Creativity in marketing management—a unified approach

This paper sets out to identify how marketing management can provide the lead in adopting a more creative approach to innovation at the idea generation stage.

Both the proactive and reactive approaches to innovation strategy are discussed in the context of change factors and the sourcing of new ideas for innovation. Four loci of idea initiation are identified, which appear to vary in importance according to industry sector.

Although evidence is presented to suggest that heuristic techniques are being used increasingly to enhance creativity, their use is limited both by the perception of their function and the strategic mode adopted by the organisation. The concept of the marketing‐centred creative circle is introduced to counter these limiting factors. It is argued that the creative circle offers a bridging function in the generation of new ideas for innovation and in extending the existing stock. As well as performing this function, a more creative and entrepreneurial atmosphere will emerge as lateral relationships develop. With the development of successive marketing‐centred creative circles within the organisation, a unified approach to creative innovation will evolve as the traditional proactive and reactive strategies merge.     

Customer service—the missing dimension in marketing management

Although several writers have drawn attention to Customer Service as a vital ingredient for success in marketing there is still confusion over what is, how to measure it and hence how to manage it. Yet examples continue to emerge which suggest that Customer Service is the essence of the marketing concept in practice and therefore a source of differentiation and competitive advantage.

It is also suggested that the way firms deal with customer service is a more accurate reflection of their marketing orientation than organisational or other characteristics. A useful reminder that business is about creating and providing customer satisfactions would therefore seem appropriate and ways to improve Customer Service are suggested based on several case study examples.     

Are workplaces with many women in management run differently?

Are workplaces with a high percentage of women in management run differently? This paper uses data from the British 1998 Workplace Employee Relations Survey (WERS98) to analyze empirically the relationship between the percentage of female workplace managers and people-management practices. The results show that workplace management teams with a higher proportion of women monitor employee feedback and development more intensely. Such teams also tend to promote more interpersonal channels of communication and more employee participation in decision-making, although the evidence is weaker for these last two practices. Overall, the findings suggest that the concept of good workplace management practices converges on female leadership styles when the percentage of female managers increases.     

Omnichannel marketing: Are cross-channel effects symmetric?

The rapid growth in omnichannel (e.g., Web, call center, sales agent, store) shopping and the need to effectively allocate resources across channels are prompting managers and researchers to better understand cross-channel effects, that is, the effects of marketing efforts in one distribution channel on shopping outcomes in other channels. We develop a broad set of hypotheses about cross-channel effects based on channel richness and influence roles (informative, persuasive). To test the hypotheses, we model the effects (own and cross) of channel marketing efforts on shopping outcomes in different channels through a simultaneous equation system. We estimate these models using data from the auto insurance industry that comprises the exclusive agent, the independent agent, the Web, and the call center channels. Our results offer novel insights. They show that cross-channel effects and elasticities are significant and asymmetric. While the effect of marketing efforts in a channel on shopping outcomes in a dissimilar (with a different primary influence role) channel is positive (e.g., exclusive agent, the Web, and the call center channels are complementary), the magnitudes of the cross-channel effects are asymmetric. Similarly, while the effect of marketing efforts in a channel on shopping outcomes in a similar (with the same primary influence role) channel is negative (e.g., independent agent and exclusive agent channels are substitutional), they are also asymmetric. Exclusive agent efforts have a greater negative effect on the outcomes of independent agent efforts than vice versa. Based on the results, we develop a channel influence vs. influenceability analysis tool for managers to better plan their channel efforts. We also illustrate a resource allocation model that shows substantial incremental profits from the reallocation of marketing efforts based on our model with cross-channel effects relative to a model without cross-channel effects.     

Can design improve the performance of marketing management?

Marketing management and design is assumed to be well performing when well integrated. Seen from a marketing management perspective, design is complementary and provides useful tools like visualisation and prototyping as well as empathy with the consumers. Jointly this can increase the performance of the company. Due to different cultures, languages and procedures marketing management often fails to deliver these advantages. The introductory essay provides an overview of methods to afford a better integration between the two and introduces a number of articles providing an overview and up-to-date analysis of the current situation.     

Towards a paradigm shift in marketing? An examination of current marketing practices

In recent years, the traditional Transaction approach to marketing has been challenged to the point where a number of authors have suggested that a “paradigm shift” is occurring. The “newparadigm” is commonly referred to as Relationship Marketing, and has been used to reflect a number of different types of relational marketing activity, including Database, Interaction and Network marketing. This paper investigates current marketing practice to clarify the relevance of these alternative approaches using four case studies and a survey of 134 firms. The results do not support the notion of a complete “paradigm shift”. Rather, the findings show that for many firms, transactional marketing is relevant and practised concurrently with various types of relational marketing. It is concluded that while relational marketing issues are currently receiving attention from academics and practitioners alike, the role of transactional marketing should not be ignored or underestimated.     

