Competitive marketing strategy in a volatile environment: theory, practice and research priorities

Wilson, Dominic

doi:10.1080/096525499346512

Cited by 20 publications

(19 citation statements)

References 31 publications

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“…Wilson (1999) cited a large number of studies concluding that companies operating within volatile high-risk environments were more likely to be incremental in their approach, with 'shorter time horizons and shorter iteration intervals between periods of formation and implementation' (p. 20). Ratcliffe and Hanks (1992) in particular advocated an 'inch-up' (as opposed to a 'big leap') strategy for managing risk in uncertain environments.…”

Section: Incremental Decision-makingmentioning

confidence: 97%

“…According to Fletcher, Wright and Desai (1996), businesses that were risk averse typically progressed via small incremental steps and were less likely to adopt fundamental changes in their activities than were companies that routinely altered their operations. Wilson (1999) cited a large number of studies concluding that companies operating within volatile high-risk environments were more likely to be incremental in their approach, with 'shorter time horizons and shorter iteration intervals between periods of formation and implementation' (p. 20). Ratcliffe and Hanks (1992) in particular advocated an 'inch-up' (as opposed to a 'big leap') strategy for managing risk in uncertain environments.…”

Section: Incremental Decision-makingmentioning

confidence: 99%

“…Ad hoc questions were employed to measure firm size, and how extensively the remunerations of employees concerned with marketing were based on group rather than individual performance. Competitive intensity and environmental uncertainty were assessed through six items (three for each construct) adapted from Wilson (1999). Appendix 2 lists the abovementioned items, all of which were evaluated using seven-point scales (7 5 very strongly agree; 1 5 very strongly disagree), except for items querying factual matters.…”

Section: Independent Variablesmentioning

confidence: 99%

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Modes of Response to Marketing Communications Failures in the Computer Services Industry

Bennett

2003

British J of Management

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Chief executives of 186 computer services companies participated in a survey designed to establish (i) how firms in this sector were likely to respond to serious failures in their marketing communications programmes, and (ii) the factors affecting the mode of response. Businesses can react to a failure radically or conservatively. Radical responses might involve the dismissal of marketing managers, extensive reorganization of the marketing department and the implementation of radical changes in current programmes. Alternatively, a company could intensify the continuation of existing programmes; support, develop and mentor employees; and slightly modify rather than fundamentally alter its current marketing-communications activities. A number of variables identified from academic literature concerning general organization decline and innovation were applied to the examination of corporate responses to marketing communications failures. In particular, hypotheses were developed and tested regarding the possible influences of managerial rigidity, internal power diffusion, organizational complexity and degree of formality, resource slack and decision-making style.

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Section: Incremental Decision-makingmentioning

confidence: 97%

Section: Incremental Decision-makingmentioning

confidence: 99%

Section: Independent Variablesmentioning

confidence: 99%

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Modes of Response to Marketing Communications Failures in the Computer Services Industry

Bennett

2003

British J of Management

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“…The total number ticked off (ranging from zero to eight) was then used to form the relevant variable. Environmental volatility was assessed through three items modified from Wilson [1999]. The items were worded: 'The commercial environment in which this theatre operates is very uncertain and prone to unexpected change'; 'Our commercial environment changes radically and frequently'; and 'The environment is extremely turbulent'.…”

Section: Measurement Of Variablesmentioning

confidence: 99%

Factors encouraging competitive myopia in the performing arts sector: an empirical investigation

Bennett¹

2005

The Service Industries Journal

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Arts and cultural organisations are frequently accused of 'competitive myopia', i.e., of failing to realise that damaging competition can emerge as much from developments in the broader leisure and entertainment sectors (cinema, sports arenas, home entertainment, etc.) as from the activities of other arts and cultural venues. This empirical study of 141 British theatre companies explored the influences of certain market and organisational factors (market communality, environmental complexity and volatility, resource slack, accountability systems and managers' backgrounds) on the extent and depth of a theatre management's search for information regarding 'unconventional' competitors. Around half the theatres in the sample made no attempt whatsoever to assess competitive threats outside the performing arts domain. The theatres most likely to collect information on unconventional competitors were those which (1) operated in 'complex' markets and in markets perceived to overlap with the customer bases of unconventional competitors, (2) possessed organisation systems wherein managers were subject to large amounts of personal accountability, and (3) employed well-qualified people to administer threat assessment processes.

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“…For instance, intense competition has been found to induce firms to undertake extensive planning and forecasting. 45,46 It is pertinent to ask whether the same holds true vis-à-vis future-gazing activities. Accordingly, it is hypothesised that: H1: Marketing services firms which operate in highly competitive markets engage in anticipatory operational purposes it is hypothesised that:…”

Section: Hypothesesmentioning

confidence: 99%

The shape of things to come: How marketing services organisations anticipate the future

Bennett

Kottász

2001

J Target Meas Anal Mark

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Competitive marketing strategy in a volatile environment: theory, practice and research priorities

Cited by 20 publications

References 31 publications

Modes of Response to Marketing Communications Failures in the Computer Services Industry

Modes of Response to Marketing Communications Failures in the Computer Services Industry

Factors encouraging competitive myopia in the performing arts sector: an empirical investigation

The shape of things to come: How marketing services organisations anticipate the future

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