Export marketing strategy implementation,export marketing capabilities,and export venture performance

Since exporting is the most popular mechanism by which firms engage with international markets, understanding the drivers of export market performance is key to explaining firms’ international competitiveness. The literature posits that the effective implementation of planned export marketing strategy is a key determinant of the performance of firms operating in international markets. Yet little is known about the specific nature and drivers of export marketing strategy implementation effectiveness. In this study we build on the implementation literature in marketing and strategic management to develop a new conceptualization of export marketing strategy implementation effectiveness. Drawing on dynamic capabilities theory, we empirically examine the export marketing capability antecedents and performance consequences of export marketing strategy implementation effectiveness in the context of manufacturing firms that are exporting to international markets. Results indicate that effective implementation of planned export marketing strategy contributes to export market and financial performance, and that marketing capabilities play an important role in enabling effective marketing strategy implementation in export venture operations.     

Strategic goal accomplishment in export ventures: the role of capabilities,knowledge, and environment

The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their accomplishment, enabling subsequent goal realization. Yet the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal–realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal–realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments are better able to realize their intended strategic objectives and thereby enjoy superior performance.     

Innovation pathway to profitability: the role of entrepreneurial orientation and marketing capabilities

Drawing from the marketing capabilities and innovation literatures, we identify aprocess by which a firm’s entrepreneurial orientation impacts profits and show that it is dependent on marketing capabilities. Using a half-longitudinal design we integrate survey data with performance metrics over two time periods, from a sample of 190 firms. While the effect of entrepreneurial orientation (EO) on innovation is enhanced by architectural marketing capabilities, the effect of innovation outcomes on profits is enhanced by specialized marketing capabilities. Ultimately, the pathway from EO to performance, mediated by innovation, is positively significant at higher levels of both marketing capabilities. The results uncovered using Bayesian conditional process modeling, are robust to alternate model specifications, endogeneity tests, and provide insights into the capabilities-based understanding of entrepreneurism-marketing interface. We discuss resource allocation implications for managers as they attempt to maximize profits through innovation.     

Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation

Evidence within the marketing literature has shown that marketing capabilities are important drivers of firm performance. However, very little is known about how firms improve their marketing capabilities via the embedding of new market knowledge. Organizational learning theory provides us with a theoretical lens through which we can examine how existing customer-focused marketing capabilities may be improved and new customer-focused marketing capabilities may be created via marketing exploitation and exploration capabilities. In addition, this study investigates whether ambidexterity in marketing exploration and exploitation exists and finds that firms cannot do both at high levels without risking a negative impact on customer-focused marketing capabilities. This study also presents findings demonstrating how improving the two customer-focused marketing capabilities in our study, brand management and customer relationship management, impacts objective financial performance.     

Evaluation of subsidiary marketing performance: combining process and outcome performance metrics

Issues in evaluating marketing performance and devising appropriate metrics for measurement have taken center stage in marketing thought and practice in recent years. We propose an empirical model that enables a multinational enterprise (MNE) to assess the marketing performance of its subsidiaries, taking into explicit consideration the fact that tactical actions by subsidiaries contribute to the creation of assets that can be harnessed for marketing outcomes. Thus, our model captures the asset creation abilities of marketing expenditures and also takes in to account the environmental differences of the context in which each MNE subsidiary operates. We evaluate comparative, overall, and process-level (creation of market assets and market yield) marketing performance in the context of multi-country operations. This simultaneous examination of marketing process and marketing outcome performance enables a global corporation to gain strategic, operational, and diagnostic insights into the performance of its subsidiaries. Our approach is empirically illustrated with an evaluation of the marketing performance of subsidiaries of a large global corporation.     

The evolving marketing concept,competitive intensity and organizational performance

Marketing educators generally assume in their teaching that there is little inconsistency between adherence to the marketing concept and the stakeholder concept. Some assume that the latter is a logical extension of the former but there has been no empirical analysis of this issue. In this paper, research based on the perceptions of Fortune 500 executives is presented which focuses on this issue. Of particular concern are their views concerning the future business environment, organizational conduct and expected performance in 1995. This data is used to empirically examine the inseparability of the marketing concept and stakeholder concept. In addition, the relationship of the competitive environment upon these philosophies as well as upon perceived organizational performance is empirically investigated and discussed.     

