Marketing Strategy Implications of the Miles and Snow Strategic Typology

McDaniel, Stephen W.; Kolari, James W.

doi:10.2307/1251245

Cited by 250 publications

(242 citation statements)

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“…The financial performance is better for hotels with more innovative and proactive operations capabilities (Jogaratnam and Tse, 2004). Operations capabilities can influence on firms at different levels, according to the various relationships between companies and business environments (McDaniel and Kolari, 1987;Song et al, 2005;Wu et al, 2006). Based on the above arguments, we posit that hotels with efficient financial performance rely more on operations capabilities, since efficient hotels can use the limited capabilities more effectively.…”

Section: Operations Capabilitymentioning

confidence: 97%

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Ramanathan

Zhang

2016

International Journal of Production Economics

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This study examines the impacts of marketing capability, operations capability, environmental capability and diversification strategy on performance of hotel industry in the UK.We conceptualize these impacts by drawing on the resource-based-view of a firm as the theoretical underpinning. We use the financial archival data and information obtained from websites. We use content analysis, regression analysis and Data Envelopment Analysis (DEA). Our results show that operations capability and environmental capability have significant positive effects on performance, marketing capability has a significant negative impact but diversification strategy does not impact on performance. Additionally, there is no evidence of the moderating effects of efficiency on these impacts. Our study suggests that hotel industry in the UK ought to focus on developing operations and environmental capabilities especially by exploiting the synergies between them but reduce excessive reliance on marketing. This paper makes two important contributions to the literature. First, it applies a framework linking the three capabilities (operations, marketing and environment) and diversification to the specific case of the hotel industry. Second, unlike similar previous studies, ours is the first to incorporate environmental capabilities in the analysis.

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Section: Operations Capabilitymentioning

confidence: 97%

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Ramanathan

Zhang

2016

International Journal of Production Economics

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“…Furthermore, findings from Davig (1986) suggested that prospectors' success depends on the uniqueness or product differentiation which requires experimentation. Product research and development tend to be a distinctive competence of prospectors (Snow and Hrebeniak, 1980;McDaniel and Kolari, 1987;Morgan, Strong and McGuinness, 2003). Hall (1980) found that heavy investment in new product R&D was a characteristic of many high performing firms in hostile environment.…”

Section: Discussionmentioning

confidence: 99%

To Continue Prospecting: Performance Implications of Combinative Capabilities and Explorative Learning

ABDULLAH¹,

SALLEH²

2011

JGSM

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“…This study uses the Miles and Snow strategy typology, in order to distinguish the different strategy types among small-and medium sized companies. It was first published in 1978 and has been used later on by many other authors too (Hambrick, 1979;Snow & Hambrick, 1980;Meyer, 1982;McDaniel & Kolari, 1987;Ruekert & Walker, 1987;Zahra, 1987;Conant et al, 1990;in: Parnell et al, 1993, p. 30). The reason for choosing this typology is because it has proven its potential during the last decades, it is suitable for SMEs and it takes into account the adaptive capabilities of companies, by including a rank order from Reactor to Prospector Strategies.…”

Section: Perceiving Threats: Threat-rigidity Theorymentioning

confidence: 99%

“…The typology of Miles and Snow (1978) can be seen as an ordinal set of the extent to which firms in these categories develop adaptive capability to respond to the market (McKee et al, 1989). Moreover, considerable empirical support has been found for this typology (Conant et al, 1990;Hambrick, 1979Hambrick, , 1983McDaniel & Kolari, 1987;Meyer, 1982;Ruekert & Walker, 1987;Snow & Hambrick, 1980;Zahra, 1987;in Parnell et al, 1993).…”

Section: Strategy and Organisational Performance During A Crisismentioning

confidence: 99%

Managerial Cognition, Strategy and Performance of Foreign SMEs in Romania

Voinea¹

2017

IBR

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Economic downturn can either create opportunities or difficult threats for small and medium sized enterprises. Managerial perceptions act as environmental interpretations and influence the strategies that are implemented during recessions and other difficult situations. In any scenario, they affect organizational performance. This paper investigates the interactions between managerial cognition of an economic recession, the response strategy chosen and the consequences for firm performance amongst foreign SMEs operating in Romania across 12 industries. We consider both managerial and organisational antecedents for organisational performance.

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Marketing Strategy Implications of the Miles and Snow Strategic Typology

Cited by 250 publications

References 0 publications

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach

To Continue Prospecting: Performance Implications of Combinative Capabilities and Explorative Learning

Managerial Cognition, Strategy and Performance of Foreign SMEs in Romania

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