The effect of marketing strategy and marketing capability on business performance. Case study: Iran's medical equipment sector

Azizi, Shahriar; Movahed, Sedigheh Ansari; Khah, Maryam Haghighi

doi:10.1057/jmm.2009.33

Cited by 26 publications

(19 citation statements)

References 14 publications

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“…According to above market orientation elements, Azizi et al (2009) developed a questionnaire to measure the market orientation of enterprises. The questionnaire allowed researchers actually measuring the behavior of an enterprise taking market orientation, rather than halting market orientation for a belief and slogan.…”

Section: Market Orientationmentioning

confidence: 99%

“…The definition in this study is therefore referred to Abebe and Angriawan (2014) in order not to confuse with the complete market orientation idea. Azizi et al (2009) indicated that both market oriented culture and market information processing had to be covered in order to completely measure market orientation (Kim and AtuaheneGima 2010). In regard to cultural market orientation, the dimensions proposed by Abebe and Angriawan (2014) are utilized in this study, and long-term view and profitability are deleted, because most researchers merely applied customer orientation, competitor orientation, and interfunctional coordination to the research (Meyer 2011).…”

Section: Market Orientationmentioning

confidence: 99%

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Effects of Market Orientation and Breakthrough Innovation on Organizational Performance of International Enterprises

Zhang

Jin

2015

Acta Oeconomica

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In the economic growth process when China joined in WTO, internationalized operation has become an inevitable issue. Under the new normal economic condition, including the cut off tariffs on imported goods, businesses in China have realized the importance of enhancing the overall brand image, quality of products and services, and the international compatibility. Businesses of China need to develop creative and high-value-added products, and shall be able to rapidly change to satisfy market requirements to distinguish themselves from other products. It is the way of creating a new pattern of upgrading. It is the market-orientated development that is a primary condition for enterprises to adapt to the rapidly changing environment, keeping growth and attracting customers, acquiring competitive advantages, and creating excellent value for customers. It reveals the fact that in the future, businesses must change the focus from product to market needs. It is the marketorientation which could generate the competitive strength to resist competitors.The research involves in total 45 international enterprises, which are distributed with the questionnaires. There are totally 124 and 107 copies of questionnaires retrieved from manufacturing industry and service industry, with valid retrieval rates of 54% and 46%, respectively. The research results show that: 1. there is positive effect of market orientation on breakthrough innovation, 2. there is positive effect of breakthrough innovation on organizational performance, and 3. there is positive effect of market orientation on organizational performance. Based upon the results, some suggestions are proposed in this study, expecting to help international enterprises develop market orientation, enhance breakthrough innovation, and improve organizational performance.

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Section: Market Orientationmentioning

confidence: 99%

Section: Market Orientationmentioning

confidence: 99%

Effects of Market Orientation and Breakthrough Innovation on Organizational Performance of International Enterprises

Zhang

Jin

2015

Acta Oeconomica

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“…In other words, CRM antecedes the development of marketing capabilities in the organization, because marketing capability is an incorporated process that is designed to utilize the skills and resources, and corporate knowledge, and it enables businesses to better satisfy the needs of the customers through adding value services to their products (Azizi et al, 2009). …”

Section: Crm Technology Marketing Capabilities and Organizational Pmentioning

confidence: 99%

Customer Relationship Management (CRM) Technology and Organization Performance: Is Marketing Capability a Missing Link? An Empirical Study in the Malaysian Hotel Industry

Mohammed¹,

Rashid²,

Tahir³

2014

ASS

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Due to the aggressive market competition in hotel sector, it is critical that hotels should adopt new strategy like CRM technology to assist hotel employees, serve customers better and improve organization performance. However, prior studies indicated that the relationship between CRM technology and organization performance is equivocal. These mixed results may be to a lack of understanding of the mechanisms that link CRM technology and organization performance. For this reason, the study used marketing capabilities (planning and implementation) as mediators between CRM technology and organization performance. The study surveyed a sample of 447 hotels firm in Malaysia and used correlation and regression for analyses and testing. The findings suggest that CRM technology is associated with the four dimensions of organization performance (i.e. financial, customer, internal process and learning and growth). In addition the findings reveal that marketing capabilities (planning and implementation) play a mediator role in the relationship between CRM technology and various dimensions of organization performance.

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“…In the era of global competition, this becomes a big challenge for management team. It goes without saying that companies need to investigate and apply a differentiated strategy versus others to stand out in the crowd (Azizi et al, 2009). Only company that has competitive advantage will be able to perform as expected.…”

Section: Introductionmentioning

confidence: 99%

Mediating Effect of continuous improvements on management accounting innovations-information capital maturity level-organizational performance relationships

Soewarno¹,

Mardijuwono

2018

Problems and Perspectives in Management

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Performance is the primary focus of each company. Management is always expected to achieve excellent performance by stakeholders. Previous studies asserted that management accounting innovations and information capital maturity level are two important factors that support the success of business process performance. Therefore, this study empirically investigates two theoretical paths. Firstly, whether continuous improvements mediate management accounting innovations-organizational performance relationship. Secondly, whether continuous improvements mediate information capital maturity level-organizational performance relationship. Using a sample of 54 managers of the Indonesian State-Owned Enterprises (SOEs), this study finds that continuous improvements fully mediate management accounting innovations-organizational performance relationship. Furthermore, this study also finds that continuous improvements do not mediate information capital maturity level-organizational performance relationship. Overall, this study gives empirical support for contingency theory, especially in providing contingent factors affecting organizational performance, namely management accounting innovations, information capital maturity level, and continuous improvements.

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The effect of marketing strategy and marketing capability on business performance. Case study: Iran's medical equipment sector

Cited by 26 publications

References 14 publications

Effects of Market Orientation and Breakthrough Innovation on Organizational Performance of International Enterprises

Effects of Market Orientation and Breakthrough Innovation on Organizational Performance of International Enterprises

Customer Relationship Management (CRM) Technology and Organization Performance: Is Marketing Capability a Missing Link? An Empirical Study in the Malaysian Hotel Industry

Mediating Effect of continuous improvements on management accounting innovations-information capital maturity level-organizational performance relationships

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