西部地区竞争优势刍议

明确西部的竞争优势是关系到如何启动西部经济的一个重要问题。长期以来 ,把优越的自然资源禀赋作为西部的竞争优势 ,不仅造成东西部不平等的垂直型地域分工 ,而且使西部专业化发展程度极低 ,经济发展陷入贫困的恶性循环。而发展西部的关键就在于增加参与交易的中间部门 ,通过多元工业化道路的实施 ,培育和积累内在比较优势 ,发展总生产力 ,提升分工与专业化程度。     

广东洗发水产业竞争优势分析--兼论波特钻石模型的拓展

通过对广东洗发水产业竞争优势的分析得出结论：在地区产业竞争力形成阶段，钻石模型各个要素的运行机制是：政府处于核心位置，通过政策等工具嫁接外来资源和发挥本地的资源优势，并且在这些资源的基础上培养该产业其他必要的生产要素的优势和相关支持产业的竞争优势。同时，在企业层面上，政府通过企业政策，嫁接优势外来企业和培养本地优秀企业，从而使得该地区具备了钻石模型的各个要素，导致整个地区产业竞争优势的形成。     

Managerial,organizational, and external drivers of sales effectiveness in export market ventures

The authors extend sales management theory by considering the role of export sales management in small- and medium-sized firms, and they develop an integrated model of export sales organization effectiveness. Specifically, the authors test 16 hypotheses that examine the relationships among export sales management control, export territory, psychic distance, export sales performance, and export sales organization effectiveness. Using a mail-survey approach, data were collected from U.K.-based export sales managers in 146 direct exporters of industrial products. Though certain anomalies are observed, the research findings support many of the hypothesized associations, confirming the robustness of existing sales management concepts and theories in an export-marketing context.

Extending the competitive marketing strategy paradigm: The role of strategic reference points theory

The purpose of this article is to extend and integrate the new strategic reference points theory (SRP), developed in the strategic management area, into the discipline of strategic marketing management. The major new tenets of the theory are the inclusion of cognitive, organizational processes and benchmarking simultaneously. First, the authors describe the impact of the marketing SRP on marketing strategic choice behavior captured in the tradeoff between risk and return (risk avert vs. risk lover) as was proposed by prospect theory. Then, they explore the performance consequences of integrating the newly formed stages while considering organizational process and implementation issues of reference points such as content, configuration, consensus, and change. Aviv Shoham is a senior lecturer of marketing at the William Davidson Faculty of Industrial Engineering and Management, Technion-Israel Institute of Technology, Technion City, Haifa. Avi Fiegenbaum is an associate professor of management at the William Davidson Faculty of Industrial Engineering and Management, Technion-Israel Institute of Technology, Technion City, Haifa.     

在学习和实践中提高党的执政能力

执政是中国共产党的革命奋斗目标和主要职能。执政党建设的关键是执政能力建设,这是党执政后的一项根本建设。执政能力建设是政治学中重要的核心问题。加强执政能力建设,最根本的是解决为谁执政、靠谁执政和怎样执政的问题。提高执政能力靠学习和实践。     

学习和实践中提高党的执政能力

执政是中国共产党的革命奋斗目标和主要职能。执政党建设的关键是执政能力建设，这是党执政后的一项根本建设。执政能力建设是政治学中重要的核心问题。加强执政能力建设，最根本的是解决为谁执政、靠谁执政和怎样执政的问题。提高执政能力靠学习和实践。     

Environmental marketing strategy and firm performance: Effects on new product performance and market share

Recent studies on marketing and the natural environment have called for research that links environmental marketing strategies to the performance of the firm. This research operationalizes the enviropreneurial marketing (EM) construct and examines its relationship with firm performance. It is the first empirical research to operationalize the EM construct. The new scale, albeit a first attempt, demonstrates encouraging psychometric properties. According to the resource-based view of the firm, a resource such as EM should directly influence firms’ capabilities (e.g., new product development success) but not competitive advantage (e.g., change in market share). A nationwide study of top-level marketing managers supports this perspective. In addition, although market turbulence also affects new product development success, it does not have an impact on EM. This suggests that EM formation is driven by internal rather than external forces. William E. Baker (william.baker@sdsu.edu) is an associate professor of marketing at San Diego State University. His research interests lie primarily in advertising effectiveness, new product success, organizational learning, and market orientation. He has published in leading scholarly journals including theJournal of the Academy of Marketing Science, theJournal of Product and Innovation Management, theJournal of Consumer Psychology, theJournal of Advertising, Psychology & Marketing, and theJournal of Market Focused Management. He has also served as the head of research in a major communications firm and is actively involved in consulting. James M. Sinkula (james.sinkula@uvm.edu) is John L. Beckley Professor of Marketing in the School of Business Administration at the University of Vermont. His research interests lie primarily in the areas of organizational learning, market orientation, product innovation, environmental marketing strategy, and organizational performance. He has published in the leading scholarly journals, including theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of Product and Innovation Management, theJournal of Business Research, theJournal of Advertising Research, theJournal of Market Focused Management, theJournal of Business and Industrial Marketing, theJournal of International Marketing, and others.     

