The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance

O’Cass, Aron; Weerawardena, Jay

doi:10.1016/j.indmarman.2009.04.002

Cited by 154 publications

(136 citation statements)

References 99 publications

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“…The basic categorizations were accepted based on marketing mix tools and relevant studies concerning marketing capability. However, for marketing mix capability, there are some studies approaching as a single construct (e.g., Chang, 1996;O'Cass & Weerawardena, 2010;Weerawardena, 2003), and as multiple constructs (e.g., Tsai and Shih, 2004;Morgan, Vorhies, & Mason, 2009;Vorhies & Morgan, 2005). Thus, the author decided to reconstruct the items based on the set developed by Vorhies & Morgan (2005) as specific marketing capability and other sub-divisional sets of the measures from the studies by Day (1994), Moore &Fairhurst (2003), andO'Cass &Weerawardena (2010).…”

Section: Measure Item Modification and Questionnaire Translationmentioning

confidence: 99%

Decomposed Approach of Market Orientation and Marketing Mix Capability: Research on Their Relationships with Firm Performance in the Korean Context

Shin¹

2011

IBR

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The notion that market orientation provides firms a source of competitive advantage seems to be widely accepted since the effects of market orientation on business performance have been extensively researched and many studies have confirmed their affirmative relationships. However, aggregated approach of market orientation as one single construct has left the detailed investigations yet unexplored despite its tremendous contribution in marketing strategy arena. Thus, decomposed properties of market orientation and their relationships with various components of firm success were explored to precisely examine the paths in this study. Furthermore, to resolve conflicting arguments on whether market orientation has a direct influence on firm level consequences, marketing mix capability was suggested as a critical mediator to complete a resource deployment system rather than a resource possession approach, which is equivalent to resource-based view. From an analysis of a survey data of 285 Korean organizations, three dimensions of market orientation, namely customer orientation, competitor orientation, and interfunctional coordination, and four sub-constructs of marketing mix capability, such as product, communication, channel and pricing capability, along with their impacts on business performance were investigated in detail. This study revealed that customer orientation and interfunctional coordination had a direct impact on only customer satisfaction while all three dimensions of market orientation failed to directly link to other firm performance variables like market effectiveness, adaptability, and profitability. To bridge these relationships product and communication capabilities were proven to be a necessary condition while channel capability and pricing capability showed interesting relationships. Findings and implications were discussed and limitations and further research directions were also suggested.

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Section: Measure Item Modification and Questionnaire Translationmentioning

confidence: 99%

Decomposed Approach of Market Orientation and Marketing Mix Capability: Research on Their Relationships with Firm Performance in the Korean Context

Shin¹

2011

IBR

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“…Marketing performance could be understood as a construct with several indicators such as sales growth, market share, and sales to existing customer (Chang, Park, & Chaiy, 2010), market share and growth of sales (García-Villaverde, Ruiz-Ortega, & Ignacio Canales, 2013), acquiring new customers and increasing sales to existing customers (Krush, Agnihotri, Trainor, & Nowlin, 2013),stronger growth in sales revenue, better able to acquire new customers, greater market share and sales increase to existing customers (Merrilees, Rundle-Thiele, & Lye, 2011), market share of brand, sales growth of brand (O'Cass & Weerawardena, 2010) and market share (Wu, 2013).…”

Section: Marketing Performancementioning

confidence: 99%

Acculturative Iconic Product Attractiveness and Marketing Performance

Ferdinand

Fitriani

2015

JGSM

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“…A firm with a higher degree of innovativeness demonstrates a greater hability to generate creative marketing skills and suitable products and services to reach the target market effectively (Nath, Nachiappan, & Ramanathan, 2010;O'Cass & Weerawardena, 2010). So, innovativeness contributes for the development of distinctive marketing capabilities, enabling a firm to improve price, product, communication and distribution capabilities, and adapt them to the particularities of each export market (Navarro, Losada, Ruzo, & Díez, 2010).…”

Section: Literature Review and Research Hypothesesmentioning

confidence: 99%

“…In this context, distinctive marketing capabilities have proven to be key drivers for financial and market export performance (e.g., Morgan et al, 2012;Rust, Ambler, Carpenter, Kumar, & Srivastava, 2004). They are a strategic response to competitive environment (O'Cass & Weerawardena, 2010), enabling firms to anticipate and respond to market needs, and thus outperform the competition (Day, 1992(Day, , 1994. This link between marketing capabilities and export market performance is important, however, it is also important to explain the mechanisms leading to marketing capabilities creation and development (Merrilees, RundleThiele, & Lye, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…Firms pursuing an innovation-based strategy create specific capabilities that enable them to respond in a more effective way to technological and customers' changes (Rizzoni, 1991). Innovativeness influences marketing capabilities development, especially for firms who compete in dynamic markets (O'Cass & Weerawardena, 2010). In addition, past research reflects a growing interest in the influence of the firms' level of resources in the development of innovativeness (e.g., Amabile, Conti, Coon, Lazenby, & Herron, 1996;Hurley & Hult, 1998).…”

Section: Introductionmentioning

confidence: 99%

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Export market effectiveness: the role of export commitment, innovativeness and marketing capabilities

Vicente

Seabra

Antunes

2015

Proceedings of the 2nd International Symposium on Partial Least Squares Path Modeling: The Conference for PLS Users

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Drawing on the resource-based view, this study investigates the way that export commitment and innovativeness contribute to marketing capabilities development, and the effect of all these factors on export market effectiveness. We use a survey data of 202 exporting manufacturing firms based in Portugal to test the relationships between the constructs analyzed in this study. The findings demonstrate that a high export commitment tends to cultivate a higher degree of innovativeness, which in turn allows firms to develop superior marketing capabilities (i.e., pricing, new product development, marketing communication and distribution capabilities). Export commitment and new product development capability have a direct impact on export market effectiveness.

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The effects of perceived industry competitive intensity and marketing-related capabilities: Drivers of superior brand performance

Cited by 154 publications

References 99 publications

Decomposed Approach of Market Orientation and Marketing Mix Capability: Research on Their Relationships with Firm Performance in the Korean Context

Decomposed Approach of Market Orientation and Marketing Mix Capability: Research on Their Relationships with Firm Performance in the Korean Context

Acculturative Iconic Product Attractiveness and Marketing Performance

Export market effectiveness: the role of export commitment, innovativeness and marketing capabilities

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