Impact of marketing effectiveness and capabilities, and export market orientation on export performance

Abstract

Purpose The purpose of this paper is to examine the relationships between marketing effectiveness, marketing capabilities, export market orientation and export performance. Design/methodology/approach The research analyses whether export market orientation, marketing effectiveness and marketing capabilities are antecedents of export performance with structural equation modelling. Data to test the model were obtained through a structured survey of 443 export companies operating in the Aegean region of Turkey. After explanatory and confirmatory factor analysis, the structural model was tested. Findings The findings suggest that export market orientation has a significant impact on marketing capabilities and marketing effectiveness, and that marketing effectiveness has a significant impact on export performance. This indicates that export market orientation is central to the development of marketing capabilities, while marketing effectiveness contributes to explaining export performance. Research limitations/implications There are several limitations of the research. The first significant limitation is that the variables had various sub-dimensions. The second limitation is about sampling of the research that it is not specific to a particular sector. Practical implications This paper provides useful insights to exporters on market orientation, focal dimensions of marketing effectiveness and marketing capabilities that would help them enhance their export performance. Originality/value Using the resource-based view, this paper contributes to the explanation for export performance by assessing the role of export market orientation behaviour on marketing capabilities and marketing effectiveness.

An Integrative Model of Market Orientation on Innovation Performance

“…The pressure of global competition and rapid environmental changes and increasingly shorter product life cycles force companies to observe the performance of their innovations (Padilha & Gomes, 2016;Buli, 2017). Performance is a guide for measuring the level of success (Kayabasi & Mtetwa, 2016). Innovation performance shows the overall achievement of the company from the company's sales (Kayabasi & Mtetwa, 2016).…”

“…Performance is a guide for measuring the level of success (Kayabasi & Mtetwa, 2016). Innovation performance shows the overall achievement of the company from the company's sales (Kayabasi & Mtetwa, 2016). Performance is important for small and medium-sized companies in the pursuit of competitive advantage (Ndubisi & Iftikhar, 2012;O'Cass & Heirati, 2015).…”

“…Performance indicators of innovation in this study include product development, product lines, product quality, growth, and overall performance (Ozkaya et. al., 2015;Kayabasi & Mtetwa, 2016).…”

“…al., 2018) and proactively reducing the effects of engagement (Naumann, Lay-Hwa Bowden, & Gabbott, 2017). The level of CRM is determined by market orientation practices Kayabasi & Mtetwa, 2016). Market-oriented companies are better at CRM capabilities, and this capability drives the performance of new products (O'Cass & Heirati, 2015;Lin, Chen, & Chiu, 2010).…”

The interplay between market intelligence activities and sales strategy as drivers of performance in foreign markets

“…Key empirical findings 14. Kayabasi and Mtetwa (2016) Turkish exporters -Marketing capabilities -Marketing effectiveness -Export market orientation -Export market orientation has a significant impact on marketing capabilities and marketing effectiveness -Marketing effectiveness has a significant impact on export performance -Marketing capabilities and export market orientation have no direct influence on export performance 15. Kim and Hemmert (2016) Subcontracting SME South Korean exporters -Resources and capabilities -Customer network features -Technological resources and executives' managerial capabilities are positively related to export orientation and export intensity -There is a negative linear relationship between the strength of subcontracting ties and export performance, implying that high dependence on individual customers has a negative effect on export performance 16.…”