Building on the resource-based view, we develop a model of drivers and outcomes of environmentally friendly marketing strategies in the Greek hotel sector. Data collected from 152 hotels reveal that possessing sufficient physical and financial resources is instrumental in achieving effective green marketing strategies. In addition, shared vision and technology sensing/response capabilities help develop a sound environmentally friendly marketing strategy. In turn, the adoption of such a strategy is conducive to obtaining competitive advantage, which subsequently increases the potential to achieve superior market and financial performance. Furthermore, the study finds that the effect of environmental marketing strategy on competitive advantage is stronger in the case of intense competitive situations, while market dynamism has no moderating effect on this association. Several implications can be drawn from the study findings for both corporate and public policy makers and interesting directions for future research are provided.
Integrating sustainability aspects into product development has long been recognized as a strategic priority for practitioners. Yet the literature reports mixed results on the product development effectiveness outcomes of sustainable product development strategies, while scant research has investigated how companies integrate environmental aspects into product development. This study develops a model that integrates effectiveness-enhancing outcomes and organizational inputs of eco-friendly product development strategies. Using questionnaire responses from firms from multiple industries, supplemented with lagged primary product development performance data, we find that top management commitment and corporate environmental support policies can facilitate eco-friendly product development strategies, while environmental performance incentives do not. In turn, the adoption of such strategies has a positive effect on firms' product development effectiveness. This effect weakens when business conditions are highly complex but tends to become stronger with increasing levels of munificence in the business environment. These findings have important implications for practitioners and researchers that are discussed.
Collaborative business arrangements based on relationship marketing have become ubiquitous over the past decades. Yet research studies of relationship value in international marketing channels are scarce. Drawing on the relational view of competitive advantage, this study investigates the drivers of relationship value in exporter-importer relationships and its impact on customer loyalty. The study findings reveal that relationship-specific investments, knowledge sharing, complementary capabilities, and relational norms are powerful contributors of importer-perceived value in an overseas supplier relationship. Importantly, exporter cultural sensitivity weakens the negative effect of psychic distance on relationship value; when cultural sensitivity is low, psychic distance takes on greater importance in attenuating relationship value, whereas when cultural sensitivity is high psychic distance has no discernible effect. In addition, the results demonstrate that relationship value results in insensitivity to competitive offerings and future purchase expansion. Implications for international marketing theory and practice are discussed.Keywords: relationship value, relationship-specific investments, knowledge sharing, complementary capabilities, relational norms, psychic distance, cultural sensitivity 3 Relationship Value: Drivers and Outcomes in International Marketing ChannelsOver the past three decades, a large body of research has shown that the development of strong, collaborative business relationships with few selected partners can result in relational and performance outcomes such as trust, commitment, coordination, increased sales, cost reductions, and profit growth (e.g., Cannon and Homburg 2001;Morgan and Hunt 1994; Palmatier, Dant, Grewal, and Evans 2006). Yet, the business press reports that many companies are dissatisfied with the effectiveness of their working partnerships (The that the effectiveness of relationship marketing strategies may vary depending on the exchange partner and context. The authors conclude that even the holistic, higher-order construct of relationship quality that had the greatest impact on objective performance, fails to capture fully the effects of an interfirm relationship on performance and call for further research on the "missing" relationship attributes that can enhance understanding of the spectrum of performance-relevant aspects of relationship marketing (Palmatier et al. 2006). What could this relationship attribute be?Marketing theorists have long argued that value is what firms should create, deliver, and assess (e.g., Doyle 2000; Kotler and Keller 2011). Value typically refers to the trade-off between the benefits and sacrifices associated with an exchange relationship (e.g., Holbrook 1999;Zeithaml 1988). Firms do business with each other and develop close working relationships from a value-based perspective. Collaborating with a small number of suppliers can generate value for the customer through improvements in the core offering, within the 4 sourcing p...
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