Firm-level export performance assessment: Review, evaluation, and development

Export performance is one of the most widely researched but least understood and most contentious areas of international marketing. To some extent, this problem can be ascribed to difficulties in conceptualizing, operationalizing, and measuring the export performance construct, often leading to inconsistent and conflicting results. This study reviews and evaluates more than 100 articles of pertinent empirical studies to assess and critique export performance measurements. Based on gaps identified in this evluation, guidelines for export performance measure development are advanced, suggesting, however, a contingency approach in their application. Several conclusions and implications for export strategy and future research are derived from this analysis. Constantine S. Katsikeas holds the Sir Julian Hodge Chair in Marketing and International Business at Cardiff Business School, Cardiff University. His main research interests lie in the areas of international marketing and purchasing, global strategic alliances, and competitive strategy. He has published widely in these fields and his articles have appeared inJournal of International Business Studies, Journal of International Marketing, (formerly Columbia)Journal of World Business, Journal of Business Research, Industrial Marketing Management, andManagement International Review, among others. Leonidas C. Leonidou is associate professor of marketing at the University of Cyprus. He obtained his Ph.D. in marketing from the University of Bath, and has research interests in international marketing, relationship marketing, strategic marketing, and marketing in emerging economies. He has published extensively in these fields and his articles have appeared in various journals includingJournal of International Business Studies, Journal of Business Research, Journal of International Marketing, andManagement International Review. Neil A. Morgan is assistant professor of marketing in the Kenan-Flagler Business School at the University of North Carolina, Chapel Hill. His research interests focus on strategic issues concerning marketing resources and capabilities, and marketing planning and implementation processes and their links with business performance. His work has appeared inJournal of the Academy of Marketing Science, Journal of Business Research, Industrial Marketing Management, British Journal of Management, European Journal of Marketing, and other journals.     

Globalization, marketing resources, and performance: Evidence from China

Two important areas are underexplored in the relationship between marketing resources and performance. First, the subject has been primarily investigated in the context of Western countries, and inadequate attention has been given to emerging economies. Second, despite the recent growth in globalization, the moderating role of globalization on the link between marketing resources and performance has not been investigated. Addressing these important gaps, this article focuses on an emerging economy (China) and explores the moderating effect of globalization on this link. Specifically, the authors develop several hypotheses highlighting the moderating role of globalization activities (global product sourcing, global market seeking, and global partnership) on the link between marketing resources (market orientation, entrepreneurial orientation, and innovative capability) and firm performance. The findings of the moderating role of globalization provide several important implications for marketing theory development and managerial practice. Xueming Luo (luoxm@uta.edu) is an assistant professor in the Department of Marketing in the College of Business Administration at the University of Texas at Arlington. Before joining the University of Texas at Arlington faculty, he was on the faculty of the State University of New York at Fredonia. His research has appeared in various journals, including theJournal of Business Research, the International Journal of Research in Marketing, the Journal of Advertising Research, the Journal of Interactive Advertising, and Industrial Marketing Management. K. Sivakumar (Ph.D., Syracuse University; k.sivakumar@lehigh. edu) is the Arthur Tauck Professor of International Marketing & Logistics and a professor of marketing at Lehigh University. Prior to joining Lehigh in 2001, he spent 9 years at the University of Illinois in Chicago. His research interests include pricing, global marketing, and innovation management. His research has been published or is forthcoming in theJournal of the Academy of Marketing Science, the Journal of Marketing, the Journal of International Business Studies, Decision Sciences Journal, Marketing Letters, the Journal of Business Research, International Marketing Review, the Journal of Product Innovation Management, Pricing Strategy & Practice: An International Journal, Psychology & Marketing, and other publications. He has won several awards for his research (including theDonald Lehman Award) and is on the editorial board of several scholarly journals. He has won outstanding reviewer awards from two journals. Sandra S. Liu (liuss@purdue.edu) is an associate professor in the Department of Consumer Sciences and Retailing at Purdue University. She received her Ph.D. from the University of London, and her current research interest focuses on strategic marketing issues in the context of customer contact, including knowledge management in a corporation in transition and sales management in a knowledge economy. With her extensive industry experience, she has written a number of books and journal articles, which have appeared in theInternational Journal of Research in Marketing, the Journal of Business Research, theEuropean Journal of Marketing, Marketing Intelligence and Planning, among others.     

