Marketing innovation and sustainable competitive advantage of manufacturing SMEs in Ghana

2019 ◽  
Vol 57 (7) ◽  
pp. 1535-1553 ◽  
Author(s):  
Daniel Quaye ◽  
Isaac Mensah
Keyword(s):  
Competitive Advantage ◽  
Manufacturing Industries ◽  
Marketing Capabilities ◽  
Resource Based View ◽  
Content Type ◽  
Metal Fabrication ◽  
Furniture Manufacturing ◽  
Marketing Resources ◽  
Physical Resources ◽  
Resources And Capabilities

Purpose The purpose of this paper is to establish how small- and medium-sized enterprises (SMEs) in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries can sustain or improve their competitive advantage by integrating specific resources and capabilities. The paper seeks to offer an alternative framework “resource capability-based view (RCBV)” that provides a strategic marketing direction for SMEs regarding how innovative marketing practices and dynamic marketing capabilities integrate to create sustainable market advantage. Design/methodology/approach This current paper employed a quantitative survey design with a positivist methodological research paradigm. The paper used a multi-stage stratified and simple random sampling technique to collect data from 591 manufacturing SMEs in Ghana. SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries were sampled for the study. A structural equation model was employed to test the study hypotheses to arrive at the findings. Findings The study found that product design and packaging innovations, promotion innovations, retail innovations and pricing innovations provide sustainable market advantage for water, beverage, detergent and metal fabrication SMEs. The paper also found that new product designs and packages are the major drivers of sustainable market advantage followed by innovative retail outlets. The paper further originated that integrating marketing competence (marketing resources and marketing capabilities) and innovative marketing activities provides a marginal improvement in competitive advantage. Physical resources may result in market advantage but integrating physical resources with dynamic marketing capabilities provides sufficient competitive sustainability in a competitive market. Practical implications SMEs in water, beverage, soap, detergent, metal fabrication, wood and furniture manufacturing industries should prioritise their key marketing resources and capabilities in product designs, promotion, pricing and retailing innovations in order to sustain market advantage. Old products should not be faded from the market but rather SME managers should employ innovative retail strategies, such as eco-friendly advertising, product re-branding and digital platforms (social network sites and websites), which are important to sustaining market performance. Government must develop targeted policies to bridge the information gap between SMEs and research institutions such as universities through regular subsidised entrepreneurial training and creation of semi-annual industry-academic fairs. The main theoretical contribution of this current paper is the development of “RCBV” as a framework which shows how SMEs can integrate specific resources and capabilities to achieve sustainable market advantage. This framework offers an integrative view of conventional resource-based view and dynamic capability theory (DCT) which are independently examined in the literature. Originality/value This current study has proposed an integrated and elaborative approach to the conventional resource-based view and DCT which does not provide a composite understanding in the literature. SMEs may lack the needed resources and capabilities to introduce new products or extant product lines but this paper has demonstrated that how SME can sustain market advantage of existing product(s) by synchronously using specific marketing resources and capabilities. The proposed framework offers a guide for SMEs to integrate their physical resources and capabilities to sustain their market advantage.

Resources, capabilities and competitive advantage of minor export crops farms in Sri Lanka

2018 ◽  
Vol 28 (5) ◽  
pp. 478-502 ◽  
Author(s):  
Vilani Sachitra ◽  
Siong-Choy Chong
Keyword(s):  
Sri Lanka ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Relationship Building ◽  
Future Research ◽  
Content Type ◽  
Resources And Capabilities ◽  
Physical Assets ◽  
Export Crops

Purpose The agribusiness sector has long been acknowledged as a major source of livelihood to many people in developing countries. Hence, determining the resources and capabilities influencing farm-level competitive advantage are vital to better understand and formulate appropriate strategies to increase the competitiveness ofminor export crops farms. This study aims to understand of the link between resources-capabilities-competitive advantage for appropriate measures to be recommended to enhance the competitive position of the smallholding farms. Design/methodology/approach This study adopts the resource-based view in combination with dynamic capabilities. The scope comprises owners of farms who possess experience in commercial cultivation of minor export crops in Sri Lanka. A self-administrated structured questionnaire was used to collect data. Findings Based on the responses from 456 farm owners, results of the multiple regression analysis indicate that variables representing resources such as human assets, physical assets, financial assets, institutional capital, collective action and entrepreneurial identity; and dynamic capabilities such as organisational learning, relationship building, quality management and marketing are significantly associated with competitive advantage of the minor export crops farms. Reputation and farm process management capability are the only two insignificant variables. Taken together, the resources and dynamic capabilities investigated explain 89.3 per cent of the variation in competitive advantage, in which 82 per cent is contributed by resources. Originality/value The findings provide useful insights not only in terms of understanding the link between resources, dynamic capabilities and competitive advantage but also how resources and capabilities can be channelled and leveraged to bring about competitive advantage to the minor export crops farms. Theoretical and practical implications as well as future research directions are provided.

