Evaluating the presence of marketing capabilities: A multidimensional, hierarchical index

Massiéra, Philippe; Trinchera, Laura; Russolillo, Giorgio

doi:10.1177/2051570718759003

Cited by 4 publications

(4 citation statements)

References 129 publications

(227 reference statements)

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“…However, it will also be of interest to governmental bodies that provide the funding to underwrite small business access to MI resources and associated interpretative support. Marketing capabilities can be better understood as part of a hierarchy (Hine et al, 2014;Massiera et al, 2018a;Morgan, 2012); indeed, this graduated classification of capabilities can indicate the extent of and need for development of capabilities within a firm (Hine et al, 2014). The marketing capability hierarchy, discussed in this study, consisting of low-, medium-and high-level capabilities enables funding bodies involved in the subsidy of MI to decipher the measure and application of marketing capability within their client firms.…”

Section: Practice and Policy Implicationsmentioning

confidence: 99%

The crucial role of market intelligence in the development of small business marketing capabilities

Carson

O’Connor

Simmons

2020

JSBED

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PurposeDrawing on the resource-based view of the firm, this article explores the influences of market intelligence on the development of small business marketing capabilities, with reference to specialized marketing capabilities, architectural marketing capabilities and dynamic capabilities.Design/methodology/approachThe conceptual framework and propositions present and interpret the resource–capability complementarity between market intelligence and small business marketing capabilities and outline the relationship between individual capability sets.FindingsMarket intelligence is shown to be crucial in the development of small business marketing capabilities and in the implementation of more formalized marketing strategies that allow small businesses to create value for customers and improve their performance. However, the level to which market intelligence is utilized and marketing capabilities are developed is found to be considerably influenced by the small business owner-manager and firm learning.Practical implicationsIt is imperative that small businesses acknowledge the practical benefits of market intelligence and harness these advantages accordingly. However, owner-managers must be motivated to encourage the development of more formalized marketing capabilities and act incisively upon the information derived from market intelligence.Originality/valueRecent research indicates that market intelligence and marketing capabilities can interact to enable a firm to align its resources with the market, by providing customer insights that guide them as to which value-adding activities they should implement. However, extant research in this area remains in its infancy, and very little is known about the adoption processes of market intelligence in small businesses and its role in developing marketing capabilities.

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Section: Practice and Policy Implicationsmentioning

confidence: 99%

The crucial role of market intelligence in the development of small business marketing capabilities

Carson

O’Connor

Simmons

2020

JSBED

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Section: H1: Marketing Capabilities Have a Significant Relationship With Co-operative Performance Measurement Of Marketing Capabilitiesmentioning

confidence: 99%

“…According to Massiera et al (2018), most studies related to marketing capabilities use measurements derived from the studies of Morgan(2003, 2005) and Morgan et al (2009). In a study conducted by Massiera et al (2018), there is a change made on the concept of marketing capabilities. Thus, this study uses a multidimensional construct taking into account two marketing capability approaches highlighted by and Morgan(2012), namely specific marketing capabilities and architectural marketing capabilities.…”

Section: H1: Marketing Capabilities Have a Significant Relationship With Co-operative Performance Measurement Of Marketing Capabilitiesmentioning

confidence: 99%

“…This study uses measurements developed through the research of Massiera et al(2018), based on the actual measurements developed through the study of Morgan(2003, 2005) and Morgan et al(2009). The marketing capabilities consists of eight dimensions with 24 items of question.…”

Section: H1: Marketing Capabilities Have a Significant Relationship With Co-operative Performance Measurement Of Marketing Capabilitiesmentioning

confidence: 99%

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The Link Between Marketing Capabilities and Co-Operative Performance in Malaysia

et.al¹

2021

TURCOMAT

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Co-operative is a business entity established with voluntary participation to enhance the economic status of members, communities, and the country. As the third significant contributor to the nation's economic, due attention is essential in addressing some issues related to co-operative performance. Among these issues was the inability to meet the goals of the National Co-operative Policy II (2011-2020) as well as the low level of contribution to the country's GDP, despite various support provided by the government. Based on the literature, marketing capabilities are predicted to enhance co-operative performance, but less research has been conducted on this relationship, particularly in the Malaysia.Thus, 500 questionnaires were distributed to randomly selected co-operatives in Malaysia. In all, 133 sets of questionnaires were successfully collected, which showed a 27 percent response rate. This study utilises SPSS software to perform the required statistical analysis of the data survey. This study uses a simple random sampling method to select a sample based on a list of registered co-operatives from the Malaysian Co-operative Commission. Thus, this study found the marketing capabilities has positive and significant relationship with co-operative performance. The evidence from this study suggests that the co-operative needs to develop the marketing capabilities in order to enhance performance.The findings of this study will help the government to streamline the co-operative sector in Malaysia with the strategic planning and policies so that the co-operative sector would be stronger, competitive, and able to improve performance and contribution to economic as well as GDP of the country.

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Explaining New Product Performance Through Structural Social Capital: Mediation of Knowledge Assimilation and Marketing Capability in Tourism Destinations

Zirena-Bejarano,

Parra-Requena,

Rodrigo-Alarcón

2024

International Journal of Hospitality & Tourism Administrati

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Evaluating the presence of marketing capabilities: A multidimensional, hierarchical index

Cited by 4 publications

References 129 publications

The crucial role of market intelligence in the development of small business marketing capabilities

The crucial role of market intelligence in the development of small business marketing capabilities

The Link Between Marketing Capabilities and Co-Operative Performance in Malaysia

Explaining New Product Performance Through Structural Social Capital: Mediation of Knowledge Assimilation and Marketing Capability in Tourism Destinations

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