Patterns and performance outcomes of innovation orientation

Extant research has identified a broad set of antecedents of innovativeness, with the assumption that maximizing as many of them as possible leads to sustained innovativeness. However, companies usually face resource constraints and therefore must strive to identify and combine the most important drivers of superior innovativeness effectively. This research addresses this practical challenge by identifying typical patterns of innovation orientation and their associated performance outcomes. Drawing on configuration and boundary theory, the authors develop a framework and hypotheses, then use data from marketing managers, R&D managers, and customers to identify four patterns: integrated innovators, internally driven preservers, proactive customer-oriented innovators, and top-down innovators. The empirical results reveal performance differences across these patterns. An integrated approach leads to the highest innovativeness scores, but proactive customer-oriented innovators and top-down innovators enjoy the greatest financial success.     

The synergistic effect of market orientation and learning orientation on organizational performance

Although a large body of research theoretically asserts a positive relationship between market orientation and organizational performance, fewer empirical studies demonstrate it using multiple and varied organizational performance measures. Additionally, a series of recent studies have theoretically proposed, but not empirically demonstrated, that a firm’s learning orientation is likely to indirectly affect organizational performance by improving the quality of its market-oriented behaviors and directly influence organizational performance by facilitating the type of generative learning that leads to innovations in products, procedures, and systems. This empirical study supports all of these specific contentions and the more global notion that higher order learning processes may be critical in creating a sustainable competitive advantage in the firm. William E. Baker is an assistant professor of marketing in the School of Business Administration at the University of Vermont. His research interests include both individual and organizational learning. He has published in the areas of consumer decision making, advertising effectiveness, and market-based organizational learning. James M. Sinkula is an associate professor of marketing in the School of Business Administration at the University of Vermont and the director of its MBA Program. His research interests lie primarily in the areas of organizational information use and market-based organizational learning. He has publications in theJournal of the Academy of Marketing Science, Journal of Advertising Research, Journal of Business Research, Journal of Marketing, and others.     

Marketing implementation: The implications of marketing paradigm weakness for the strategy execution process

Reviewing the marketing strategy implementation issue in an era of a weaker marketing paradigm contrasts traditional sequential flow models of implementation with the “strategy formulation/implementation dichotomy” and leads to the emergence of a processual view of implementation. The processual view clarifies the underlying behavioral and organizational factors that build strategy implementation capabilities. These underlying factors are at risk from a weaker marketing paradigm. The weakening of the marketing paradigm is discussed in terms of the downsizing and disappearance of the marketing function, but more fundamentally in the loss of strategic influence for marketing in the face of competing management paradigms such as the “lean enterprise” and “lean thinking.” The conclusion is that the impact on implementation capabilities is being felt first in companies where the marketing paradigm has been traditionally weak, but that this may be prototypical for other companies in the longer term. A number of important areas for conceptual and empirical attention are indentified. Nigel F. Piercy, Ph.D., is Sir Julian Hodge Chair in Marketing and Strategy with Cardiff Business School, at Cardiff University in the United Kingdom, and has held visiting positions at Texas Christian University, the University of California-Berkeley, and the Athens Laboratory for Business Administration. He has published widely in the area of marketing strategy and implementation in the international literature and has had articles published in theJournal of Marketing, theJournal of the Academy of Marketing Science, theJournal of International Marketing, and theJournal of World Business. He has published eight books, most recently the executive textMarket-Led Strategic Change: Transforming the Process of Going to Market (Oxford, UK: Butterworth-Heinemann).