Do strategic marketing and social capital really matter in regional clusters? Lessons from an emerging economy of Latin America

This research explores the relationship between geographic proximity and the building of social capital and inter-firm cooperation in strategic marketing. By emphasizing social interactions and the building of social capital, we extend the research on industry clusters beyond traditional economic perspectives and factors motivating cooperation between firms. The empirical study is based on a survey of 90 senior managers from three natural resources-based industries (two non-clustered and one clustered) in Chile. The results show that managers in clustered versus non-clustered industries differ in terms of the perceived value of location, the perceived value of building social capital, their involvement in activities that build social capital, their attitudes toward cooperative marketing, their history of involvement in cooperative marketing activities, and their intentions for engaging in cooperative marketing activities in the future. Trade associations in clustered versus non-clustered industries play different roles in regard to creating social capital. The article concludes by discussing the implications of these findings for researchers, managers and policy makers.     

Are stocks dumped or neglected by analysts' inferior investments to covered stocks?

We compare the long-term stock price and operating performance of firms that are followed by analysts to those that are not over the period of 1994-2005. While analysts are skillful in identifying quality firms for coverage, the market is efficient in pricing both covered and neglected stocks such that risk-adjusted stock returns are compatible between the two groups. However, dumped stocks consistently outperform covered stocks with significant risk-adjusted returns across different market conditions and regulatory environments. Hence, investors might earn better returns by investing in dumped stocks, but the higher returns may represent compensation for greater search costs and information risk associated with investing in these stocks.     

How much to give? — The effect of donation size on tactical and strategic success in cause-related marketing

In cause-related marketing (CM), companies promise a donation to a cause every time a consumer makes a purchase. We analyze the impact of the size of this donation on brand choice (tactical success) and brand image (strategic success). Our results reveal different effects of donation size on these success measures. For brand choice, the effect of donation size is moderated by a financial trade-off for consumers, whereas the effect on brand image is moderated by donation framing. Specifically, we show that donation size has a positive effect on brand choice if consumers face no financial trade-off; i.e., if they do not have to choose between triggering a donation or saving money. The effect is negative if a trade-off exists such that higher donations come at higher costs. Brand image is enhanced by larger donations if the framing is nonmonetary (e.g., the campaign promises the provision of vaccinations), whereas donation size has a negative effect if donation framing is monetary (e.g., the campaign states the Euro amount). If campaigns use a combination of both frames, the effect of donation size on brand image has an inverted U shape. Our results suggest that CM enhances tactical and strategic success only if firms select the right donation size, taking into account donation framing and financial trade-offs.     

How should information technology be covered in the accounting program?

Professional accounting associations, business schools, and accounting professors are increasingly faced with an important question: Which information technology (IT) competencies should be developed in accounting programs to train skilled professional accountants? Key references in accounting education show that advanced‐level training in IT is very important for accountants’ careers. Through content analysis, I investigate how Canadian CPAs are trained in IT. Results indicate that, postmerger, IT has lost ground in the CPA program. This could be mainly due to: (a) a larger coverage in finance, strategy, and governance topics; (b) challenges to promote and teach IT in terms of course development; and (c) a lack of recognition of and incentives for academic work on IT. Compared to some key players in accounting education, it appears that Canada has taken a different route with regard to the required IT competencies. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

Twitter-marketing in multi-unit restaurants: Is it a viable marketing tool?

The main purpose of the current article is to investigate the status of the usage of Twitter-marketing and to examine the potential factors that impact the usage of Twitter-marketing. The results show that 69.4% of the multi-unit restaurant companies studied use Twitter-marketing and that small restaurants are more likely to utilize Twitter-marketing.     

Best for baby? Framing weaning practice and motherhood in web-mediated marketing

The aim is to illustrate how web marketing frame commercial baby food as a value-adding part of weaning practice and discuss how various ways of framing relate to contemporary mothering ideals. Drawing on “practice” and “frame analysis,” we illustrate how four baby food producers’ web marketing frame commercial baby food and weaning as “medical,” “fun” or “convenient.” The analysis shows that the web material offers a range of images and ideals that could function as discursive resources in mothers’ everyday feeding practices, while at the same time providing a good fit with several, rather than one specific mothering ideal. Besides adding to our knowledge on mothering this work illustrates the role that marketing play in configuring consumer practices. As a form of representation of consumer practice marketing involves a range of images offering discursive resources and supports consumers in negotiating actual and ideal practices linked to cultural ideals on consumption.     

Is marketing agility important for emerging market firms in advanced markets?

Marketing agility has recently gained the attention of international marketing managers and scholars. However, scholars have not examined how this capability directly and indirectly influences firm performance and how the effects change under the complex market conditions facing emerging market (EM) firms in advanced economy (AE) markets. Hence, underpinned by the dynamic capability and complexity theories, this study investigates the direct effect of marketing agility—a dynamic meta-capability involving market sensing, speed, flexibility and responsiveness—on firm performance and its indirect effect via marketing program adaptation. Moreover, it explores changes in these direct and indirect relationships under varying market complexity levels. EM firms are often disadvantaged owing to AE market complexity, such as the presence of low-cost advantage of local AE firms. Hence, investigating this framework in this context is valuable. Using data on Pakistani firms exporting to AE markets, the study finds that marketing agility influences firm performance, and the influence is stronger under high market complexity. When market complexity is low, the influence is mediated by the firms’ ability to adapt their marketing program to meet AE market requirements. Supporting theoretical and managerial implications are offered.