Digital marketing activities by Dutch place management partnerships: A resource-based view

Hagen, Daphne; Risselada, Anne; Spierings, Bas; Weltevreden, Jesse; Atzema, Oedzge

doi:10.1016/j.cities.2021.103548

Cited by 25 publications

(16 citation statements)

References 48 publications

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“…Businesses increased or improved their online capabilities and offerings including new or enhanced websites, digital marketing and online service delivery capability. This finding aligns with previous research by Hagen et al (2020) , Devereux et al, (2020) and Jones and Livingstone (2018) that consumers are increasingly seeking information about businesses via online platforms and social media.…”

Section: Discussionsupporting

confidence: 91%

“…Consumers can now access more information about products and services, brands and firms than ever before ( Hagen et al, 2022 ; Jones and Livingstone, 2018 ), and they are better informed, have greater choice, and demand more in terms of personalised offerings, convenience and the overall shopping and service experience ( Grewal et al, 2017 ; Paul and Rosenbaum, 2020 ; Roggeveen and Grewal, 2016 ). Now, in a ‘learning to live with the pandemic’ world, there is a clear need for research to address both the challenges, and the strategies required by retailers and service firms for survival and success ( Beckers et al, 2021 ; Paul and Rosenbaum, 2020 ; Pantano et al, 2020 ).…”

Section: Literature Reviewmentioning

confidence: 99%

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Lessons from the COVID19 pandemic: The case of retail and consumer service firms

Grimmer

2022

Journal of Retailing and Consumer Services

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Section: Discussionsupporting

confidence: 91%

Section: Literature Reviewmentioning

confidence: 99%

Lessons from the COVID19 pandemic: The case of retail and consumer service firms

Grimmer

2022

Journal of Retailing and Consumer Services

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“…Our research follows the ideas of the resource-based view (RBV) which aims to explain the performance of individual firms by differences in their resources rather than market characteristics [37]. RBV suggests that beside several tangible resources (e.g., new technological advances) there are intangible onesintellectual capital that could be used by an organization to create value [38], including managerial and technical skills that allow improvement in firm's performance.…”

Section: Towards An Activity-to-skills Framework In the Big Data Eramentioning

confidence: 99%

Activity-to-Skills Framework in the Intellectual Property Big Data Era

Damij

Hafner²,

Modic

2024

IEEE Trans. Eng. Manage.

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“…Hence, the current research study considers RBV as an appropriate theoretical approach to explore the application levels of customer-focus in SMEs and how dissimilar resources of customer-focus, for example, with regard to co-creation, network ties, customer insights and AIM, interact to achieve Impact of customer-focus on SME performance competitive advantage and performance of business organizations. According to Hagen et al (2022), the main idea of the RBV is that the competitive advantage of a business organization is contingent on its ability to obtain, control and configure resources. Business organization resources such as co-creation capability, networking ties, customer insight capability and AIM are considered as critical organizational assets that shape marketing strategies like customer-focus (Setiyaji et al, 2022).…”

Section: Literature Review 21 Theoretical Backgroundmentioning

confidence: 99%

The impact of customer-focus on the performance of business organizations: evidence from SMEs in an emerging West African economy

Abrokwah-Larbi

2023

AJEMS

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PurposeThe purpose of this paper is to investigate the impact of customer-focus on small medium enterprise (SME) performance from the perspective of a resource-based view (RBV).Design/methodology/approachThis research study implemented a survey strategy to gather data from 255 respondents on the registered list of Ghana Enterprise Agency (GEA) in the eastern region of Ghana. Scales used to gather data were operationalized from previous research studies. A structural equation modeling (SEM) path analysis was used to estimate the impact of customer-focus on the performance of SMEs.FindingsThe outcomes of this study indicate that customer-focus has a significant positive impact on SME performance, hence backing the current demand for investigating the distinct influence of customer-focus on SME performance. The results show that customer-focus has a positive and significant relationship with financial performance, customer performance, internal business process performance and learning and growth performance, thus supporting the literature on the positive impact of customer-focus on SME performance. Therefore, customer-focus determinants used in this study, including co-creation, networking ties, customer insight and artificial intelligence marketing (AIM), are critical to the optimization of SME performance.Research limitations/implicationsNotwithstanding the importance of this research study mentioned earlier, the study has limitations. Notably, the sample size of this study can be increased to capture SME respondents in other geographical zones that were not included in this study. Future research studies may address how business environment conditions moderate the relationship between customer focus and performance, and also the cause-effect of the relationship between customer focus and business environment conditions on SME performance.Practical implicationsThe practical implications consist of two main items. First, this study empowers SME owners and managers to develop a customer focus technique as a central strategic goal in their quest for SME performance optimization. Second, SME owners and managers should progressively exploit the four determinants of customer focus which include co-creation, networking ties, customer insight and (AIM in order to accrue important resources for effective utilization of their customer focus competences as a way to enhance their performance.Social implicationsThis study is targeted at the sound development of SMEs to bring about poverty alleviation and employment. Poverty, unemployment and poor living standards are recognized as vital social challenges in most emerging economies. The establishment of customer focus as an important strategic capability provides opportunities for SME survival, profitability and growth.Originality/valueGenerally, the findings of this research study provide a strong backing to RBV perspective and the proposition that customer-focus and its determinants (i.e. co-creation, networking ties, customer insight and AIM) should be acknowledged as a vital strategic resource for optimizing the performance of SMEs. This research study also provides new knowledge contribution to the present body of knowledge on customer-focus orientation and management literature, particularly in the context of an emerging economy.

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Digital marketing activities by Dutch place management partnerships: A resource-based view

Cited by 25 publications

References 48 publications

Lessons from the COVID19 pandemic: The case of retail and consumer service firms

Lessons from the COVID19 pandemic: The case of retail and consumer service firms

Activity-to-Skills Framework in the Intellectual Property Big Data Era

The impact of customer-focus on the performance of business organizations: evidence from SMEs in an emerging West African economy

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