Catalyzing marketing innovation and competitive advantage in the healthcare industry: the value of thinking like an outsider

The Indian healthcare industry is third largest economy in the world. India's competitive advantage also lies in the increased success rate of Indian healthcare sectors. All organizations benefit from great branding, but it is more important in healthcare than any other industry. Creating brand is an important object in marketing in order to reach to maximum customers. Organizations across the world and in India are constantly striving to achieve excellent branding to attain top recall value of healthcare. Physicians, dentists, physiotherapist, nurses, nursing home owners, hospital administrators have many challenges regarding branding and communications of healthcare. It is an ideal for energizing their healthcare organization and sustain financially and operationally. This chapter explains what is brand, its strategies, how to develop branding of healthcare organization and how to manage brands. Many illustrations and case studies are described in this chapter.

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Exploring the role of transformational leadership in human capital effectiveness

World Journal of Entrepreneurship Management and Sustainable Development ◽

10.1108/wjemsd-10-2017-0075 ◽

2018 ◽

Vol 14 (2) ◽

pp. 191-204 ◽

Cited By ~ 3

Author(s):

Muhammad Shahid Khan ◽

Ilham Sentosa ◽

Faryal Salman

Keyword(s):

Human Capital ◽

Transformational Leadership ◽

Knowledge Management ◽

Competitive Advantage ◽

Structured Interview ◽

Equation Modeling ◽

Healthcare Industry ◽

Content Type ◽

Knowledge Codification

Purpose Malaysia has set year 2020 as a targeted year to become the most developed nation and to transform the economy into knowledge based. Issue is to become developed nation, but without human capital development (HCD) process, the achievement of this vision would be difficult. Numerous studies articulated the direct impact of human capital on the country economic growth. Human capital is a significant factor to get competitive advantage, which is the need of the day for all countries as well as for organizations to survive in today’s tough competitive environment. Major objective of this research was to find the role of transformational leadership (TL) in human capital effectiveness with the effect of knowledge management (KM) strategies. The paper aims to discuss these issues. Design/methodology/approach A mixed research method is deployed in this study. Data are collected with the help of self-administrated questionnaire and a semi-structured interview. The structural equation modeling technique is used in the data; data are analyzed with the help of AMOS and Nvivo software. Findings The results revealed that transformation has a positive effect on KM strategies. Further, this study also identified that knowledge codification strategy and personalization strategy have a positive impact on human capital effectiveness. Research limitations/implications The results revealed that KM strategies play a vital role in human capital effectiveness. Therefore, the Malaysian healthcare industry should introduce KM strategies in order to enhance employees’ knowledge skills and ability. This study is only conducted in Malaysia; the future researcher can use a different method to test the current research model. Practical implications Knowledge codification and knowledge personalization strategy can contribute to the HCD process. This study can be generalized in the Malaysian healthcare industry. This kind of effort will add value into human capital. Hence, organization can get a competitive advantage with the help of human capital. TL style is the most appropriate style in the current era; this leadership has the ability to transform the system, which is the need of the day. Due to rapid changes in technology, a leader who believes in change can meet the challenges of twenty-first century. Originality/value KM strategies and their use have been a research issue for some time. Companies have also adopted knowledge management strategies tools to support and stimulate knowledge sharing in their organizations and to help employees to find the expertise they are looking for. But no research has been performed on the importance of KM strategies. This paper describes a unique and new framework that the authors devised to help companies to do just that.

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The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage

Sustainability ◽

10.3390/su11030729 ◽

2019 ◽

Vol 11 (3) ◽

pp. 729 ◽

Cited By ~ 9

Author(s):

Youn Na ◽

Sungmin Kang ◽

Hye Jeong

Keyword(s):

Competitive Advantage ◽

Market Orientation ◽

Information Exchange ◽

Product Innovation ◽

Sharing Economy ◽

Sustainable Competitive Advantage ◽

Market Information ◽

Marketing Innovation ◽

Information Generation ◽

And Performance

This study investigated relationships among the market orientation of sharing economy business, marketing innovation, sustainable competitive advantage (SCA), and performance. Attempts are made to understand market orientation from cultural and behavioral perspectives to accelerate marketing innovation and identify measures for SCA and performance building. Frequency, reliability, validity, fitness, and path analyses were performed on 400 respondents, and a structural model was used. The results are as follows. First, functional coordination of the cultural market orientation of sharing economy business with consumer orientation significantly affected product innovation, but competitive orientation’s effect on product innovation was not significant. Competitive orientation and functional coordination significantly affected communication innovation, but consumer orientation’s effect on communication innovation was not significant. Second, market information generation and response to market information of behavioral market orientation of sharing economy business significantly influenced product innovation, but market information exchange’s influence on product innovation was not significant. Even though market information exchange and response to market information had a significant influence on communication innovation, the influence of market information generation on communication innovation was not significant. Third, both product and communication innovation of the marketing innovation of sharing economy business significantly influenced SCA. Fourth, the SCA of sharing economy business significantly influenced market dominating power.

