394.

Full text

Abstract:

PurposeDrawing on the resource-based view of the firm, this article explores the influences of market intelligence on the development of small business marketing capabilities, with reference to specialized marketing capabilities, architectural marketing capabilities and dynamic capabilities.Design/methodology/approachThe conceptual framework and propositions present and interpret the resource–capability complementarity between market intelligence and small business marketing capabilities and outline the relationship between individual capability sets.FindingsMarket intelligence is shown to be crucial in the development of small business marketing capabilities and in the implementation of more formalized marketing strategies that allow small businesses to create value for customers and improve their performance. However, the level to which market intelligence is utilized and marketing capabilities are developed is found to be considerably influenced by the small business owner-manager and firm learning.Practical implicationsIt is imperative that small businesses acknowledge the practical benefits of market intelligence and harness these advantages accordingly. However, owner-managers must be motivated to encourage the development of more formalized marketing capabilities and act incisively upon the information derived from market intelligence.Originality/valueRecent research indicates that market intelligence and marketing capabilities can interact to enable a firm to align its resources with the market, by providing customer insights that guide them as to which value-adding activities they should implement. However, extant research in this area remains in its infancy, and very little is known about the adoption processes of market intelligence in small businesses and its role in developing marketing capabilities.

APA, Harvard, Vancouver, ISO, and other styles

37

Liu, Feng Hsu. "The Impacts of Competence-Based Marketing Capabilities." Academy of Management Proceedings 2018, no. 1 (August 2018): 10723. http://dx.doi.org/10.5465/ambpp.2018.10723abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Takahashi, Adriana, Sergio Bulgacov, Elder Semprebon, and Mônica Giacomini. "Dynamic capabilities, Marketing Capability and Organizational Performance." Brazilian Business Review 14, no. 5 (September 1, 2017): 466–78. http://dx.doi.org/10.15728/bbr.2017.14.5.1.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Tsai, Shu Pei. "Dynamic marketing capabilities and radical innovation commercialisation." International Journal of Technology Management 67, no. 2/3/4 (2015): 174. http://dx.doi.org/10.1504/ijtm.2015.068223.

Full text

APA, Harvard, Vancouver, ISO, and other styles

40

Blesa, Andreu, Maria Ripolles, and Diego Monferrer. "Marketing capabilities: do they matter in INVs?" World Review of Entrepreneurship, Management and Sustainable Development 6, no. 1/2 (2010): 71. http://dx.doi.org/10.1504/wremsd.2010.031639.

Full text

APA, Harvard, Vancouver, ISO, and other styles

41

Sharma, Anand, Sumesh Singh Dadwal, and Sandeep Singh Mahal. "Why Hospitals also Need Benchmarking Marketing Capabilities?" Paradigm 12, no. 1 (January 2008): 77–88. http://dx.doi.org/10.1177/0971890720080110.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Barrales-Molina, Vanesa, Francisco J. Martínez-López, and Juan Carlos Gázquez-Abad. "Dynamic Marketing Capabilities: Toward an Integrative Framework." International Journal of Management Reviews 16, no. 4 (November 14, 2013): 397–416. http://dx.doi.org/10.1111/ijmr.12026.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Jaworski, Bernard J., and Robert S. Lurie. "Building marketing capabilities: principles from the field." AMS Review 9, no. 3-4 (November 25, 2019): 372–80. http://dx.doi.org/10.1007/s13162-019-00160-w.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Mathews, Shane, Constanza Bianchi, Keith J. Perks, Marilyn Healy, and Rumintha Wickramasekera. "Internet marketing capabilities and international market growth." International Business Review 25, no. 4 (August 2016): 820–30. http://dx.doi.org/10.1016/j.ibusrev.2015.10.007.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Hillebrand, Bas, Paul H. Driessen, and Oliver Koll. "Stakeholder marketing: theoretical foundations and required capabilities." Journal of the Academy of Marketing Science 43, no. 4 (January 31, 2015): 411–28. http://dx.doi.org/10.1007/s11747-015-0424-y.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Morgan, Neil A., Douglas W. Vorhies, and Charlotte H. Mason. "Market orientation, marketing capabilities, and firm performance." Strategic Management Journal 30, no. 8 (August 2009): 909–20. http://dx.doi.org/10.1002/smj.764.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Alnawas, Ibrahim, and Allam Abu Farha. "Strategic orientations and capabilities' effect on SMEs' performance." Marketing Intelligence & Planning 38, no. 7 (March 4, 2020): 829–45. http://dx.doi.org/10.1108/mip-11-2019-0548.

