The Role of Marketing Capabilities and Market Munificence in an Emerging African Economy

Husseini, Sadick Alhaji

doi:10.14267/veztud.2022.05.07

Cited by 2 publications

(6 citation statements)

References 100 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The capacity to effectively compete against competitors in their field is made possible for SMEs by the presence of such essential marketing capabilities. Furthermore, prior research by Husseini (2022), Hoai and Nguyen (2021), Santos-Vijande et al (2022) and Lasi et al (2021) used the marketing capabilities theory to identify the relationship between marketing modification capabilities (i.e. MR, CFIEC, AMC and MSDI) and business performance.…”

Section: Literature Review 21 Theoretical Developmentmentioning

confidence: 99%

“…2.2.1 Marketing resources. The effectiveness of business organizations' marketing modifications can be increased with the use of internal MR tools, knowledge and skills (Husseini, 2022). In order for SME managers and owners to create and implement marketing modification strategies, it is necessary to link the resources and assets of the SME to its enterprise marketing strategy (Easmon, 2019).…”

Section: Marketing Modificationmentioning

confidence: 99%

“…The necessity to distinguish between the numerous marketing modification determinants and to look into their causes and effects was emphasized in earlier studies (Peng et al , 2021). This study made use of four factors that influence marketing modification based on earlier research: MR (Husseini, 2022), CFIEC (Hoai and Nguyen, 2021), AMC (Santos-Vijande et al , 2022) and MSDI (Lasi et al , 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

“…the SME’s level of competence for decisions and tasks related to marketing) and market assets (i.e. the level of superior customer relationships, market share and distribution channel control) (Husseini, 2022). For processes of marketing modification, MR and capabilities are essential prerequisites.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Prior studies have simply considered marketing modification as a single dimension, ignoring its unique qualities and potential to have an impact on SME performance (Purchase and Volery, 2020). Marketing resources (MR) (Husseini, 2022), cross-functional and interenterprise collaboration (CFIEC) (Hoai and Nguyen, 2021), architectural marketing capability (AMC) (Santos-Vijande et al , 2022) and MSDI will be the four determinants used to define marketing modification for the purposes of this research study (Lasi et al , 2021). The influence of marketing modification was previously studied using a narrow range of performance metrics, such as the application of solely financial (Hai et al , 2022) or nonfinancial performance measures (Kolapo et al , 2021).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The impact of marketing modification on the performance of food processing SMEs in Ghana

Abrokwah-Larbi

Awuku-Larbi²

2023

JRME

View full text Add to dashboard Cite

Purpose The purpose of this study is to empirically examine the effect of marketing modification on business performance from the perspective of marketing capabilities theory. Design/methodology/approach This study employed a survey method to collect data from 225 food processing small- and medium-sized enterprises (SMEs) on the Ghana Enterprise Agency (GEA) registered list in the Eastern Region of Ghana. The effect of marketing modification on the performance of SMEs in the food processing industry was evaluated using a structural equation modeling (SEM) – path analysis. Findings According to the study’s findings, marketing modification has a positive and significant impact on the financial performance (FP), customer performance (CP), internal business process performance (IBPP) and learning and growth performance (LGP) of Ghanaian SMEs engaged in food processing. The results of this study also demonstrated the importance of marketing modification determinants, such as marketing resources (MR), cross-functional and interenterprise collaboration (CFIEC), architectural marketing capability (AMC) and marketing strategy decision implementation (MSDI), in achieving food processing SME performance in Ghana. Research limitations/implications This current research has its limitation, even though its importance has been mentioned earlier. First, the study can be improved by expanding the sample size through the inclusion of other SMEs from other industries since it is industry specific (i.e. food processing SME). Second, this current study was conducted in Ghana. To compare results, the current study may be replicated in other emerging countries. Third, future research studies may consider how business environmental factors such as technological change (e.g. use of artificial intelligence and machine learning) moderate the relationship between marketing modification and SME performance. Practical implications The outcomes of this research study are anticipated to give profitable implications to both academicians and practitioners. For the academic aspect, this study provides an important contribution to marketing modification and performance literature by examining the impact of innovative marketing on the performance of food processing SMEs in Ghana. For practitioners, this study indicates that food processing SME owners/managers must focus on marketing modification to develop their performance. The increase in marketing modification application through marketing capabilities such as MR and CFIEC will enable owners/managers to achieve performance targets. Social implications The application of marketing modification among food processing SMEs in Ghana will contribute greatly to their profitability, survival and growth. The growth and survival of food processing SMEs (not limited to food processing SMEs) in Ghana will help in the control of unemployment, which is a major social issue in Ghana. Originality/value The study’s findings provide solid support for the marketing capabilities theory. This study also supports the notion that food processing SMEs should perceive marketing modification and its determinants (i.e. MR, CFIEC, AMC and MSDI) as a critical strategic capacity to enhance their performance (i.e. FP, CF, IBPP and LGP). In terms of contribution, this study adds to the body of knowledge already available on marketing modification and business performance, particularly in the setting of an emerging economy.

show abstract

Section: Literature Review 21 Theoretical Developmentmentioning

confidence: 99%

Section: Marketing Modificationmentioning

confidence: 99%