Marketing Theory with a Strategic Orientation

Abstract

The traditional paradigms of marketing are expanding to incorporate negotiated exchanges with internal and external coalitions in the pursuit of competitive advantage. This paper explores the implications of a broader paradigm for setting priorities in research and theory development in strategic marketing. These priorities build on conceptual and methodological strengths within marketing. The perspective taken in this paper also contributes to the continuing dialogue about the appropriate role for the marketing function in addressing strategic issues.

Customer relationship management and firm performance: the mediating role of business strategy

“…The second is high price sensitivity, as buyers in highly commoditized industries are looking for the best price for a standard product on the assumption that products with essentially equivalent quality and features will continue to be available (Alajoutsijärvi et al 2001;Davenport 2005). The third characteristic is high product homogeneity, as customers perceive products in highly commoditized markets to be interchangeable (Bakos 1997;Greenstein 2004;Pelham 1997;Robinson et al 2002), and the fourth is high industry stability, which includes predictable market demand and few product-and technology-related changes (Day and Wensley 1983;Pelham 1997).…”

Toward an understanding of industry commoditization: Its nature and role in evolving marketing competition

“…In highly commoditized competitive environments, industry stability is high (Pelham, 1997), as reflected in predictable market demand, a consistent competitive structure, and few changes in the set of customers (Day & Wensley, 1983).…”

The antecedents and consequences of manufacturer–distributor cooperation: an empirical test in the U.S. and Japan

“…These findings add to the existing marketing literature. For example, Day and Wensley (1983) point out that customer and competitive environment influence firm cooperative strategy. Kohli and Jaworski (1990) suggest that market turbulence and competitive intensity are positively related to the need for close customer relationships.…”