Do creative marketing strategy and its effective execution promote business performance? An empirical assessment

Naeem, Basharat

doi:10.5897/ajbm11.1154

Cited by 2 publications

(2 citation statements)

References 27 publications

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“…Nohria, Joyce, and Roberson (2003) conducted a research on 160 organizations observed over five years and concluded that organizations that implement their strategies flawlessly have a high likelihood to achieve market success. To realize an effective execution of marketing strategies, top management is responsible to provide human resources, financial resources, direction, and a competitive environment (Varadarajan, Jayachandran, & White, 2001;Naeem, Nawaz, Rana, & Ishaq, 2011;Ishaq, 2013). Hrebiniak (2005 identified the implementation concept as a key success factor for an organization due to its strategic implications, such as invisibility, competitive advantage, and difficulty in imitating faced by competitors.…”

Section: Marketing Strategy Creativitymentioning

confidence: 99%

“…Several empirical studies investigated the environment's impact (Jaworski & Kohli, 1993;Slater & Narver, 1994) on different product-market strategies (Ishaq, 2013;Matsuno & Mentzer, 2000;Naeem et al, 2011;Naeem, Nawaz, & Ishaq, 2012;Vorhies & Morgan, 2003). To understand a strategic decision, Porter (1980) and Miles and Snow (1978) introduced a set of dominant typologies.…”

Section: Strategic Orientation As Moderating Rolementioning

confidence: 99%

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Creative Marketing Strategy and Effective Execution on Performance in Pakistan

Ishaq

Hussain²

2016

Rev. adm. empres.

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The purpose of the current research is to determine the influence of creative marketing strategies and effective execution on business unit performance. Moreover, strategic orientation and environmental uncertainty are used as moderating variables. Data are collected from 368 key informants working in Fast-Moving Consumer Goods (FMCG), banking, pharmaceutical, chemical, insurance, and engineering industries using a multi-stage random sampling technique. Factor analysis and multiple hierarchal regressions are used to test the study hypotheses. The results indicate that creative marketing strategy and effective execution are positively associated with business performance. Moreover, environmental uncertainty and strategic orientation play a moderating role in the above relationships.KEYWORDS | Marketing strategy, creativity, strategic orientation, firm performance, Pakistan. Fast-Moving Consumer Goods (FMCG) RESUMO O objetivo da pesquisa é determinar a influência de estratégias de marketing criativo e execução efetiva no desempenho da unidade de negócios. Além disso, a orientação estratégica e incerteza ambiental são utilizadas como variáveis moderadoras. Os dados foram coletados de 368 informantes-chave que trabalham em indústrias RAE-Revista de Administração de Empresas | FGV/EAESP

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Section: Marketing Strategy Creativitymentioning

confidence: 99%

Section: Strategic Orientation As Moderating Rolementioning

confidence: 99%

Creative Marketing Strategy and Effective Execution on Performance in Pakistan

Ishaq

Hussain²

2016

Rev. adm. empres.

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The role of SME’s owner-manager decision-making styles in marketing strategies and organizational performance

Seronato,

Martins

2024

JRME

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Purpose Although studies have analyzed individual factors and their impact on marketing strategies and organizational performance, little is known about the owner-manager’s decision-making style. In the marketing literature of micro, small and medium enterprises (SMEs), little attention has been paid to the decision-maker. This study aims to gauge the impact of the manager's decision-making styles (rational, intuitive, dependent, avoidant and spontaneous) on marketing strategy creativity, on its implementation effectiveness and, consequently, on organizational performance. Design/methodology/approach This study uses a quantitative and descriptive approach. The data collection technique was through a survey with structured questionnaires in an online format. The data were collected from Brazilian micro, small and medium enterprises (SMEs) in the commerce and service sectors. The nonprobabilistic sampling included 206 valid responses. The data were analyzed using the technique of structural equation modeling (SEM) through the partial least squares method (PLS). Findings Among the main results, it was observed that rational, dependent and avoidant styles influence the creativity and implementation effectiveness of marketing strategies, and that these two factors positively impact organizational performance. In addition, it was found that part of the effect of rational, dependent and avoidant styles on performance occurs through the creativity and implementation effectiveness of the marketing strategy. However, the effect of the intuitive style and spontaneous style was not significant. Practical implications For owner-managers, the main implication is that they need to be rational, carefully analyzing the information and options available, ask for support when necessary for their team or partners and avoid procrastinating decisions. This can aid the development of more creative and effective implementations of their marketing strategies, which consequently, may contribute to better performance results. Originality/value The main contribution of this study was to add a new approach (decision-making styles) to the SME marketing literature. Moreover, this study integrates organizational (focused on marketing) and behavioral (focused on the manager's decision-making style) perspectives as factors that improve organizational performance.

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Do creative marketing strategy and its effective execution promote business performance? An empirical assessment

Cited by 2 publications

References 27 publications

Creative Marketing Strategy and Effective Execution on Performance in Pakistan

Creative Marketing Strategy and Effective Execution on Performance in Pakistan

The role of SME’s owner-manager decision-making styles in marketing strategies and organizational performance

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