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The effect of marketing innovation, market orientation, and social capital on competitive advantage and marketing performance: A study in MSMEs of embroidery Central Java Province

Journal of Economics Business and Accountancy Ventura ◽

10.14414/jebav.v18i3.506 ◽

2015 ◽

Vol 18 (3) ◽

pp. 351

Author(s):

Ag. Sunarno Handoyo

Keyword(s):

Social Capital ◽

Competitive Advantage ◽

Market Orientation ◽

Small And Medium Enterprises ◽

Marketing Innovation ◽

Marketing Performance ◽

Central Java ◽

Structure Equations ◽

Medium Enterprises ◽

Central Java Province

This study deals with marketing innovation, market orientation, and social capital in affecting the competitive advantage and marketing performance in Micro, Small, and Medium Enterprises (MSMEs) of embroidery in Central Java Province. In this respect, this study tried to test and analyze the effect of marketing innovation, market orienta-tion, and social capital on competitive advantage and marketing performance in Micro, Small, and Medium Enterprises (MSMEs) of embroidery in Central Java Province. The samples are 150 respondents as the owners of the embroidery business in Central Java Province. The technical analysis used is Structure Equations Modeling with AMOS Software version 22. The results show that: (1) marketing innovation has significant effect on competitive advantage; (2) market orientation has significant effect on competi-tive advantage; (3) social capital has significant effect on competitive advantage; (4) competitive advantage has significant effect on marketing performance; (5) marketing innovation has significant effect on marketing performance; (6) market orientation has significant effect on marketing performance; (7) social capital has no significant effect on marketing performance. The implication of this study is that the MSMEs of embroidery could improve marketing performance by increasing marketing innovation, market orientation, social capital and competitive advantage. This study also shows that competitive advantage is an intervening variable on marketing performance.

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Repositioning sales as an influence on innovation and a source of sustainable competitive advantage

Proceedings of the International Conference on Business Excellence ◽

10.2478/picbe-2019-0043 ◽

2019 ◽

Vol 13 (1) ◽

pp. 492-504

Author(s):

Ovidiu-Iulian Bunea

Keyword(s):

Competitive Advantage ◽

Small Firms ◽

Innovation Process ◽

Relevant Information ◽

Negative Influence ◽

Sustainable Competitive Advantage ◽

Marketing Innovation ◽

Innovation Activities ◽

Time Period ◽

The Relationship

Abstract The main purpose of this paper was to analyze the relationship between the company’s sales activity, innovation and competitive advantage using a representative sample of firms analyzed in dynamics in 2014-2018 time period. Scientific literature on the determinants of innovation has shown that large firms are more likely to innovate when compared to small firms and that innovation inputs significantly increase innovation output. The types of innovation to which this work refers are process, product, organizational and marketing innovation. Thus, looking at the history and evolution of companies, in terms of financial statement and, more specifically, sales, we can reveal relevant information about their innovation activities and potential sustainable competitive advantage emerging from innovation. Sales can be considered input into the innovation process through the information gathered from customers, thus contributing to the innovation process. For example, when it comes to launching a new product or improving the existing one, sales feedback could be of great help because the salesperson has the ability to collect important customer feedback such as: what are the issues with the present product, what could be improved and how etc. So, we ask: Does sales contribute to the innovation process and gaining sustainable competitive advantage? If so, what happens with the degree of innovation according to the volume of sales, the size of the company, the number of employees? To highlight the relationship between sales, innovation and competitive advantage, and to estimate the predictability of the model, multiple linear regression was used. Thus, the analysis has shown that sales activity positively and significantly influences innovation when it comes to the information that sales can make available, contributing in some cases as a source of sustainable competitive advantage. Research also identified a significant but negative influence between sales, innovation and sustainable competitive advantage when we talk about sales in terms of their volume.

