Neil Morgan - Profile on Academia.edu (original) (raw)
Papers by Neil Morgan
The Business Performance Outcomes of Market Orientation Culture and Behaviors
Review of Marketing Research, 2018
Abstract Purpose The marketing literature indicates that a firm’s organizational culture plays a ... more Abstract Purpose The marketing literature indicates that a firm’s organizational culture plays a critical role in determining its market orientation (MO) and thereby the firm’s ability to successfully adapt to its environment to achieve superior business performance. However, our understanding of the organizational culture of market-oriented firms and its relationship with business performance remains limited in a number of important ways. Drawing on the behavioral theory of the firm and the competing values theory perspective on organizational culture, our empirical study addresses important knowledge gaps concerning the relationship between firm MO culture, MO behaviors, innovation, customer satisfaction, and business performance. Methodology/approach We used a survey methodology with Clan Cultural Orientation, Adhocracy Cultural Orientation, Market Cultural Orientation, and Hierarchy Cultural Orientation Clan. Market Orientation Behaviors, Innovation, and Customer Satisfaction and CFROA t (Net Operating Income + Depreciation and Amortization – Disposal of Assets)/Total Assets. Findings The overall fit of the first Confirmatory Factor Analysis (CFA) containing the three MO behavior sub-scales, the four organizational culture scales, and the innovation and satisfaction performance measures was good with a χ 2 = 760.89, 524 df, p < 0.001; CFI = 0.916 and RMSEA = 0.055. The overall fit of the second CFA containing the business strategy, bureaucracy, and customer expectations control variables was also good with a χ 2 = 243.26, 156 df, p < 0.001; CFI = 0.937 and RMSEA = 0.061. We also subsequently ran a third CFA in which the MO behavior construct was modeled as a second-order factor comprising the three first-order sub-scales (generation of market intelligence, dissemination of market intelligence, and responsiveness to market intelligence) each of which in turn arose from the relevant survey indicants. This measurement model also fit well with the data with a χ 2 = 84.06, 63 df, p < 0.039; CFI = 0.955 and RMSEA = 0.047. Regressions using seemingly unrelated regressions (SUR) with control variables and with R 2 values ranging from 0.28 to 0.54. Practical implications MO culture has an important direct effect on firms’ financial performance as well as an indirect effect via MO behaviors and innovations. Importantly, our findings suggest that MO culture facilitates value-creating behaviors above and beyond those identified in the marketing literature as MO behaviors. In contrast to a series of studies by Deshpande and colleagues (1993, 1999, 2000, 2004), our empirical results suggest the value of the internally oriented Clan and to a lesser degree Hierarchy cultural orientations as well as the more externally oriented Adhocracy and Market cultural orientations. The benchmark ideal MO culture profile we identify is consistent with organization theory conceptualizations of strong balanced organizational cultures in which each of the four competing values orientations is simultaneously exhibited to a significant degree (e.g., Cameron & Freeman, 1991). Our findings indicate that the organizational culture domain of MO appears to be at least as important (if not more so) in explaining firm performance and suggest that researchers need to re-visit the conceptualization, and perhaps more importantly the operationalization, of MO as a central construct in strategic marketing thought. Originality/value In building an MO culture, an important first step is to assess the firm’s existing organizational culture profile (e.g., Goodman, Zammuto, & Gifford, 2001). Organization theory researchers have developed competing values theory-based organizational culture assessment tools that can provide managers with an easily accessible mechanism for accomplishing this (Cameron & Quinn, 1999). The profile of the firm’s existing culture and the profile of the ideal culture for MO from our study can then be plotted on a “spider’s web” graphical representation (e.g., Hooijberg & Petrock, 1993). This aids the comparison of the firm’s existing cultural profile with the ideal MO profile, enabling managers to easily diagnose the areas, direction, and magnitude MO culture profile “gaps” in their firm (Cameron, 1997). Specific gap-closing plans and tactics for gaps on each of the four cultural orientations can then be identified as part of the development of a change management program designed to create an MO culture profile (e.g., Chang & Wiebe, 1996). Cameron and Quinn’s (1999) workbook provides managers with an excellent operational resource for planning and undertaking such gap-closing organizational culture change initiatives.