Explaining the Firm's De-Internationalization Process by Using Resource-Based View

2015 ◽  
pp. 407-419 ◽  
Author(s):  
Zeynep Sadikoglu
Keyword(s):  
Competitive Advantage ◽  
International Marketing ◽  
Superior Performance ◽  
Internationalization Process ◽  
Resource Based View ◽  
International Operation ◽  
Resources And Capabilities ◽  
Time Resource

The main purpose of this chapter is to analyze why some firms fail in their international operation either right after their exposure or after a certain period of time. Resource-Based View (RBV), which deals with firms' competitive advantage and their superior performance, is used to predict the underlying reasons of firms' failure of internationalization process. In international marketing, RBV basically states that the firm internationally expands its territory when it decides to exploit its resources and capabilities in other markets. This chapter extends RBV literature by applying it to de-internationalization process of the firm. It also provides a framework that shows the actions that need to be taken when firms are faced with a failure in their international operation.

scholarly journals The influence of relational capability and marketing capabilities on the export performance of emerging market firms

2017 ◽  
Vol 34 (5) ◽  
pp. 606-628 ◽  
Author(s):  
Thi Song Hanh Pham ◽  
Lien Le Monkhouse ◽  
Bradley R. Barnes
Keyword(s):  
Emerging Market ◽  
Export Performance ◽  
Price Setting ◽  
Marketing Capabilities ◽  
Resource Based View ◽  
Content Type ◽  
Exporting Firms ◽  
Market Intelligence ◽  
Export Marketing ◽  
Marketing Intelligence

Purpose Drawing on the resource-based view, the purpose of this paper is to focus on the influence of relational capability and marketing capabilities on export performance. The study also examines the interaction effects of relational capability on the marketing capabilities – export performance relationships. Design/methodology/approach A stratified random sample of 1,047 exporting firms was approached. Survey data were collected from 333 Vietnamese exporting firms and analysed using hierarchical moderated regression. Findings The results reveal that a firm’s relational capability not only strengthens the efficiency of the export pricing capability – performance, marketing intelligence capability – performance, and marketing communication capability – performance relationships, but is also the strongest predictor of export performance amongst those capabilities identified. Whilst engagement in market intelligence, product development, price setting and promotional activities have a positive payoff, the findings confirm that there is less need for exporters to engage in after-sales service and distribution capabilities. Originality/value The study introduces the notion of relational capability alongside export marketing capabilities as predictors of export performance. The authors also examine the moderating influence of relational capability on the link between export marketing capabilities and export performance. By focusing on Vietnam, the study provides fresh insights surrounding the development pathway for firms in emerging markets.

The importance and the adaptation of internal resources as a competitive advantage for the internationalization of food companies

2019 ◽  
Vol 9 (3) ◽  
pp. 305-320
Author(s):  
Gessuir Pigatto ◽  
Giuliana Aparecida Santini Pigatto ◽  
Eduardo Guilherme Satolo ◽  
Amanda dos Santos Negreti
Keyword(s):  
Competitive Advantage ◽  
Design Methodology ◽  
Gray Relational Analysis ◽  
Resource Based View ◽  
Content Type ◽  
Internal Resources ◽  
Relational Analysis ◽  
Gray Correlation ◽  
Correlation System ◽  
Practical Implications

