How Marketing Capabilities Create Competitive Advantage in Turkey

2014 ◽  
pp. 234-254 ◽  
Author(s):  
Rifat Kamasak
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Emerging Market ◽  
Investment Decisions ◽  
Corporate Image ◽  
The Other ◽  
Strategic Marketing ◽  
Marketing Capabilities ◽  
Brand Reputation ◽  
Strategic Assets

Marketing capabilities have been identified as major determinants of firm performance because they address the so-called VRIN (Valuable, Rare, Imitable, Non-substitutable) criteria of strategic assets. However, considerably less attention has been paid to marketing capabilities and their effects on the creation of competitive advantage in the literature of strategic marketing. This study investigates the effects of marketing capabilities on firm performance through an empirical study conducted in the large emerging market of Turkey. The relative effects of Specialized Marketing Capabilities (SMC), Architectural Marketing Capabilities (AMC), and Market Information Processing Capabilities (MIPC) on sales turnover, market share, and profitability are explored on a sample of 198 Turkish firms operating in different industries. The findings reveal that all capabilities have positive and significant effects on firm performance, although SMC is seen as the most influential capability. The other capabilities of MIPC and AMC follow it, respectively. Therefore, the study suggests that with respect to resource allocation and investment decisions, priority should be given to specialized marketing capabilities such as innovativeness, brand reputation, corporate image, and creative advertising, which are positively and significantly associated with firm performance in the study.

How Marketing Capabilities Create Competitive Advantage in Turkey

2015 ◽  
pp. 1602-1621
Author(s):  
Rifat Kamasak
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Emerging Market ◽  
Investment Decisions ◽  
Corporate Image ◽  
The Other ◽  
Strategic Marketing ◽  
Marketing Capabilities ◽  
Brand Reputation ◽  
Strategic Assets

Marketing capabilities have been identified as major determinants of firm performance because they address the so-called VRIN (Valuable, Rare, Imitable, Non-substitutable) criteria of strategic assets. However, considerably less attention has been paid to marketing capabilities and their effects on the creation of competitive advantage in the literature of strategic marketing. This study investigates the effects of marketing capabilities on firm performance through an empirical study conducted in the large emerging market of Turkey. The relative effects of Specialized Marketing Capabilities (SMC), Architectural Marketing Capabilities (AMC), and Market Information Processing Capabilities (MIPC) on sales turnover, market share, and profitability are explored on a sample of 198 Turkish firms operating in different industries. The findings reveal that all capabilities have positive and significant effects on firm performance, although SMC is seen as the most influential capability. The other capabilities of MIPC and AMC follow it, respectively. Therefore, the study suggests that with respect to resource allocation and investment decisions, priority should be given to specialized marketing capabilities such as innovativeness, brand reputation, corporate image, and creative advertising, which are positively and significantly associated with firm performance in the study.

scholarly journals EXPRESS: Unbundling the Effects of Internationalization on Firm Performance in Emerging Economies: The Moderating Effects of Strategic Resource Decisions

2021 ◽  
pp. 1069031X2110306
Author(s):  
Nilay Bicakcioglu-Peynirci ◽  
Robert E. Morgan
Keyword(s):  
Firm Performance ◽  
Emerging Economies ◽  
Emerging Market ◽  
Strategic Marketing ◽  
Slack Resources ◽  
Moderation Effect ◽  
Strategic Resource ◽  
And Performance ◽  
Resource Decisions ◽  
The Relationship

We investigate how strategic resource decisions—concerning slack resources and strategic marketing ambidexterity—influence the relationship between internationalization and firm performance of emerging market firms. Based upon the resource-based view, we synthesize two dominant, yet divergent, perspectives that explain the respective resource slack advantages and liabilities in the internationalization literature: the flexible capacity and the efficient capacity perspectives. We also explore the moderating role of strategic marketing ambidexterity which comprises a bundle of marketing activities covering both exploitation-dominant actions and exploration-dominant actions. We empirically examine our hypothesized relationships with data from a sample of 1,683 firm-year observations for the period between 2005 and 2018 and find that distinct forms of resource slacks have contrasting effects on the relationship between internationalization and performance. Our results provide strong evidence for positive moderation effect of unabsorbed slack resources and a negative moderation effect of absorbed slack resources on the internationalization-performance relationship. We also indicate nonsignificant moderating effect of strategic marketing ambidexterity, demonstrating that internationalization attains higher firm performance regardless of its exploration-dominant or exploitation-dominant strategic emphasis in emerging economies.

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.