International Journal of Advertising, 1990
Following the relaxation of regulations concerning the use of many forms of marketing communicati... more Following the relaxation of regulations concerning the use of many forms of marketing communications activity in ~ large number of professions beginning in the USA in 1977 and reaching the UK in 1984, there has been a growing interest in the area of professional services marketing. However, the main focus of academic research has been in the area of advertising and the professions. This article describes the results of a survey study of the internal role and function of marketing in the accounting and legal professions in the UK. The results suggest that in reality the problems faced by professional services' marketers are internal, in terms of developing a marketing orientation and reducing barriers to the implementation of marketing strategies and plans, rather than external in terms of communicating marketing messages to the external marketplace. This suggests a radically different agenda to be addressed by marketing academics interested in professional services marketing that may have a greater impact upon the development of marketing within the professions than the present focus of communications.
Behavioral Planning Problems in Explaining Market Planning Effectiveness
Journal of Business Research
Implementing Marketing
Journal of Professional Services Marketing, 1991
... The Product At the simplest level the 'product' is the marketing strategies and the... more ... The Product At the simplest level the 'product' is the marketing strategies and the marketing plan in which they are contained. ... This element of the internal marketing mix is concerned with what we are asking our internal customers to 'pay' when they buy into the marketing plan. ...
Managing Imitation Strategies: How Later Entrants Seize Market Share from Pioneers
Journal of Marketing, 1995
Journal of the Academy of Marketing Science, 2020
Marketing scholars have recently embraced the study of the corporate upper echelons-the executive... more Marketing scholars have recently embraced the study of the corporate upper echelons-the executives and board members atop the organizational hierarchy. However, management scholars have researched the upper echelons for decades, with frequent forays into the marketing strategy domain. As a result of progressing in two separate disciplines, the literature on marketing strategy and the upper echelons is fragmented and disjointed. We develop an organizing framework to review extant research and assess and synthesize the knowledge in the upper echelons marketing strategy domain. Our review covers the 14 most influential marketing and management journals from 1984 through February, 2020. Given the relative newness of this research within marketing, we develop a conceptual model fusing existing theory in the upper echelons and marketing strategy literatures, and use this to identify key blind spots and underdeveloped areas of knowledge caused by the two fields' independent evolutions. Finally, we also examine challenges associated with conducting research in this area and provide recommendations to help researchers and reviewers navigate these challenges to advance theory and practice.
Marketing performance assessment and accountability: Process and outcomes
International Journal of Research in Marketing, 2021
Industrial Marketing Management, 2020
Marketing is an applied discipline. As new generations of technology affecting marketing practice... more Marketing is an applied discipline. As new generations of technology affecting marketing practice develop, marketing theories have to be re-visited, adjusted, and sometimes scrapped and replaced with new theory as new phenomenon emerge in the increasingly dynamic world of marketing practice. This technology-enabled aspect of why and how some firms may be more successful in becoming and maintaining strong OeI marketers is clearly worthy of scholarly exploration. This research commentary extends Quach et al.'s review paper that synthesizes and consolidates what is known as outside-in marketing, recognizes some key changes in relevant aspects of the business context, and extends thinking in new directions for outside-in marketing to consider important unanswered questions regarding the OeI construct and its relationship with other constructs and performance outcomes. For example, can OeI marketing activities such as leveraging customer data for segmentation and targeting be undertaken in more or less OeI ways? When and how might IeO marketing potentially lead to better firm performance outcomes? Should OeI marketing and performance relationship be hypothesized and tested in terms of OeI alone or OeI vs. IeO or O-I + I-O? How should firms measure OeI performance? 2. The OeI marketing construct The updating and redefining of any established theoretical
Commentary on Shelby Hunt’s “The theoretical foundations of strategic marketing and marketing strategy: foundational premises, R-A theory, three fundamental strategies, and societal welfare”
AMS Review, 2015
Resource-Advantage theory has been an important addition to the marketing literature generally, a... more Resource-Advantage theory has been an important addition to the marketing literature generally, and the marketing strategy literature in particular. Twenty years after its introduction, this paper explores R-A theory in the context of marketing strategy research and considers three main issues. First, while R-A theory has clearly been impactful, why it has not been relatively more impactful. Second, it identifies and elaborates on some important marketing strategy phenomena and questions that have not been explicitly addressed by R-A theory. Third, it offers some suggestions for the further development of R-A theory.
