Marketing program planning, process benefits, and store performance: An initial study among small retail firms

Conant, Jeffrey S.; White, J. Chris

doi:10.1016/s0022-4359(99)00017-2

Cited by 53 publications

(53 citation statements)

References 19 publications

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“…For example, what is the role of planning process design in aiding or hindering effective plan implementation? Conant and White (1999) find that marketing planning processes that develop a clear sense of the firm's marketing strengths and weaknesses are connected with greater follow through on marketing program plans. Coupled with our results concerning the role of marketing capabilities, this suggests that planning processes with a strong "internal" as well as "market" analysis focus may improve the effective implementation of the resulting planned strategy content.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 98%

“…One stream adopts an individual-level perspective and focuses on factors affecting managers' commitment to strategic marketing decisions (e.g., Noble and Mokwa 1999;Rosier et al 2010). A second stream adopts a marketing program-level perspective and focuses on factors affecting the link between marketing program planning and execution and performance outcomes (e.g., Bonoma 1985;Conant and White 1999). A third perspective adopts a "strategic fit" approach and examines the extent to which alignment between planned strategy content and supporting organizational structures and cultures explains variance in firm performance (e.g., Olson et al 2005;Vorhies and Morgan 2003;Yarbrough et al 2011).…”

Section: Theory Frameworkmentioning

confidence: 99%

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Export marketing strategy implementation, export marketing capabilities, and export venture performance

Morgan

Katsikeas

Vorhies

2011

J. of the Acad. Mark. Sci.

388

438

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Since exporting is the most popular mechanism by which firms engage with international markets, understanding the drivers of export market performance is key to explaining firms' international competitiveness. The literature posits that the effective implementation of planned export marketing strategy is a key determinant of the performance of firms operating in international markets. Yet little is known about the specific nature and drivers of export marketing strategy implementation effectiveness. In this study we build on the implementation literature in marketing and strategic management to develop a new conceptualization of export marketing strategy implementation effectiveness. Drawing on dynamic capabilities theory, we empirically examine the export marketing capability antecedents and performance consequences of export marketing strategy implementation effectiveness in the context of manufacturing firms that are exporting to international markets. Results indicate that effective implementation of planned export marketing strategy contributes to export market and financial performance, and that marketing capabilities play an important role in enabling effective marketing strategy implementation in export venture operations.

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Section: Limitations and Directions For Future Researchmentioning

confidence: 98%

Section: Theory Frameworkmentioning

confidence: 99%

Export marketing strategy implementation, export marketing capabilities, and export venture performance

Morgan

Katsikeas

Vorhies

2011

J. of the Acad. Mark. Sci.

388

438

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“…The nonfinancial benefits include a better understanding of customer needs and the identification of new opportunities (Conant and White, 1999). Although some researchers have suggested that more formal planning is associated with better performance (Claycomb, Germain and Dröge, 2000), other researchers have emphasised the need to adopt a planning approach that is adaptable to the organisation culture and the business environment (Smith, 2003).…”

Section: The Academic Perspective On Key Account Planningmentioning

confidence: 99%

“…Participation in planning is 6 a key indicator of its effectiveness (Phillips, Davies and Moutinho, 2001), although gaining buy-in is difficult (Lane and Clewes, 2000). Gaining internal buy-in is critical in key account planning, and it is common to hear key account managers say they do more selling internally than in front of the customer.More recently, another stream of research has indicated that there are both financial and nonfinancial benefits to strategic marketing planning (Conant and White, 1999). The nonfinancial benefits include a better understanding of customer needs and the identification of new opportunities (Conant and White, 1999).…”

mentioning

confidence: 99%

“…Although some researchers have suggested that more formal planning is associated with better performance (Claycomb, Germain and Dröge, 2000), other researchers have emphasised the need to adopt a planning approach that is adaptable to the organisation culture and the business environment (Smith, 2003). It seems that it is the process of planning, rather than the production of a plan per se, that is linked to performance (Conant and White, 1999;Lane and Clewes, 2000;Stratis and Powers, 2001). …”

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confidence: 99%

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Key account planning: benefits, barriers and best practice

Ryals

Rogers²

2007

Journal of Strategic Marketing

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Although strategic planning has been part of the management function for as long as anyone can remember, the emergence of key account plans as a critical subset of the marketing plan in business-to-business markets has not attracted much analysis. This gap needs to be addressed, as key account plans have their own unique complexities. Moreover, the importance of key account plans is increasing. There is a need for a more widespread understanding of the benefits of key account planning, encompassing both processes and outputs. Based on a four-phase research project in 78 international companies, this paper describes current best practice in key account planning. The research demonstrates the benefits of key account planning and sets out a framework for implementing key account planning as a business process. The paper goes on to describe the contents of a key account plan and to note some common defects found in such plans. KEYWORDS: Marketing planning; key account planning; key account management 2 INTRODUCTIONPoor marketing is recognised as contributing to poor business performance, yet marketing issues are receiving insufficient attention in the boardroom (McGovern at al., 2004). One area that is attracting senior management attention, however, is the emergence of bigger, more powerful and more sophisticated customers whose demands on their suppliers may 'negotiate away' benefits from such relationships if the suppliers do not take care (Kalwani and Narayandas, 1995;Woodburn and McDonald, 2001). This paper describes a research project investigating planning for key accounts. Key accounts are the most important few customers managed by organisations. Because of their relative size and complexity, it is widely accepted that special issues come into play with respect to how they are managed. Curiously, given this context, the practice of key account planning has received almost no academic attention. Little is known about the ways in which companies plan their relationships with their key accounts.This research aims to fill a considerable gap in the marketing literature. Defining a key accountWhat is a key account? Many companies still conflate 'key customer' with 'large customer'.An alternative description has been provided by McDonald, Millman and Rogers: "Key accounts are customers in a business to business market identified by selling companies as of strategic importance." (McDonald, Millman and Rogers, 1996). They argue that strategic importance should be objectively decided on the basis of a customer portfolio matrix constructed from two perspectives: the attractiveness of the customer and the customer's 3 perception of the supplier's business strengths (Figure 1). The latter is important because the degree to which a key account plan might succeed is dependent on the customer's buy-in as well as that of the supplier.Attractiveness factors may include volume (which might be highly weighted in process manufacturing because of scale economies), but will almost always also include customer profitability, poten...

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Entrepreneurial orientation and social capital as small firm strategies: A study of gender differences from a resource-based view

2006

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Women entrepreneurs have recently been the subject of many studies which have revealed that though women possess some of the same resources as male entrepreneurs, success levels are not the same. The current study looks at the resources utilized by small business owners within downtown business districts. Using a sample of 467 small business owners, we test differences in entrepreneurial orientation and social capital between men and women entrepreneurs. Though women actually reported higher levels of entrepreneurial orientation and social capital, there were no differences in their abilities to utilize these two resources in achieving firm performance. We offer discussion of why these findings are relevant, as well as research implications.Keywords Small business . Entrepreneurship . Social capital . RBV Women small business ownersIn most industrialized countries, while great strides have been made by women in the workforce, significant disparities continue to exist between men's and women's salaries (MacRae, 2005). Reasons for these differences have been well documented,

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Marketing program planning, process benefits, and store performance: An initial study among small retail firms

Cited by 53 publications

References 19 publications

Export marketing strategy implementation, export marketing capabilities, and export venture performance

Export marketing strategy implementation, export marketing capabilities, and export venture performance

Key account planning: benefits, barriers and best practice

Entrepreneurial orientation and social capital as small firm strategies: A study of gender differences from a resource-based view

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