The evolution of strategic marketing

This article examines the evolution of the concept of strategic marketing. Strategic marketing does not replace traditional marketing management. Rather it adds new dimensions to the field of marketing, enhancing its role in the determination of corporate strategy.     

The anatomy of strategic marketing planning

Strategic planning provides the focus for this two‐part “state of the art” review, to be published in consecutive issues of the Journal. Part one gives an overview of strategic planning and the different environments in which theategic planning process occurs. In part two the author considers the benefits and pitfalls associated with the implementation of a variety of strategic planning frameworks. The product life cycle, growth vector concept and growth share matrix are discussed, amongst others.     

The marketing and strategic planning interface

This article examines the potential contribution and implementational problems of developing marketing planning as a means to increase the marketing orientation of a company. It draws on the experience gained from a two year involvement in the design and implementation of a planning system for a large manufacturer, and reviews some of the literature on marketing and strategic planning. The focus is on the problems of managing the interface between strategic and marketing management, and the important role played by marketing information, the Chief Marketing Executive and the planning function in achieving effective and integrated strategic marketing planning.     

Ethical behavior of marketing managers

The ethical behavior of marketing managers was examined by analyzing their responses to a series of different types of ethical dilemmas presented in vignette form. The ethical dilemmas addressed dealt with the issues of (1) coercion and control, (2) conflict of interest, (3) the physical environment, (4) paternalism, and (5) personal integrity. Responses were analyzed to discover whether managers' behavior varied by type of issue faced or whether there is some continuity to ethical behavior which transcends the type of ethical problem addressed.     

Self-esteem,role stress,and job satisfaction among marketing managers

The relationship of self-esteem, role stress, and job satisfaction among sales and advertising managers is examined. Role stress is shown to be inversely related to job satisfaction for both groups. High self-esteem was found to lessen the role stress felt by the manager, thereby indirectly affecting job satisfaction. Self-esteem, however, did not relate to job satisfaction directly nor did it moderate the relationship between role stress and job satisfaction.     

Entrepreneurial orientation and strategic alliance success: The contingency role of relational factors

This study extends entrepreneurship research into the domain of strategic alliances by hypothesizing a positive relationship between entrepreneurial orientation (EO) and firm-level alliance success. Drawing on a relational view, we further examine the focal relationship within a contingency framework, building on the distinction between cooperation (joint action and bonding) and conflict. Findings from a study of 197 partner firms suggest that a high level of joint action strengthens the positive relationship between EO and alliance success. Bonding moderates the relationship in an inverted U-shape manner such that the effect of EO on alliance success will be greatest when bonding exists at the moderate level. However, conflict has no significant moderating effect on the EO–alliance success relationship. Overall, this study provides novel insights into whether and when partner firms can translate an EO into final alliance outcomes.     

The logic of being illogical in strategic marketing planning

This article challenges the validity and usefulness of a conventional model of the sequence of stages in strategic marketing planning. Quite simply the conventional model ignores the organisational and human realities facing the planner. This paper proposes an “illogical” but iterative model of strategic marketing planning which is driven by the managerial understanding of the environment and knowledge of what tactical imperatives exist and constrain implementation. The advantages of explicitly recognising this “illogical” aspect of the planning process lie in: coping better with information demands made by executives in planning; allowing for psychological planning constraints and the obstacles created by the real nature of the manager's job; and in gaining the implementation of strategic marketing plans, with all that this implies for organisational and cultural change. The argument leads to an agenda of issues to be considered by the executive responsible for managing the strategic marketing planning process.     

Creating strategic change in procurement orientation: A strategy for improving competitiveness

The changes in the business environment with technological breakthroughs and crumbling national barriers are pressuring firms to become more efficient and entrepreneurial in order to compete in globalized markets. To meet these pressures is no simple task. Far-sighted exeutives are responding by initiating wrenching revisions of their firm's competitive postures, internal controls and corporate cultures. All these changes are forcing top management to alter its expectations of its purchasing organization. No longer can firms create, design, launch, and provide viable products throughout their life cycles without regard to the supply aspects of the material and components that go into them. The paper proposes a model for achieving a purchasing orientation change strategy, and argues the need for the purchasing organization to be strategically oriented to improve the company's competitive posture in the marketplace.     