Successful Growth by Acquisition
Journal of General Management, 1988
Growth, however one defines it, is a pervasive concept in the business world and particularly in ... more Growth, however one defines it, is a pervasive concept in the business world and particularly in the area of management. It is desired by managers who wish to be involved in growth companies for the personal stimulation and satisfaction they can provide and by the financial markets who identify 'growth stocks' and rate them highly, paying large premiums for equity in growth companies. Even economists arc generally in favour of growth with unusually wide agreement in the economic literature that there is a general relationship between growth and profitability [1]. In strategic terms growth can be accomplished in three main ways: internal development/organic growth which refers to expansion or diversification using internal corporate resources and can be achieved in an almost infinite number of ways from investment in marketing expenditure to increase market share to new product development programmes; jOint venture, which utilises a pool of inter-corporate resources to provide growth opportunities for the companies involved which each would find difficult, if not impossible, to pursue alone. This can take many forms including franchising, licensing and the appointment of agents. The third major option is acquisition whereby in order to grow one company simply buys another. In the academic literature the major debate on the methods of organisational growth has centred on the relative merits of organic growth and growth by acquisition. This area has received a great deal of attention in the past, usually coinciding with periods of unusually intense merger activity, or as they have become known, 'merger waves'. At the present time the public profile of growth by acquisition has reached possibly its highest ever level as Britain and America arc experiencing a very large 'merger wave'. The academic debate is in the process of being brought up-to-date in this present merger climate but little new work has yet filtered through. As a
The criticality of CMO-CIO alignment
Business Horizons, 2017
This year, chief marketing officers (CMOs) will spend more money on IT than chief information off... more This year, chief marketing officers (CMOs) will spend more money on IT than chief information officers (CIOs). This rapid shift in responsibility is creating a growing divide between CIOs and CMOs over firms’ IT investment decisions and actions, which is of increasing significance to firm performance. Understanding and managing this CIO-CMO divide is important in light of the magnitude of investment involved—global IT spending is estimated to exceed $4.1 trillion by 2018—and CEOs’ belief that technology is a critical success factor for future firm performance. Heretofore, there has been little investigation regarding the unique relationship between the CMO and CIO. The research reported herein addresses this shortcoming by revealing the results of in-depth interviews with CMOs and CIOs across multiple industries. The results identify the nature and sources of conflict between the two roles as well as the management-related mechanisms to overcome them, revealing the need for CEOs to focus on managing four specific sources of CMO-CIO conflict: perspective, goals, accountability, and structural conflict. While the CEO has the power to create the management-related mechanisms that promote greater CMO-CIO alignment, we also detail steps that the functional leaders can take to put the mechanisms in place should the CEO fail to do so.
Marketing Capabilities Scale
PsycTESTS Dataset, 2003
Marketing Capabilities for B2B Firms
Handbook of Business-to-Business Marketing
Defining Quality: A Contingency Perspective
Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2014
Whilst quality is an issue that has become dominant in the strategies and operation of many organ... more Whilst quality is an issue that has become dominant in the strategies and operation of many organizations, the response of marketing academics has been relatively muted. It is possible to view the definitional problems and issues surrounding the concept of quality as a significant barrier to further conceptualization and empirical study. In the organizational context this may be one cause of the inter-functional co-ordination problems and conflict that are often associated with the operation of quality management. In an attempt to address these issues a basic contingency model is presented and the implications for the role of marketing in the management of quality discussed.
Process Issues in Customer Satisfaction Measurement and Management
Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2014
In the conventional literature of marketing the measurement of customer satisfaction, and the app... more In the conventional literature of marketing the measurement of customer satisfaction, and the appropriate reaction to these measurements by management, is central to the implementation of the marketing concept and implicit in recent conceptualizations of market orientation. This centrality is reflected in the widespread advocacy of customer satisfaction measurement in the prescriptive practitioner literature, and the adoption of customer satisfaction management approaches.
Examining Why and When Market Share Drives Firm Profit
Journal of Marketing, 2021
Many firms use market share to set marketing goals and monitor performance. Recent meta-analytic ... more Many firms use market share to set marketing goals and monitor performance. Recent meta-analytic research reveals the average economic impact of market share performance and identifies some factors affecting its value. However, empirical understanding of why any market share–profit relationship exists and varies is limited. The authors simultaneously examine the three primary theoretical mechanisms linking firm market share with profit. On average, they find that most of the variance in market share’s positive effect on firm profit is explained by market power and quality signaling, with little support for operating efficiency as a mechanism. They find a similar explanatory role of the three mechanisms in conditions where market share negatively predicts profit (for niche firms and those “buying” market share). Using these mechanism insights, the authors show that the value of market share differs in predictable ways between firms and across industries, providing new understanding o...
