Impact of positioning strategies on service firm performance

Blankson, Charles; Crawford, John

doi:10.1016/j.jbusres.2011.03.013

Cited by 34 publications

(25 citation statements)

References 27 publications

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“…Blankson and Crawford (2012) and Miles and Mangold (2005) also recognized a link between positioning and firm performance. The result of this study indicates that a hotel's positioning strategy explains its performance.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…Positioning is a process of crafting a firm's image and offering to dwell in a unique place in the mind of the aimed customer market with the attendant result of creating a buyer-concentrated value scheme that would ease customer purchases (Asikhia, 2010;Kotler and Keller, 2012). Importantly, positioning is closely linked to business strategy (Cravens, 2000;Blankson and Crawford, 2012). The consequence of using a positioning strategy is the successful creation of a buyer-focused value offer -a persuasive reason why the target market should adopt or use a product (Kotler, 2003).…”

Section: Positioningmentioning

confidence: 99%

“…The consequence of using a positioning strategy is the successful creation of a buyer-focused value offer -a persuasive reason why the target market should adopt or use a product (Kotler, 2003). Also, a company's long-term competitive advantage is a consequence of their positioning activities (Gursoy et al, 2005;Blankson and Crawford, 2012). It could be argued that hotels who want to remain competitive might consider adopting proactive positioning practices.…”

Section: Positioningmentioning

confidence: 99%

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Investigating market orientation and positioning in star-rated hotels in Ghana

Hinson

Abdul-Hamid

Osabutey

2017

IJCHM

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Purpose Market orientation and positioning have been widely recognized as organizational metrics linked to hotel performance. The purpose of this study is to offer the link among market orientation, positioning and hotel performance in Ghana’s (luxury) hotel sector. It also reports on the joint influence of market orientation and positioning on hotel performance in the same sector. Design/methodology/approach Three hypotheses were investigated on the link between market orientation and hotel performance, positioning and hotel performance, and the joint effect of market orientation and positioning on hotel performance. A survey of star-rated (luxury) hotels in the capital city of Ghana was used. One hundred and five responses were used in the analysis. Descriptive statistics, exploratory factor analysis and hierarchical regression were used to test the three hypotheses. Findings All hypotheses were accepted. Market orientation and positioning jointly affect hotel performance, and the study provides hotel managers with suggestions on how to enhance their performance via market orientation and positioning. Research limitations/implications Market orientation, positioning, and performance measures focused on management perspectives without including perceptions of customers. Originality/value This study is one of the few attempts to systematically investigate the intertwined concepts of market orientation, positioning and performance in a developing economy hospitality context.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Positioningmentioning

confidence: 99%

Section: Positioningmentioning

confidence: 99%

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Investigating market orientation and positioning in star-rated hotels in Ghana

Hinson

Abdul-Hamid

Osabutey

2017

IJCHM

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“…Firms, though, have difficulty explaining the market positioning strategies underpinning such slogans, let alone determining their impact on firm performance (Blankson & Crawford, 2012).…”

Section: Contributions To the Literaturementioning

confidence: 99%

A review of the relationships and impact of market orientation and market positioning on organisational performance

Blankson

Cowan

Crawford

et al. 2013

Journal of Strategic Marketing

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The debate concerning the importance of adopting a market orientation in collaboration with market positioning strategies has gone on for years. Nevertheless, on their own, market orientation and market positioning do not guarantee profitable firm performance unless marketers employ and integrate both on a long-term basis. Achieving this synergy is somewhat problematic owing to focus on short-term operational exigency, as well as the lack of research identifying the relationship between the two concepts. This review fills the gap in the literature by answering two questions: What is the relationship between firm market orientation capability and firm market positioning strategies? How does this relationship impact the performance of organisations? The article sheds light on these issues and contributes to the debate by proposing relationships between positioning strategy and market orientation. Furthermore, the researchers propose how positioning mediates the relationship between market orientation and business benefits.

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“…Hence it is advisable to assess the impact of customer orientation practices in these business districts. Leasing of office space faces fierce competition and in order to survive this competitive market, positioning strategies need to be taken into consideration (Blankson & Crawford, 2012). As such, it is encouraged that positioning variables be included in future research.…”

Section: Potential Limitations and Future Recommendationsmentioning

confidence: 99%

Customer Orientation and Office Space Performance: Assessing the Moderating Effect of Building Grade Using PLS-Mga

Cheah

Ting

et al. 2019

International Journal of Strategic Property Management

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This study presents a framework to measure and empirically validate the relationship between customer orientation and office space performance. The framework uses two types of customer orientation (i.e., responsive customer orientation and proactive customer orientation) and two types of office space performance metrics (i.e., tenant satisfaction and tenant loyalty). Moreover, the building grade (Grade A and Non-grade A) is incorporated into the framework to assess its moderating effect on the relationships. 380 usable responses were collected from building managers in Grade A and Nongrade A buildings using a questionnaire survey. Partial least squares structural equation modeling was utilized to perform latent variable and multi-group analyses. The findings indicate that proactive customer orientation enhances satisfaction to a level not reached by responsive customer orientation as well as suggesting the applicability of both customer orientations in different scenarios. While proactive customer orientation practices lead to higher satisfaction in Non-grade A office tenants, responsive customer orientation practices lead to greater satisfaction in grade A office tenants. The latter tend to be more satisfied with Grade A office and thus loyal. Theoretical and managerial implications are discussed.

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Impact of positioning strategies on service firm performance

Cited by 34 publications

References 27 publications

Investigating market orientation and positioning in star-rated hotels in Ghana

Investigating market orientation and positioning in star-rated hotels in Ghana

A review of the relationships and impact of market orientation and market positioning on organisational performance

Customer Orientation and Office Space Performance: Assessing the Moderating Effect of Building Grade Using PLS-Mga

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