UK and German defence industry change: Some perspectives on strategic marketing

Over the past decade, the European defence industry has had to respond to increasing pressures of reduced defence spending, exacerbated more recently by removal of the immediate military threat from the former Soviet Union. Under the “Options for Change “, the UK has abandoned certain weapons programmes, while Germany has had the additional economic and social problems brought on by re‐unification. The industry's options comprise conversion, diversification or specialization, thus continuing to face structure change and competition from defence imports and “off‐the‐shelf” systems and equipment. Given the high exit barriers and past “cushioning” of the industry by governments, the presence of skills and know‐how to compete effectively is questionable. The case for strategic marketing approach for those suppliers remaining is clear; as buyer (monopsonistic) power strengthens, the threat of new entrants increases and the associated competitive rivalry intensifies. However, the ingrained “defence culture “ in many supplier organizations may be an impediment to change.     

“第一品牌”背后的战略营销方法——访上海智旗战略品牌营销机构创始人邵军

邵军,2005年创立上海智旗战略品牌营销机构,他在2010年出版《如何打造第一品牌》,结合实际案例,系统披露了实战中总结的第一品牌战略超级品类等品牌战略方法,成为年度经管类畅销书。智旗将传统咨询公司、营销策划公司、广告公司,三者合一贯穿打通,被超过100家中国企业选为战略合作伙伴,部分客户服务时间超过十年。     

The implementation of strategic marketing planning techniques in British industry

This article reports the results of a large scale investigation into U.K. marketing management, designed to assess the effects of the recession and to identify the response of marketing management to the new challenges of the 1980s. The results are compared with previous research in this area although this is primarily concerned with North-American experience.     

The changing role of Europe's managers

The American businessman may be comforted to know that the problems he faces are like those faced by his colleagues in Europe. Economic fluctuations have demanded new talents of the European manager; organizational structures are changing, and mergers are more common. Some of the problems stem from social changes: increasing socialization, pressure from employees for codetermination, pressure concerning pollution control, and the anti-business attitude of the young. In addition, European managers face new minority problems; for example, more than 2 million foreign workers are employed in Germany alone. The author includes a sharp word for American multinational companies that fail to think in international terms.     

Personality profiles of marketing vs. r&d managers

The critical importance of the marketing-R&D interface in the new product development process is widely acknowledged in the marketing literature. Generally, problems in achieving a productive integration of the two departments has been blamed on differences in the orientations of the two areas. Previous studies have focused largely on organizational factors leading to a less than successful interaction. The present study, after considering the occupational choice literature, examines the overlooked dimension of personal differences as a key consideration in the interface. Using Cattell's 16 PF personality instrument, a study was conducted to compare and contrast the personalities of marketing and R&D managers in America's largest corporations. The results, consistent with studies of occupational choice, indicate that while there are some similarities between the two groups, several significant differences exist that can have strong implications for the ability of managers from the different areas to productively interface.     

Understanding diversity managersõ role in organizational change: Towards a conceptual framework

The paper presents a conceptual framework charting the agency of diversity managers in organizational change. Evaluating and critiquing the contemporary models of organizational change management, we identify three concepts, which are situatedness, relationality, and praxis, for understanding the diversity managers' agency in the organizational change process. Each orienting concept is explored in the context of current diversity management literature and their combined explanatory power is discussed. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

Relating strategic market orientation and market performance: role of customer value types

A service provider achieves competitive advantage by configuring appropriate strategic orientation and customer value type. This paper addresses three important issues: (i) which customer value type (economical, relational or technical) is important for bank customers? (ii) which strategic market orientation (customer or competitor) helps in achieving the desired value type? and (iii) which value type significantly predicts market performance? We propose that a strategic market orientation pursued by a firm shall influence the customer value it intends to offer so as to maximize the market performance. Using data collected from 538 bank customers, this study reveals that when there is a perfect match between strategic market orientation and value being perceived by its customers, a firm shall achieve strategy-value fit and realize optimal market outcomes in the form of customer satisfaction, acquisition, retention, cross-selling, and up-selling. Furthermore, a bank shall realize maximum level of market performance if it pursues both customer and competitor orientation and endeavors to deliver technical/functional value to its target customers. The paper concludes with managerial implications and future research directions.