Leveraging marketing capabilities into competitive advantage and export performance

Abstract

(2015) 'Leveraging marketing capabilities into competitive advantage and export performance.', International marketing review., 32 (1). pp. 78-102. Further information on publisher's website:http://dx.doi.org/10.1108/ IMR-12-2013-0279 Publisher's copyright statement:This article is c Emerald Group Publishing and permission has been granted for this version to appear here http://dro.dur.ac.uk/14799/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Originality/value: Although research on marketing capabilities is still in its early infancy, our study provides a base from which future work can be developed. We also contribute to the literature by examining the mediating role of competitive advantage in the marketing capability-export performance relationship, thereby offering new insights into how and why marketing capabilities play a crucial role in explaining the firm's export performance.

Resource-Based View and SMEs Performance Exporting through Foreign Intermediaries: The Mediating Effect of Management Controls

“…A distinction between operational and dynamics capabilities is important in an internationalization setting [60]: operational capabilities "generally involves performing an activity […] using a collection of routines executing to execute and coordinate the variety of tasks required to perform the activity"; meanwhile, dynamic capabilities "build, integrate, or reconfigure operational capabilities" ( [61], p. 999). Dynamic capabilities emphasize the integration, construction, reconfiguration and renewal of capabilities to cope with changing environments, focusing on the company's ability in exploiting and reconfiguring resources to achieve new forms of sustainable competitive advantage over time [55,59].…”

Exploring the Nexus Between Supply Chain Integration, Export Marketing Strategies Practices and Export Performance: A Case of Indonesian Firms

“…The findings from the variables multiple regressions on export performance are as follows: 1) five factors -marketing orientation, overseas market knowledge, product quality, sales service, cultural similarity, and channel support are discovered to have strong positive association with export sales; 2) the percentage of sales in local dollars is discovered to have a strong negative correlation; 3) the hypothesis of the effect product being unique on export sales is not supported. (Tan and Sousa, 2015) investigate the determinants and results of export marketing in Thailand, a developing economy's context. This empirical study is based on framework linking export marketing strategy and performance.…”

A Dynamic View of Marketing Capabilities for SMEs’ Export Performance

“…However, understanding of the associations between marketing capabilities and international performance remains limited (Yeniyurt, Cavusgil, & Hult, 2005) and further studies of this relationship are required (Hooley, Greenley, & Fahy, 2002). An interesting contribution derives from the work of Tan & Sousa (2015), in which the authors state that the positive link between marketing capabilities and business performance in the home country, shown by the literature (Blesa & Ripollés, 2008;Vorhies & Morgan, 2005), can be easily detected in foreign countries where firms can successfully transfer and exploit their marketing capabilities, since these are not embedded in the domestic market. However, this conclusion should not be appropriate when the firm operates in markets which have different competitive structures and demand side characteristics from those of the domestic market, thus requiring different marketing strategies and capabilities.…”

“…Since our research interest is in SMEs' internationalization process, which usually consists of exporting (Jones, 2001), in this paper we focus on export marketing capabilities, in which firms use routines to "gather, process and interpret export market information, as well as distributing relevant information to export decision makers" (Morgan, Katsikeas, & Vorhies, 2012, p. 274). Tan & Sousa (2015) recognize four types of marketing capabilities for export activities, one for each marketing mix lever, defined as the skills, and accumulated knowledge which exporters use to (1) develop and launch new products, (2) manage pricing tactics, (3) provide support to distributors and develop a close relationship with them, and (4) effectively deliver marketing messages. The authors claim that these capabilities create a competitive advantage for the exporting firm through a low-cost advantage and a differentiation advantage, which directly result in export performance, such as market share and profitability (Murray, Gao, Kotabe, & Zhou, 2011;Spyropoulou, Skarmeas, & Katsikeas, 2011).…”