ENVIRONMENTAL FINANCE: VALUE AND RISK IN AN AGE OF ECOLOGY

Environmental issues are restructuring markets and redirecting capital flows throughout the world. An outline is provided of concerns facing the development of an environmentally responsible or ‘environmental finance’ perspective. It reviews the major ways in which organizations are responding to environmental threats and opportunities in the three major branches of finance — corporate finance, investments and financial institutions — highlighting in particular novel programs and initiatives. In the past, financial concerns have exacerbated the degradation of the natural environment; in the future, they probably hold the key to their preservation.     

The desired level of market orientation and business unit performance

Existing studies of market orientation have hypothesized that the strength of the market orientation/performance relationship depends on environmental variables such as market turbulence, technological turbulence, and competitive intensity. To date most empirical studies have failed to confirm these hypotheses; however, these studies (1) assumed that performance is a linear function of the achieved level of market orientation and (2) tested whether environmental uncertainty moderates this relationship. A complementary explanation for the impact of environmental variables on a firm’s market orientation arises from studies of organizational behavior that link the need for coordination and control to environmental uncertainty and organizational strategy. Building on this perspective, the authors argue that (1) environmental uncertainty influences the desired level of market orientation and (2) the gap between the desired and achieved levels of market orientation influence business unit performance. The authors test these hypotheses with data collected from multiple respondents in 308 US firms. The data analysis confirms that the desired level of market orientation is a function of market turbulence, competitive intensity, technological turbulence, and innovation strategy. In addition, the desired level of market orientation positively influences the achieved level. Finally, when the achieved level of market orientation is less than the desired level, business unit performance is a negative function of the gap between the desired and achieved levels of market orientation.

Market-based capabilities and financial performance of firms: insights into marketing’s contribution to firm value

While there is recognition that market-based capabilities contribute to a firm’s financial performance, the exposition is largely conceptual (Srivastava et al. Journal of Marketing 62:2–18, 1998; Journal of Marketing 63:168–179, 1999). Using a resource based view of the firm, the present study proposes that (1) market-based assets and capabilities of a firm impacts (2) performance in three market-facing business processes (new product development, supply-chain and customer management), which in turn, influence (3) the firm’s financial performance. It develops related hypotheses and tests the framework empirically. The study also examines for the first time the interrelationship among the three business processes and their impact on the market value of firms. Further, the study examines the moderating influence of two organizational variables—size and age of the firm. Overall, the major contribution of the study is that it offers a process linkage between capabilities, process performance and financial performance. The results of this research will provide strategic insights to managers on optimal customer management, product development and supply chain strategies.

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.     

Peter Drucker on marketing: an exploration of five tenets

The authors review Peter Drucker’s contributions to marketing theory and practice. A bibliometric analysis of Drucker’s academic influence in marketing is presented. The five main tenets that are derived from the bibliometric study are expanded upon as follows: (1) The Marketing Concept: Creating Value for Customers; (2) Broadened Role of Marketing in Society: Corporate Social Responsibility, Consumerism, Social Marketing, and Lessons from Non-Profit Organizations; (3) Contributions to Marketing Strategy: The Obvious and Not So Obvious; (4) Marketing-Innovation Interface: New Product Development; (5) Future of Globalization: Rise of Non-National Enterprises.

The evolving brand logic: a service-dominant logic perspective

The meanings of brand and branding have been evolving over the past several decades. This evolution is converging on a new conceptual logic, which views brand in terms of collaborative, value co-creation activities of firms and all of their stakeholders and brand value in terms of the stakeholders’ collectively perceived value-in-use. The authors argue that this new logic parallels and reflects the related, evolving service-dominant (S-D) logic in marketing. They provide an historical account of the branding literature, organize it into eras, and connect it to the evolution in marketing as captured by S-D logic. The analysis provides further support for the S-D logic of marketing and suggests a related research agenda for furthering the understanding of brand and branding. It also suggests that marketing managers might benefit from investing resources in building strong brand relationships with all of their stakeholders and a service-dominant firm philosophy built around brand value co-creation.