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Strategic agility and its impact on competitive capabilities in healthcare industry

Management Science Letters ◽

10.5267/j.msl.2021.5.004 ◽

2021 ◽

Vol 11 (9) ◽

pp. 2371-2376 ◽

Cited By ~ 1

Author(s):

Abdallah Abusalma

Keyword(s):

Statistical Analysis ◽

Competitive Advantage ◽

Significant Relationship ◽

Healthcare Industry ◽

Competitive Advantages ◽

Department Heads ◽

Private Hospitals ◽

Competitive Capabilities ◽

Hospital Work ◽

Strategic Agility

This paper identifies the degree of strategic agility and its relationship with the competitive advantage in the private hospitals in Jordan. To achieve this goal, a special questionnaire was developed for a sample of managers in hospitals. The study distributed 208 questionnaires to 27 hospitals, and managed to collect 95% of them, properly. The target group was mainly hospital directors, deputy directors, district directors and department heads. The researcher presented a set of recommendations that could be considered necessary to achieve a level of competitive advantage in all fields of hospital work. In the light of the problem of research and its questions and the review of relevant studies, the current research sought to test the validity of the hypotheses of the study. The results of the statistical analysis revealed that there is a statistically significant relationship between the extent of the Agility exercise and the competitive advantage of private hospitals in Jordan (α=0.05). The results also showed that there was a statistically significant relationship between the strategic sensitivity and competitive advantage of the private hospitals in Jordan (α = 0.05). However, the results of the hypothesis did not differ from the second sub-hypothesis, where there was a statistically significant relationship between the substantial and competitive advantages of private hospitals in Jordan (α = 0.05). Finally, the statistical analysis found that there is a statistically significant relationship between technology and competitive advantage in private hospitals in Jordan (α = 0.05).

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Enhancing competitive advantage and financial performance of consumer-goods SMEs in export markets: how do social capital and marketing innovation matter?

Asia Pacific Journal of Marketing and Logistics ◽

10.1108/apjml-05-2021-0301 ◽

2022 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

So Won Jeong ◽

Jae-Eun Chung

Keyword(s):

Social Capital ◽

Financial Performance ◽

Competitive Advantage ◽

Consumer Goods ◽

Export Markets ◽

Resource Based View ◽

Content Type ◽

Marketing Innovation ◽

Research Gap ◽

Foreign Distributor

PurposeBuilding on the resource-based view (RBV), this study examines the differential roles of internal and external social capital (SC) in enhancing the marketing innovation (MI), competitive advantage and financial performance of Korean small and medium-sized enterprises (SME) in export markets.Design/methodology/approachIn total, 197 valid cases were obtained from Korean manufacturing SMEs in the consumer goods sector. Then, a path analysis was employed to test the proposed hypotheses.FindingsFirst, SME internal SC positively influenced MI, whereas external SC positively influenced foreign distributor's MI (or foreign distributor MI). Second, SME MI was positively associated with foreign distributor MI. Third, no statistical differences were found in the strength of the paths from foreign distributor and SME MI to competitive advantage. Meanwhile, foreign distributor MI positively affected financial performance more than SME MI. Fourth, SME competitive advantage predicted a positive financial performance. Finally, the effect of SME MI on financial performance had an inverted “U” shape.Originality/valueThis study fills a research gap in the MI literature by identifying MI in terms of its actors (SMEs and their foreign distributors) and examining the differential roles of internal and external SC in MI.

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Branding and Communication Strategies in Healthcare Organizations

Brand Culture and Identity ◽

10.4018/978-1-5225-7116-2.ch012 ◽

2019 ◽

pp. 205-215

Author(s):

Sonopant Ganpatrao Joshi

Keyword(s):

Nursing Home ◽

Competitive Advantage ◽

Communication Strategies ◽

Healthcare Organization ◽

Healthcare Industry ◽

Healthcare Organizations ◽

Hospital Administrators ◽

Healthcare It ◽

The World ◽

Important Object

The Indian healthcare industry is third largest economy in the world. India's competitive advantage also lies in the increased success rate of Indian healthcare sectors. All organizations benefit from great branding, but it is more important in healthcare than any other industry. Creating brand is an important object in marketing in order to reach to maximum customers. Organizations across the world and in India are constantly striving to achieve excellent branding to attain top recall value of healthcare. Physicians, dentists, physiotherapist, nurses, nursing home owners, hospital administrators have many challenges regarding branding and communications of healthcare. It is an ideal for energizing their healthcare organization and sustain financially and operationally. This chapter explains what is brand, its strategies, how to develop branding of healthcare organization and how to manage brands. Many illustrations and case studies are described in this chapter.

Download Full-text