Full text

Abstract:

PurposeThis study aims to: first, examine the effect of interaction orientation (IO) and brand orientation (BO) on marketing capabilities and small and medium enterprises' (SMEs') performance, and second, assess the complementarity effect of IO and BO on marketing capabilities and SMEs' performance.Design/methodology/approachA model was developed and tested using a survey methodology. Data were collected from 538 SMEs located in Qatar and analysed by structural equation modelling with AMOS.FindingsFirst, IO affects SMEs' performance only indirectly via marketing capabilities, whereas BO affects SMEs' performance both directly and indirectly. Second, contrary to expectations, the complementarity between IO and BO produced a destructive/suppressive effect, rather than a synergistic effect, on both marketing capabilities and SMEs' performance, reflecting the importance of a trade-off to enhance both marketing capabilities and SMEs' performance.Originality/valueTo the authors' knowledge, this is the first paper to examine the complementary effect of BO and IO on marketing capabilities and performance.

APA, Harvard, Vancouver, ISO, and other styles

48

Perrigot, Rozenn, Begoña López-Fernández, and Guy Basset. "Conflict management capabilities in franchising." Journal of Retailing and Consumer Services 63 (November 2021): 102694. http://dx.doi.org/10.1016/j.jretconser.2021.102694.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Kayabasi, Aydin, and Thandiwe Mtetwa. "Impact of marketing effectiveness and capabilities, and export market orientation on export performance." European Business Review 28, no. 5 (August 8, 2016): 532–59. http://dx.doi.org/10.1108/ebr-11-2014-0084.

Full text

Abstract:

Purpose The purpose of this paper is to examine the relationships between marketing effectiveness, marketing capabilities, export market orientation and export performance. Design/methodology/approach The research analyses whether export market orientation, marketing effectiveness and marketing capabilities are antecedents of export performance with structural equation modelling. Data to test the model were obtained through a structured survey of 443 export companies operating in the Aegean region of Turkey. After explanatory and confirmatory factor analysis, the structural model was tested. Findings The findings suggest that export market orientation has a significant impact on marketing capabilities and marketing effectiveness, and that marketing effectiveness has a significant impact on export performance. This indicates that export market orientation is central to the development of marketing capabilities, while marketing effectiveness contributes to explaining export performance. Research limitations/implications There are several limitations of the research. The first significant limitation is that the variables had various sub-dimensions. The second limitation is about sampling of the research that it is not specific to a particular sector. Practical implications This paper provides useful insights to exporters on market orientation, focal dimensions of marketing effectiveness and marketing capabilities that would help them enhance their export performance. Originality/value Using the resource-based view, this paper contributes to the explanation for export performance by assessing the role of export market orientation behaviour on marketing capabilities and marketing effectiveness.

APA, Harvard, Vancouver, ISO, and other styles

50

Moore, Marguerite, and Ann Fairhurst. "Marketing capabilities and firm performance in fashion retailing." Journal of Fashion Marketing and Management: An International Journal 7, no. 4 (December 1, 2003): 386–97. http://dx.doi.org/10.1108/13612020310496976.

Full text

Abstract:

Intense competition and short product life cycles in fashion retailing present a number of marketing challenges for retail firms in both the USA and abroad. In order to survive in this industry, it is vital for participants to develop and leverage core marketing capabilities. The current study examines the effectiveness of different marketing capability factors in a cross‐section of the US specialty apparel and footwear retailing sector (n = 60 retail firms). Data were collected from marketing executives in a national mail survey. Specifically, marketing capabilities in image differentiation, promotions, external‐market knowledge and customer service are examined for their impact on firm level performance. A two‐stage structural equation model is used to test the study’s hypotheses. Results suggest that the most effective marketing capabilities, in terms of performance, are image differentiation and promotional capability.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!