Revisiting customer analytics capability for data-driven retailing

Optimizing competitive performance of service firms in data-rich environment

“…Firstly, this study combines RBV, market orientation and dynamic capability view in MkIS research to improve our knowledge of the mechanism by which a firm's competitive market performance derives from market orientation and dynamic capability. While previous research also suggest that RBV, market orientation and dynamic capability also influence in a combined or separate manner to optimizing firm’s competitive advantage (Vorhies and Morgan, 2005; Morgan et al , 2009; Day, 2011; Mikalef et al , 2017; Wamba et al , 2017; Cao et al , 2019; Hossain et al , 2020), principally, very limited is known about how this can be attained (Hossain et al , 2020; Wilden and Gudergan, 2015), especially in the service firm context. The current research is one of the few studies that uncovered empirical confirmation to attest that sensing, seizing and reconfiguring capabilities in the changing market environment are manifested by MkIS management, marketing analytics and service innovation and management (SINM).…”

“…From the point of view of RBV, the value of a firm is dependent on its unique resources based on the market condition. Hence, the concept of market orientation has received significant attention in the contemporary research as the market conditions change promptly and market dynamism shifts into the consumer's hand (Day, 2011; Day and Moorman, 2010; Hossain et al , 2020); thus, a firm should start to study at the outside in view first that means understanding the market situation should be the top preference of a firm (Haeckel, 1999; Day, 2011). Kohli and Jaworski (1990) assert a viewpoint for market orientation as a manner based on information that generates market intelligence based on customers' needs, disseminates a process that produces within a firm and responses to market according to the clients need.…”

“…Meaningful extraction of insightful data is essential to the success of any service firm (Chang et al , 2019). However, evidence suggests some firms are scrambled by technology-oriented opportunities in a data-rich environment and use technologies without a sharp knowledge of how they match their overall business plan (Inman and Nikolova, 2017; Hossain et al , 2020). In order to tackle the voluminous data, which contain marketing information, service firms require enhancing their capability in managing the marketing information system (MkIS; Rahman et al , 2019; Winkler and Wulf, 2019).…”

“…However, surprisingly, earlier academic researchers were more concerned about big data analytics capability (Akter et al , 2016; Gupta and George, 2016; Mikalef et al , 2017; Wamba et al , 2017) and business analytics capability (Cosic et al ., 2012, 2015; Nam et al , 2019) instead of a specific marketing and customer-centric focused capability. A recent study suggests that it is time to pinpoint a firm's specific value-generated capability rather than looking at overall, in general, firm's capabilities (Hossain et al , 2020). In a similar vein, a contemporary study also acknowledged the importance of the capability in managing MkISs by applying appropriate technology, which promotes the effective use of marketing intelligence (Sahaf, 2019).…”

“…In a similar vein, a contemporary study also acknowledged the importance of the capability in managing MkISs by applying appropriate technology, which promotes the effective use of marketing intelligence (Sahaf, 2019). Explicitly, Hossain et al (2020) stated that existing capability researches are broad and not specific value-centric. Nevertheless, Rahman et al (2019) mentioned that a firm holding capability in MkIS management is likely to able to generate value by adjusting specific market-related problems and, consequently, gain sustained competitive advantage.…”