Firm Capabilities and Growth: The Moderating Effect of Market Conditions
Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2016
Journal of International Marketing, 2017
Business scholars and managers stress the importance of achieving and sustaining competitive adva... more Business scholars and managers stress the importance of achieving and sustaining competitive advantage as a critical strategic step in enabling superior firm performance. Yet which types of competitive advantage may yield the best performance outcomes—and what contingency factors may affect this—remains largely unexplored. This article examines the contribution of price, product, and service advantages to market performance in international ventures. Applying customer value logic to the literature on value creation and value capture, the authors posit that the symmetric achievement of all pairs of advantages leads to increased market performance. The findings confirm this conjecture, while for the product–service advantage pairing, even asymmetry in achievement has a positive market performance effect when the asymmetry is toward service. Using primary data from a sample of U.K. manufacturing exporters, the authors find that price advantage has a direct positive effect on market per...
Professional Services Marketing
Part Marketing and the professions: introduction to marketing marketing in professional service f... more Part Marketing and the professions: introduction to marketing marketing in professional service firms. Part 2 Market analysis and information: market analysis marketing information and research. Part 3 Strategic market planning: strategic marketing of professional services developing a strategic marketing plan environmental analysis strategy alternatives. Part 4 Marketing communications and advertising marketing communications personal selling and firm image. Part 5 Making marketing happen: developing a market orientation marketing and quality.
International Journal of Research in Marketing, 2009
Profit growth is one of the primary drivers of a firm's stock price and therefore is a clear prio... more Profit growth is one of the primary drivers of a firm's stock price and therefore is a clear priority for managers. Yet little is known about how a firm's marketing capabilities may be linked with its profit growth. In this study, we use data from a cross-industry sample of 114 firms to investigate how market sensing, brand management, and customer relationship management (CRM) capabilities determine firms' revenue growth and margin growth-the two components of profit growth. Our results reveal that these marketing capabilities have direct and complementary effects on both revenue and margin growth rates. Critically, we find that brand management and CRM capabilities have opposing effects on revenue and margin growth rates, such that a failure to examine these two underlying components would mask the relationships between these marketing capabilities and ultimate profit growth rates.
The Business Performance Outcomes of Market Orientation Culture and Behaviors
Review of Marketing Research, 2018
Abstract Purpose The marketing literature indicates that a firm’s organizational culture plays a ... more Abstract Purpose The marketing literature indicates that a firm’s organizational culture plays a critical role in determining its market orientation (MO) and thereby the firm’s ability to successfully adapt to its environment to achieve superior business performance. However, our understanding of the organizational culture of market-oriented firms and its relationship with business performance remains limited in a number of important ways. Drawing on the behavioral theory of the firm and the competing values theory perspective on organizational culture, our empirical study addresses important knowledge gaps concerning the relationship between firm MO culture, MO behaviors, innovation, customer satisfaction, and business performance. Methodology/approach We used a survey methodology with Clan Cultural Orientation, Adhocracy Cultural Orientation, Market Cultural Orientation, and Hierarchy Cultural Orientation Clan. Market Orientation Behaviors, Innovation, and Customer Satisfaction and CFROA t (Net Operating Income + Depreciation and Amortization – Disposal of Assets)/Total Assets. Findings The overall fit of the first Confirmatory Factor Analysis (CFA) containing the three MO behavior sub-scales, the four organizational culture scales, and the innovation and satisfaction performance measures was good with a χ 2 = 760.89, 524 df, p < 0.001; CFI = 0.916 and RMSEA = 0.055. The overall fit of the second CFA containing the business strategy, bureaucracy, and customer expectations control variables was also good with a χ 2 = 243.26, 156 df, p < 0.001; CFI = 0.937 and RMSEA = 0.061. We also subsequently ran a third CFA in which the MO behavior construct was modeled as a second-order factor comprising the three first-order sub-scales (generation of market intelligence, dissemination of market intelligence, and responsiveness to market intelligence) each of which in turn arose from the relevant survey indicants. This measurement model also fit well with the data with a χ 2 = 84.06, 63 df, p < 0.039; CFI = 0.955 and RMSEA = 0.047. Regressions using seemingly unrelated regressions (SUR) with control variables and with R 2 values ranging from 0.28 to 0.54. Practical implications MO culture has an important direct effect on firms’ financial performance as well as an indirect effect via MO behaviors and innovations. Importantly, our findings