Purpose The purpose of this paper is to analyze how Brazilian food companies in the State of São Paulo determine the importance of and the need to adapt their internal resources as a competitive advantage for internationalization. Design/methodology/approach From a resource-based view (RBV), 35 different factors grouped into four categories were identified and presented to 24 companies. The data were analyzed through a gray relational analysis to establish all factors’ order of importance. Findings Factors linked to human and organizational resources present greater adaptability and allow companies competitive and sustainable advantages but have not yet been explored thoroughly. Identifying and adapting internal resources do not guarantee achieving competitive and sustainable advantages, as the access to international market is also a consequence of commercial agreements developed by countries and economic blocks. Practical implications The analysis highlights the fragility of competitiveness among the companies analyzed in exporting products with commodity characteristics, with none or little differentiation. Such products are traded mainly through trading companies, which allow the access of the same market to internal competitors and other countries. Thus, any lapse promoted by the company may be enough for it to lose its competitiveness and, hence, market space. Originality/value This paper stands out in the field of strategic management, specifically in the research on RBV, exportation and competitiveness, by making use of the theory of gray correlation system in an innovative and original way.

Sustainable business strategies: typologies and future directions

2017 ◽  
Vol 12 (1) ◽  
pp. 77-93 ◽  
Author(s):  
Jeffrey Gauthier
Keyword(s):  
Empirical Research ◽  
Business Strategies ◽  
Sustainable Business ◽  
Future Directions ◽  
Resource Based View ◽  
Content Type ◽  
Sustainability Strategies ◽  
Resources And Capabilities ◽  
Research Propositions ◽  
The Relationship

Purpose The purpose of this paper is to develop a typology of sustainable business strategies that may help to guide future empirical research. Design/methodology/approach The approach involves a review of prior typologies and an application of the resource-based view of the firm to identify the resources and capabilities associated with each strategy. Findings Research propositions concerning the relationship between implementation of each strategy and requisite capabilities are offered. Research limitations/implications The research propositions developed in the paper offer a means to catalyze future empirical research at the intersection of strategy and sustainability. Originality/value Barriers to understanding the capabilities necessary to implement sustainability strategies render sustainable development an elusive goal. This paper helps to advance this understanding, identifying the primary capabilities needed to implement distinct sustainability strategies.

Resource-based theory of college football team competitiveness

2019 ◽  
Vol 27 (4) ◽  
pp. 834-856 ◽  
Author(s):  
Peter Omondi-Ochieng
Keyword(s):  
Logistic Regression ◽  
Human Resources ◽  
Competitive Advantage ◽  
Binary Logistic Regression ◽  
College Football ◽  
Competitive Advantages ◽  
Organizational Resources ◽  
Content Type ◽  
Physical Resources ◽  
Resource Based Theory

Purpose This paper aims to predict a college football team’s competitiveness using physical resources, human resources and organizational resources. Design/methodology/approach Guided by the resource-based theory, the study used archival data of 101 college football teams. The dependent variable was competitiveness (indicated by win-loss records), the independent variables were physical resources (operationalized as home attendance and total revenues), human resources (measured as coaches’ salary and coaches’ experience) and organizational resources (specified as conference rankings and the number of sports). Kendall Tau correlation and binary logistic regression were used to examine the associative and predictive competitive advantages. Findings The binary logistic regression model showed an overall percentage predictive correctness of 71.3%, with a Negelkerke R2 of 41.1% of the variance of all predictors – with coaches’ experience, total revenues and home attendance being the best predictors of generating competitive advantages that produced superior win-loss records. Research limitations/implications The research focused exclusively on physical, organizational and human resources as sources of competitive advantage and not physiological and/or psychological variables. Practical implications College football teams aspiring to be competitive may benefit from this study by applying a three-fold strategy of hiring well-paid high performing and experienced coaches who can increase attendance and revenues. Originality/value The study was unique in two ways – one, it made clear the positive significance of coaches’ experience as a source of competitive advantage, and second, it highlighted the catalytic effects of revenues and attendance in fueling competitiveness.

scholarly journals Strategy beyond the business unit level: corporate parenting in focus

2019 ◽  
Vol 40 (3) ◽  
pp. 43-51 ◽  
Author(s):  
Timothy Galpin
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Core Competencies ◽  
Core Competency ◽  
Theory And Practice ◽  
Resource Based View ◽  
Content Type ◽  
Diversified Firms ◽  
Corporate Parenting ◽  
Practice Literature

Purpose The gap between management theory and practice has been much criticized. To help bridge the divide, a synthesis of empirical, theoretical and practice literature is offered, along with an application of the widely used VRIO framework, to contend that developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Design/methodology/approach A synthesis of empirical, theoretical and practice literature is presented, beginning with a discussion of why and how firms diversify; the relative performance of firms that pursue related and unrelated diversification; an application of the resource-based view, core competencies and the VRIO framework; a description of focused corporate parenting as a core competency; a prescription for how diversified firms can implement a focused corporate parenting approach; and implications for research. Findings Developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Research limitations/implications The synthesis of empirical, theoretical and practice literature presented provides a foundation for future research into the impact of focused corporate parenting on diversified firm performance. Practical implications The paper includes a prescription for how diversified firms can implement a focused corporate parenting approach. Originality/value The application of the resource-based view and core competency theories to corporate parenting provides managers with the rationale for and methodology to focus their corporate parenting activities.

