The Performance Implications of Fit among Business Strategy, Marketing Organization Structure, and Strategic Behavior

Olson, Eric M.; Slater, Stanley F.; Hult, G. Tomas M.

doi:10.1509/jmkg.69.3.49.66362

Cited by 681 publications

(755 citation statements)

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“…This result suggests that marketoriented organizations with creative strategies are well focused on consumers' latent needs. Noble and Mokwa (1999) On the other hand, different researches assessed the interaction between marketing organizational structures and product-market strategies (Olson, Slater, & Hult, 2005b), and performance and market orientations (Ishaq, 2013;Matsuno & Mentzer, 2000;Slater et al, 2010;Vorhies & Morgan, 2003).…”

Section: Resultsmentioning

confidence: 99%

Creative Marketing Strategy and Effective Execution on Performance in Pakistan

Ishaq

Hussain²

2016

Rev. adm. empres.

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The purpose of the current research is to determine the influence of creative marketing strategies and effective execution on business unit performance. Moreover, strategic orientation and environmental uncertainty are used as moderating variables. Data are collected from 368 key informants working in Fast-Moving Consumer Goods (FMCG), banking, pharmaceutical, chemical, insurance, and engineering industries using a multi-stage random sampling technique. Factor analysis and multiple hierarchal regressions are used to test the study hypotheses. The results indicate that creative marketing strategy and effective execution are positively associated with business performance. Moreover, environmental uncertainty and strategic orientation play a moderating role in the above relationships.KEYWORDS | Marketing strategy, creativity, strategic orientation, firm performance, Pakistan. Fast-Moving Consumer Goods (FMCG) RESUMO O objetivo da pesquisa é determinar a influência de estratégias de marketing criativo e execução efetiva no desempenho da unidade de negócios. Além disso, a orientação estratégica e incerteza ambiental são utilizadas como variáveis moderadoras. Os dados foram coletados de 368 informantes-chave que trabalham em indústrias RAE-Revista de Administração de Empresas | FGV/EAESP

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Section: Resultsmentioning

confidence: 99%

Creative Marketing Strategy and Effective Execution on Performance in Pakistan

Ishaq

Hussain²

2016

Rev. adm. empres.

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“…Miles & Snow, 1978;Miller, 1986;Lukas, 1999;Olson, Slater & Hult, 2005). Thus, a firm must not only find the configuration of proactive and responsive market orientation that is the right fit for its present circumstances, but also anticipate and adapt to how this "sweet spot" might evolve over time as the firm's capabilities develop and the market environment changes.…”

Section: How To Create Proactive Market Strategies?mentioning

confidence: 99%

“…Venkatraman, 1989;Narver & Slater, 1990;Gatignon & Xuereb, 1997;Noble, Sinha & Kumar, 2002) and strategic behavior (e.g. Burgelman, 1983;Olson, Slater & Hult, 2005;Slater, Hult & Olson, 2007), which represent important strategic antecedents and consequences of firm action. Moreover, market orientation is to a large degree a strategic orientation (Narver & Slater, 1990;Deshpandé et al, 1993) and proactive action has a large impact on behavior (Bateman & Crant, 1993;Grant & Ashford, 2008), meaning that the two terms must both be taken into consideration when conceptualizing market strategy using the theoretical foundations of this thesis.…”

Section: A Framework For Conceptualizing Market Strategymentioning

confidence: 99%

“…It is important to make it explicit at this stage that a firm may have several strategic orientations-referred to as the strategic orientation mix by Gatignon & Xuereb (1997)-reflecting the firm's more nuanced views of what is important for superior value creation (Olson, Slater & Hult, 2005). Thus, it is based upon the strategic orientations that drive a firm that the firm's managers devise market strategies to achieve superior business performance (Narver & Slater, 1990).…”

Section: A Framework For Conceptualizing Market Strategymentioning

confidence: 99%

“…This framework has been further developed in later studies (e.g. Olson et al, 2005;Zhou et al, 2005;Slater et al, 2007) and captures many relevant aspects of firm performance. It is based on the cultural perspective on market orientation (Narver & Slater, 1990), which has been complemented by technology orientation to capture an alternative approach to improving firm performance that is not covered by the original market orientation literature (Gatignon & Xuereb, 1997;Workman, 1993).…”

Section: Delineating Proactive Activities In Three Componentsmentioning

confidence: 99%

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Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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How can firms become more successful and achieve higher business performance? How can they manage more complex and dynamic markets and maintain a high competitiveness? The answer is: through a more proactive approach to managing the market and creating customer value. This thesis explores proactive market strategies, which are firm's proactive strategies for creating, communicating, and delivering superior value to their customers, thereby achieving superior business performance. Prior literature in market orientation has touched the area of proactiveness in firms' approach to the market, but never properly defines proactiveness and lacks a clear connection to actual firm activities. Thus, in order to better understand how firms can gain the performance benefits from proactiveness, this thesis sets out to explore what proactiveness in a market-strategic context entails and what proactive activities firms perform in implementing their proactive market strategies.The research is based on two papers, each detailing one of the two complementary branches of the research. The first paper presents the conceptual work, focusing on a typology of marketoriented strategic behaviors, which are important for understanding how firms can gain the potential performance benefits of market orientation and how they can achieve behavioral fit among their activities. The second paper presents the empirical work, focusing on the qualitative case study performed and the themes of proactiveness that emerged from it. These papers are then synthesized into a holistic view of proactive market strategies in the thesis.The thesis finds that proactiveness at the firm level in a marketing context means a firm is future-oriented, initiative-taking, change-inducing, and creative. With a basis in this definition and the extensive literature on market orientation, the thesis presents conceptual developments that are important for understanding proactiveness in market strategy, such as a framework for understanding market strategies through firm activities and one for identifying and categorizing different types of proactive activities. Furthermore, the thesis gives more detailed descriptions of the case firms and how their proactive activities help them achieve success.This results in a thorough exploration of proactive market strategies, which contributes to the marketing and strategic management literatures by clearly defining proactiveness, conceptualizing and describing proactive market strategies, and delineating proactive firm activities to better understand how firms are being proactive. In doing so, the thesis provides interesting directions for future research and presents interesting implications for managerial practice. vi vii SammanfattningHur kan företag bli mer framgångsrika och uppnå högre lönsamhet och tillväxt? Hur kan de hantera mer komplexa och dynamiska marknader medan de uppehåller en hög konkurrenskraft? Svaret är: genom en mer proaktiv hållning till att hantera marknaden och skapa kundvärde. Den här avhandlingen utf...

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Market Orientation

Slater¹,

Mohr²,

Sengupta³

2010

Wiley International Encyclopedia of Marketing

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In this article on market orientation we highlight the role of market-based information -about customers, competitors, and other important stakeholders and trends -in strategic decision making. Simply put, information about the market becomes the beacon to guide the company through the messy, oftentimes political, process of strategy making. With a shared understanding of the value and use of market intelligence, a company can create a powerful knowledge-based competency that allows it to gain advantage in the marketplace.

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The Performance Implications of Fit among Business Strategy, Marketing Organization Structure, and Strategic Behavior

Cited by 681 publications

References 109 publications

Creative Marketing Strategy and Effective Execution on Performance in Pakistan

Creative Marketing Strategy and Effective Execution on Performance in Pakistan

Exploring Proactive Market Strategies : Managing the Market to Create Value

Market Orientation

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