Services marketing practices in diverse cultures: Canada compared to Qatar

Abstract

Purpose The service marketing literature has traditionally argued that the marketing practices of service firms that operate in diverse cultures should also differ. This paper aims to investigate this argument by examining the marketing practices of service firms in two highly diverse countries “Canada and Qatar” in the context of a contemporary conceptual framework. Design/methodology/approach Survey data were collected in both countries using a self-administered questionnaire that was used in previous contemporary marketing practice (CMP) studies. The data analysis was conducted in two stages. First, descriptive statistics were used to determine cross-national differences in the intensity of use of various CMP activities in Qatar compared to Canada. Second, cross-national differences in various combinations of marketing practices were identified using a cluster analysis. Findings The results indicate that service firms in both countries have more similarities than differences and that the overall patterns of marketing practices are similar. In addition, the firms’ marketing practices reflect aspects of all four marketing approaches rather than just one. Research limitations/implications The study was conducted in only two countries, thus generalisability of its findings and conclusions may not be possible. Practical implications The results of this study can help marketers to better understand the changing marketing environment and identify new marketing solutions when operating in different environments. Originality/value This study enhances the literature on service marketing and expands the application of the CMP framework to a new context that has not been addressed in previous studies.

Contemporary marketing practices approaches in the professional services industry in Brazil

“…Regarding the CMP segmentation of companies, seven segments emerged from our study: Advanced Relational, Interactive Relational / Network, Database Relational / Digital, Relational Moderate, Conservative I, Conservative II and Refractory. These results resemble those of Pels & Brodie (2004) in Argentina (which produced six segments: Traditional I, Traditional II, Progressive I, Progressive II and Progressive III); and Targino et al (2013) in Brazil (with five segments: Refractory, Transactional / Interactive, Advanced, Moderate, Unique), and Farha et al (2019) in Qatar (with four segments: Transactional Marketing, Interactive e Network Marketing, Pluralistic Marketing and Low Marketing), with a perspective on the use of the CMP relational approach.…”

“…More recently, Farha et al (2019) have found that service companies in Catar used database marketing approaches with less emphasis and less intensively than the interactive, face-to-face contact actions. Rosillo & Nencheva (2018) posit that small and medium-sized companies in Mexico follow global trends, and use up-to-date technologies in different areas.…”

“…In fact, CMP encompasses various aspects of customer relationship management that are designed to reach out and fulfill customer expectations. CMP also entails initiatives that use network marketing (which deals with the creation of networks of customers, suppliers and other stakeholders) and digital marketing (defined as the use of electronic tools for communicating and relating with the customer) (Coviello, Brodie, Danaher & Johnston, 2002;Brodie, Coviello & Winklhofer, 2008;Reid, 2008, Amonini et al, 2010Ekman, Erixon & Thilenius, 2015;Menelec & Jones, 2015;Farha, Koku, Al-Kwifi & Ahmed, 2019).…”

“…Furthermore, many organizations currently adopt multiple CMP approaches, oftentimes using interchangeable combinations of relationship marketing and classical transaction-based approaches (Centeno & Hart, 2012). In fact, the transactional and relational approaches are relevant in the contemporary marketing practices (Farha et al 2019). Coviello et al (1997) and .…”

“…The work of Farha et al (2019) posits that firms merely practiced relational marketing in conjunction with transactional marketing. This could be an indication that firms still consider relational marketing a viable alternative for reaching out their customers, instead of a more appropriate view that considers this orientation to be a competitive advantage.…”