suggest that MO culture facilitates value-creating behaviors above and beyond those identified in the marketing literature as MO behaviors. In contrast to a series of studies by Deshpande and colleagues (1993, 1999, 2000, 2004), our empirical results suggest the value of the internally oriented Clan and to a lesser degree Hierarchy cultural orientations as well as the more externally oriented Adhocracy and Market cultural orientations. The benchmark ideal MO culture profile we identify is consistent with organization theory conceptualizations of strong balanced organizational cultures in which each of the four competing values orientations is simultaneously exhibited to a significant degree (e.g., Cameron & Freeman, 1991). Our findings indicate that the organizational culture domain of MO appears to be at least as important (if not more so) in explaining firm performance and suggest that researchers need to re-visit the conceptualization, and perhaps more importantly the operationalization, of MO as a central construct in strategic marketing thought. Originality/value In building an MO culture, an important first step is to assess the firm’s existing organizational culture profile (e.g., Goodman, Zammuto, & Gifford, 2001). Organization theory researchers have developed competing values theory-based organizational culture assessment tools that can provide managers with an easily accessible mechanism for accomplishing this (Cameron & Quinn, 1999). The profile of the firm’s existing culture and the profile of the ideal culture for MO from our study can then be plotted on a “spider’s web” graphical representation (e.g., Hooijberg & Petrock, 1993). This aids the comparison of the firm’s existing cultural profile with the ideal MO profile, enabling managers to easily diagnose the areas, direction, and magnitude MO culture profile “gaps” in their firm (Cameron, 1997). Specific gap-closing plans and tactics for gaps on each of the four cultural orientations can then be identified as part of the development of a change management program designed to create an MO culture profile (e.g., Chang & Wiebe, 1996). Cameron and Quinn’s (1999) workbook provides managers with an excellent operational resource for planning and undertaking such gap-closing organizational culture change initiatives.
International Journal of Advertising, 1990
Following the relaxation of regulations concerning the use of many forms of marketing communicati... more Following the relaxation of regulations concerning the use of many forms of marketing communications activity in ~ large number of professions beginning in the USA in 1977 and reaching the UK in 1984, there has been a growing interest in the area of professional services marketing. However, the main focus of academic research has been in the area of advertising and the professions. This article describes the results of a survey study of the internal role and function of marketing in the accounting and legal professions in the UK. The results suggest that in reality the problems faced by professional services' marketers are internal, in terms of developing a marketing orientation and reducing barriers to the implementation of marketing strategies and plans, rather than external in terms of communicating marketing messages to the external marketplace. This suggests a radically different agenda to be addressed by marketing academics interested in professional services marketing that may have a greater impact upon the development of marketing within the professions than the present focus of communications.
Behavioral Planning Problems in Explaining Market Planning Effectiveness
Journal of Business Research
Implementing Marketing
Journal of Professional Services Marketing, 1991
... The Product At the simplest level the 'product' is the marketing strategies and the... more ... The Product At the simplest level the 'product' is the marketing strategies and the marketing plan in which they are contained. ... This element of the internal marketing mix is concerned with what we are asking our internal customers to 'pay' when they buy into the marketing plan. ...
Managing Imitation Strategies: How Later Entrants Seize Market Share from Pioneers
Journal of Marketing, 1995
Journal of the Academy of Marketing Science, 2020
Marketing scholars have recently embraced the study of the corporate upper echelons-the executive... more Marketing scholars have recently embraced the study of the corporate upper echelons-the executives and board members atop the organizational hierarchy. However, management scholars have researched the upper echelons for decades, with frequent forays into the marketing strategy domain. As a result of progressing in two separate disciplines, the literature on marketing strategy and the upper echelons is fragmented and disjointed. We develop an organizing framework to review extant research and assess and synthesize the knowledge in the upper echelons marketing strategy domain. Our review covers the 14 most influential marketing and management journals from 1984 through February, 2020. Given the relative newness of this research within marketing, we develop a conceptual model fusing existing theory in the upper echelons and marketing strategy literatures, and use this to identify key blind spots and underdeveloped areas of knowledge caused by the two fields' independent evolutions. Finally, we also examine challenges associated with conducting research in this area and provide recommendations to help researchers and reviewers navigate these challenges to advance theory and practice.