OpenSocial

2010 ◽  
pp. 285-295
Author(s):  
Matthias Häsel
Keyword(s):  
Social Networks ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Social Graph ◽  
Complementary Resources ◽  
Resources And Capabilities ◽  
Social Applications

Building on the OpenSocial API suite, developers can create applications that are interoperable within the context of different social networks. Because social applications have access to a network’s social graph, messaging systems and update feeds, the OpenSocial standard enables Internet-based businesses to create new kinds of value-creating partnerships without extending themselves beyond their own means or competencies. This chapter argues that by entering structured partnerships, e-ventures and social networks can gain sustainable competitive advantage by integrating their highly complementary resources and capabilities. Building on the Resource-based View (RBV) of the firm and the concept of core competencies, it is shown that both partners can significantly benefit from the technology-induced possibilities that arise from the OpenSocial standard.

The classification of customer- and brand-oriented marketing capabilities

2015 ◽  
Vol 3 (1) ◽  
pp. 26-44
Author(s):  
Katharina Buttenberg
Keyword(s):  
Competitive Advantage ◽  
Customer Orientation ◽  
Theory Of The Firm ◽  
Review Article ◽  
Marketing Capabilities ◽  
Brand Orientation ◽  
Resources And Capabilities ◽  
Inside Out ◽  
Resource Based Theory

According to the Resource-Based Theory of the Firm, companies need to acquire and develop a unique set of resources and capabilities to gain a competitive advantage in the market. In the last decade, a number of studies have focused on marketing capabilities. However, there has been no clear classification between marketing capabilities directed towards the development of the brand from the inside out and customer-oriented capabilities, integrating the customer in the process. Purpose of this review is to clearly classify marketing capabilities and define the differences between brand-orientation and customer-orientation. A structure is proposed to better classify marketing capabilities and pave the way for further research. This review article is providing a structure for the Resource-Based Theory of the firm for improving the classification of resources and capabilities. 

Marketing capabilities for small and medium enterprises that supply large companies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emerson Wagner Mainardes ◽  
Gabriela Pessoa de Oliveira Cisneiros ◽  
Carlos Jorge Taborda Macedo ◽  
Amilson de Araujo Durans
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Structural Equation ◽  
Emerging Market ◽  
Equation Modeling ◽  
Marketing Theory ◽  
Marketing Capabilities ◽  
Online Questionnaire ◽  
Content Type ◽  
Sustained Competitive Advantage

Purpose The purpose of this study is to examine the effect of marketing capabilities on market orientation and sustained competitive advantage from the viewpoint of managers of small and medium-sized enterprises (SMEs) that supply large companies. This paper also analyzes the moderating role of exposure to external turbulence in the relationship between marketing capabilities and sustained competitive advantage, and between marketing capabilities and market orientation for SMEs. Design/methodology/approach Based on the literature, this study develops a model to verify the proposed relationships. An online questionnaire collected data from 423 managers of SMEs that supply large companies to test the model. This paper analyzes the proposed model using structural equation modeling with partial least squares. Findings According to the surveyed managers, marketing capabilities tend to play a significant role in the market orientation and perceived sustained competitive advantage of SMEs that supply large companies. Better-developed marketing capabilities can strengthen the market orientation of SMEs, helping to achieve and maintain a sustained competitive advantage. They will, thus, attract more clients and minimize their risk, regardless of the environment in which they operate. Research limitations/implications This research contributes to marketing theory by highlighting the marketing capabilities of SMEs that supply large companies and demonstrating the importance of such capabilities for their survival. Originality/value The study investigated the views of the SME managers that supply large companies about their company’s marketing capabilities. Traditionally, these companies have had little concern for marketing. This research focuses on an emerging market, that is not usually addressed.

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