Marketing capabilities, stakeholders’ satisfaction, and performance

Abstract

This study shows that the relationship between marketing capabilities and firm financial performance can be better understood when it is drawn using stakeholder satisfaction as an additional variable, in the context of the service industry. Results from 152 Spanish service organizations indicate that superior marketing capabilities lead to higher levels of stakeholder satisfaction, which consequently improves financial firm performance. Results complement previous research which found a strong relationship between marketing capabilities and performance when the latter includes financial and nonfinancial indicators. Marketing capabilities improve not only customer satisfaction but also employee fulfillment which, in turn, may increase financial indicators.

Pecking Order Theory versus Trade-Off Theory: are service SMEs’ capital structure decisions different?

“…In this context, as mentioned by Fleck (2010), it is important that firms adopt growth responsibility strategies. Cruz-Ros et al (2010) conclude that intangible assets are particularly relevant for increased performance in service firms. However, the authors conclude that service firm activities based on intangible assets may contribute to these firms having greater difficulty in obtaining debt.…”

“…The smaller size of SMEs, and consequently greater probability of bankruptcy (Pettit and Singer 1985;Ang 1991), associated with higher level of intangible assets (Cruz-Ros et al 2010), may decisively contribute to service SMEs to have particular difficulty in obtaining debt. Therefore, service SMEs may turn to debt only in cases of need, i.e., when internal funds are clearly insufficient to finance their activities.…”

Entrepreneurial orientation and firm performance: How can micro, small and medium-sized enterprises survive environmental turbulence?

“…Uncited reference Chi and Shun, 2013;Cruz-Ros et al, 2010;Danes and LindseyMullikin, 2012;Hansmann and Ringle, 2004;Hunter, 2012;Rubera and Kirca, 2012;Saeed et al, 2014;Stare, 2012;Su et al, 2013;Vorhies et al, 2011 Q6 . …”

Customers’ zone of tolerance for retail stores

“…Insuring that employees are well trained, and giving attention to other factors that are required for the provision of a high level of service quality might incur increased costs, but will provide improved customer satisfaction. Customer satisfaction not only contributes to improve financial performance of businesses, but also can be viewed as an antecedent to profitability (Cruz-Ros et al 2010). Thus, managers should periodically and in an on-going basis measure how customers perceive about different service quality dimensions.…”