Strategic marketing patterns and performance implications

2016 ◽  
Vol 50 (12) ◽  
pp. 2216-2248 ◽  
Author(s):  
Emir Agic ◽  
Merima Cinjarevic ◽  
Emir Kurtovic ◽  
Muris Cicic
Keyword(s):  
Firm Performance ◽  
Business Performance ◽  
Latent Class ◽  
Performance Outcomes ◽  
Strategic Marketing ◽  
Marketing Capabilities ◽  
Cross Sectional ◽  
Content Type ◽  
Configuration Theory ◽  
Strategic Orientations

Purpose The purpose of this study is to create the taxonomy of firms based on the nature of the relationship between market-based resources and marketing capabilities. Anchored in the configuration theory, the present study aims to explore simultaneous roles of market-based resources, i.e. customer orientation and competitor orientation, and marketing capabilities, i.e. the execution of marketing practices and activities within a firm, on firm performance. Design/methodology/approach A self-administrated questionnaire was used to collect data from chief executive officers or top managers of 220 firms in Bosnia and Herzegovina, a transitional economy in South Eastern Europe. Findings Drawing on a configuration approach via the latent class analysis, the authors empirically derive four distinct strategic marketing patterns, namely, marketing super achievers, marketing-focused virtuosi, marketing drifters and marketing mass pushers. The findings also highlight how business performance outcomes differ as a function of a class membership. Research limitations/implications Cross-sectional research design and focus on a single country are main limitations of the present study. Thus, longitudinal studies in the context of developed and fast-reforming transition economies are advisable for future work. Practical implications This study enhances the knowledge on how a firm can configure or bundle its market-based resources and marketing capabilities to produce desired outcomes. Findings suggest that joint attention to building market-oriented culture and developing marketing capabilities seems to pay off. However, the authors found that a lack of market knowledge can be substituted by the firms’ ability to build effective promotional and branding capabilities. Thus, the present study adds to the emerging dialog on the relative importance of alternative strategic orientations in achieving superior business performance. Originality/value This study contributes to the strategic marketing literature by examining the synergistic effect of market-based resources and marketing capabilities on firm performance using a configurational approach. It also provides support for the equifinality proposition, suggesting that different “bundles” of market-based resources and marketing capabilities can lead to similar level of performance outcomes.

scholarly journals Kapabilitas Pemasaran dan Operasi Serta Pengaruhnya Pada Supply Chain Management dan Kinerja Perusahaan

2016 ◽  
Vol 17 (3) ◽  
pp. 79 ◽  
Author(s):  
Hadi Purnomo ◽  
Edi Santosa
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Firm Performance ◽  
The Other ◽  
Supply Chain Integration ◽  
Superior Performance ◽  
Chain Process ◽  
Marketing Capabilities ◽  
Chain Management ◽  
Positive Effects

<em>Competition is a fact that needs to be faced by companies, and competitive advantage is thecore of the company’s success. To face the competition, the accuracy of the strategy undertaken by a company is one of the key success factors of the company. The strategy is to focus on the important factors that affect the performance of the company. In this case, two functions that are key to the creation of value-added are marketing and operations functions. Operations and marketing capabilities are important factors to obtain superior performance. Integration of marketing and operations (operation capabilities, marketing capabilities) is believed to be a synergy to achieve the company's competitive advantage.On the other hand, Supply Chain Management (SCM) is a key strategic factor to improve the company effectiveness. While an effective supply chain process is based on cross-functional collaboration of the company including operations and marketing capabilities. Thus, the main concern of this study is to focus on the influence of operationand marketing capabilities in supply chain integration and the firm performance, as well as the effect of supply chain integration on the firm performance. The results of this study based on regression analysis show that the regression coefficient of each independent variable on the dependent variable is positive. This means that the marketing and operation capabilities have positive effects on the firm performance, as well as having a positive impact on the supply chain integration. On the other side, the supply chain integration also has a positive effect on the firm performance.</em>

scholarly journals The linkage between competitive intelligence and competitive advantage in emerging market business: A case in the commercial vehicle industry

2020 ◽  
Vol 10 (3) ◽  
Author(s):  
Stefan Zwerenz
Keyword(s):  
European Union ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Commercial Vehicle ◽  
Single Case ◽  
Emerging Market ◽  
Competitive Intelligence ◽  
Vehicle Manufacturer ◽  
Research Questions ◽  
Process Structure

To achieve competitive advantage (CA) in emerging markets (EM) firms aresuggested to increase market orientation, using competitive intelligence (CI) as a source toincrease firm performance. However, in-depth linkage between CA and CI, as well as itsawareness/culture and process/structure constructs, has been researched and understood onlyin a limited way in general and for EM business in particular. This paper gives in-depthclarification of six research questions relating to the connection between CI, its constructs andCA for EM business as well as how CI as a product/process could be adapted for a larger impacton CA. It reports on a qualitative, document and interview data based in-depth single case studyat a CI department of a European Union (EU) commercial vehicle manufacturer engaging inEM business. It finds that overall the linkage of CI for CA was traceable and transparent tousers/generators of CI in the specific case with ambiguously perceived limitations, andinfluenced by seven identified factors. Seven out of eight pre-identified CI constructs werepromoted but also heterogeneously understood as contributing to CA, with no other relevantconstructs identifiable. Adaptions for more impact on CA were recommended for CI as a productin a limited sense, and as a process with eight potential levers more comprehensively. Theseresults help businesses to improve CI, its constructs, its products and process for a betterlinkage to CA and firm performance.

Sign in / Sign up

Export Citation Format

Share Document