Marketing performance assessment and accountability: Process and outcomes
International Journal of Research in Marketing, 2021
Industrial Marketing Management, 2020
Marketing is an applied discipline. As new generations of technology affecting marketing practice... more Marketing is an applied discipline. As new generations of technology affecting marketing practice develop, marketing theories have to be re-visited, adjusted, and sometimes scrapped and replaced with new theory as new phenomenon emerge in the increasingly dynamic world of marketing practice. This technology-enabled aspect of why and how some firms may be more successful in becoming and maintaining strong OeI marketers is clearly worthy of scholarly exploration. This research commentary extends Quach et al.'s review paper that synthesizes and consolidates what is known as outside-in marketing, recognizes some key changes in relevant aspects of the business context, and extends thinking in new directions for outside-in marketing to consider important unanswered questions regarding the OeI construct and its relationship with other constructs and performance outcomes. For example, can OeI marketing activities such as leveraging customer data for segmentation and targeting be undertaken in more or less OeI ways? When and how might IeO marketing potentially lead to better firm performance outcomes? Should OeI marketing and performance relationship be hypothesized and tested in terms of OeI alone or OeI vs. IeO or O-I + I-O? How should firms measure OeI performance? 2. The OeI marketing construct The updating and redefining of any established theoretical
Commentary on Shelby Hunt’s “The theoretical foundations of strategic marketing and marketing strategy: foundational premises, R-A theory, three fundamental strategies, and societal welfare”
AMS Review, 2015
Resource-Advantage theory has been an important addition to the marketing literature generally, a... more Resource-Advantage theory has been an important addition to the marketing literature generally, and the marketing strategy literature in particular. Twenty years after its introduction, this paper explores R-A theory in the context of marketing strategy research and considers three main issues. First, while R-A theory has clearly been impactful, why it has not been relatively more impactful. Second, it identifies and elaborates on some important marketing strategy phenomena and questions that have not been explicitly addressed by R-A theory. Third, it offers some suggestions for the further development of R-A theory.
Successful Growth by Acquisition
Journal of General Management, 1988
Growth, however one defines it, is a pervasive concept in the business world and particularly in ... more Growth, however one defines it, is a pervasive concept in the business world and particularly in the area of management. It is desired by managers who wish to be involved in growth companies for the personal stimulation and satisfaction they can provide and by the financial markets who identify 'growth stocks' and rate them highly, paying large premiums for equity in growth companies. Even economists arc generally in favour of growth with unusually wide agreement in the economic literature that there is a general relationship between growth and profitability [1]. In strategic terms growth can be accomplished in three main ways: internal development/organic growth which refers to expansion or diversification using internal corporate resources and can be achieved in an almost infinite number of ways from investment in marketing expenditure to increase market share to new product development programmes; jOint venture, which utilises a pool of inter-corporate resources to provide growth opportunities for the companies involved which each would find difficult, if not impossible, to pursue alone. This can take many forms including franchising, licensing and the appointment of agents. The third major option is acquisition whereby in order to grow one company simply buys another. In the academic literature the major debate on the methods of organisational growth has centred on the relative merits of organic growth and growth by acquisition. This area has received a great deal of attention in the past, usually coinciding with periods of unusually intense merger activity, or as they have become known, 'merger waves'. At the present time the public profile of growth by acquisition has reached possibly its highest ever level as Britain and America arc experiencing a very large 'merger wave'. The academic debate is in the process of being brought up-to-date in this present merger climate but little new work has yet filtered through. As a
The criticality of CMO-CIO alignment
Business Horizons, 2017
This year, chief marketing officers (CMOs) will spend more money on IT than chief information off... more This year, chief marketing officers (CMOs) will spend more money on IT than chief information officers (CIOs). This rapid shift in responsibility is creating a growing divide between CIOs and CMOs over firms’ IT investment decisions and actions, which is of increasing significance to firm performance. Understanding and managing this CIO-CMO divide is important in light of the magnitude of investment involved—global IT spending is estimated to exceed $4.1 trillion by 2018—and CEOs’ belief that technology is a critical success factor for future firm performance. Heretofore, there has been little investigation regarding the unique relationship between the CMO and CIO. The research reported herein addresses this shortcoming by revealing the results of in-depth interviews with CMOs and CIOs across multiple industries. The results identify the nature and sources of conflict between the two roles as well as the management-related mechanisms to overcome them, revealing the need for CEOs to focus on managing four specific sources of CMO-CIO conflict: perspective, goals, accountability, and structural conflict. While the CEO has the power to create the management-related mechanisms that promote greater CMO-CIO alignment, we also detail steps that the functional leaders can take to put the mechanisms in place should the CEO fail to do so.
Marketing Capabilities Scale
PsycTESTS Dataset, 2003
Marketing Capabilities for B2B Firms
Handbook of Business-to-Business Marketing
Defining Quality: A Contingency Perspective
Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2014
Whilst quality is an issue that has become dominant in the strategies and operation of many organ... more Whilst quality is an issue that has become dominant in the strategies and operation of many organizations, the response of marketing academics has been relatively muted. It is possible to view the definitional problems and issues surrounding the concept of quality as a significant barrier to further conceptualization and empirical study. In the organizational context this may be one cause of the inter-functional co-ordination problems and conflict that are often associated with the operation of quality management. In an attempt to address these issues a basic contingency model is presented and the implications for the role of marketing in the management of quality discussed.
Process Issues in Customer Satisfaction Measurement and Management
Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2014
In the conventional literature of marketing the measurement of customer satisfaction, and the app... more In the conventional literature of marketing the measurement of customer satisfaction, and the appropriate reaction to these measurements by management, is central to the implementation of the marketing concept and implicit in recent conceptualizations of market orientation. This centrality is reflected in the widespread advocacy of customer satisfaction measurement in the prescriptive practitioner literature, and the adoption of customer satisfaction management approaches.
Examining Why and When Market Share Drives Firm Profit
Journal of Marketing, 2021
Many firms use market share to set marketing goals and monitor performance. Recent meta-analytic ... more Many firms use market share to set marketing goals and monitor performance. Recent meta-analytic research reveals the average economic impact of market share performance and identifies some factors affecting its value. However, empirical understanding of why any market share–profit relationship exists and varies is limited. The authors simultaneously examine the three primary theoretical mechanisms linking firm market share with profit. On average, they find that most of the variance in market share’s positive effect on firm profit is explained by market power and quality signaling, with little support for operating efficiency as a mechanism. They find a similar explanatory role of the three mechanisms in conditions where market share negatively predicts profit (for niche firms and those “buying” market share). Using these mechanism insights, the authors show that the value of market share differs in predictable ways between firms and across industries, providing new understanding o...
Firm Capabilities and Growth: The Moderating Effect of Market Conditions
Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 2016
Journal of International Marketing, 2017
Business scholars and managers stress the importance of achieving and sustaining competitive adva... more Business scholars and managers stress the importance of achieving and sustaining competitive advantage as a critical strategic step in enabling superior firm performance. Yet which types of competitive advantage may yield the best performance outcomes—and what contingency factors may affect this—remains largely unexplored. This article examines the contribution of price, product, and service advantages to market performance in international ventures. Applying customer value logic to the literature on value creation and value capture, the authors posit that the symmetric achievement of all pairs of advantages leads to increased market performance. The findings confirm this conjecture, while for the product–service advantage pairing, even asymmetry in achievement has a positive market performance effect when the asymmetry is toward service. Using primary data from a sample of U.K. manufacturing exporters, the authors find that price advantage has a direct positive effect on market per...
Professional Services Marketing
Part Marketing and the professions: introduction to marketing marketing in professional service f... more Part Marketing and the professions: introduction to marketing marketing in professional service firms. Part 2 Market analysis and information: market analysis marketing information and research. Part 3 Strategic market planning: strategic marketing of professional services developing a strategic marketing plan environmental analysis strategy alternatives. Part 4 Marketing communications and advertising marketing communications personal selling and firm image. Part 5 Making marketing happen: developing a market orientation marketing and quality.
International Journal of Research in Marketing, 2009
Profit growth is one of the primary drivers of a firm's stock price and therefore is a clear prio... more Profit growth is one of the primary drivers of a firm's stock price and therefore is a clear priority for managers. Yet little is known about how a firm's marketing capabilities may be linked with its profit growth. In this study, we use data from a cross-industry sample of 114 firms to investigate how market sensing, brand management, and customer relationship management (CRM) capabilities determine firms' revenue growth and margin growth-the two components of profit growth. Our results reveal that these marketing capabilities have direct and complementary effects on both revenue and margin growth rates. Critically, we find that brand management and CRM capabilities have opposing effects on revenue and margin growth rates, such that a failure to examine these two underlying components would mask the relationships between these marketing capabilities and ultimate profit growth rates.