Marketing planning and business performance : an empirical study of large Australian organisations

The marketing planning process is said to influence organisational performance. This influence is realised through the adoption of a focused approach aimed at achieving specific marketing objectives, which motivates the adaptation of the internal capabilities of an organisation in facilitating an effective implementation. This study investigated the association of formal marketing planning with business performance. The results showed that marketing planning has a stronger, positive relationship with market share, than with the overall financial performance of the organisation. The study also compared the associations of marketing planning and market orientation variables with the performance measures. The results indicated that the two variables associate at about the same magnitude with market share and the overall financial performance.

Market orientation and organisational performance: the influence of moderators

The concept of market orientation has received a great deal of attention from marketing scholars, indicating its conceptual and practical importance. The concept has been investigated from many perspectives and examined in many ways. The current general understanding is that market orientation, in most cases, is positively related to some measures of organisational performance and that different internal and external situations moderate this relationship. This paper aims to (1) introduce a measure of market orientation effectiveness, which represents a synthesis of the influence of different internal and external moderators on market orientation, and (2) measure the association of market orientation effectiveness with (a) a marketing performance outcome and (b) the overall organisational financial performance. The results from a survey of 216 large Australian businesses indicated that some variables (an organisation’s strategy of cost leadership, market strength, implementation effectiveness, and market volatility) have positive contributions at different degrees to market orientation effectiveness, while anticipated competitive reaction contributes negatively. Results also indicated that in the sample studied, both market orientation and market orientation effectiveness were more strongly associated with a measure of marketing performance, than with the overall financial performance, which is a function of both marketing and non-marketing initiatives.

Essentials of marketing research : an applied orientation

A lively, practical and concise text suitable for a one-semester course course in marketing research this book presents marketing research concepts in a highly applied and managerial way. Two of the authors are from Australian universities.

Marketing research : an applied orientation

The content of this 3rd edition marketing research textbook is practical and up to date and is based on an applied and managerially focused approach. Australian an New Zealand research and examples have been thoroughly intergrated into every chapter.

Market fit, market orientation, and business performance : an empirical investigation

This thesis investigated the congruence of an organisation to its intended target markets. It was hypothesised that the internal activities of an organisation are, potentially, structured in response to its market dynamics with the ultimate aim of achieving the organisational objective(s). Market fit has been conceptualised to represent the fit of an organisation to its operating market environment. The information for this study was collected from senior marketing decision makers, using a self-administered questionnaire. The sample comprised 216 companies from a mix of industries and organisational sizes in Australia. There is evidence to suggest that the association of market orientation and business performance is inconsistent under different business operating circumstances, due to the exclusion of the influence of key environmental moderators. The model of market fit attempts to overcome this condition. The results suggest that market fit is associated with measures of business performance, and the levels of association are different from those related to the market orientation measures, reflecting the influence of moderators. The categories of environmental moderators contributing at different levels to the market fit measure include: (1) marketing planning, (2) implementation of marketing decisions, (3) market orientation, (4) market strength, (5) generic strategies, (6) organisational culture, (7) familiarity with the marketing audit, and (8) the external environment. The marketing audit procedure has been recommended as a tool to assist with the establishment and maintenance of market fit. The results of this study indicate that organisational familiarity with, and the conduct of, the marketing audit periodically are low, and that market fit may be a better predictor of business performance, than is market orientation.

Influences on organisational performance : marketing research, market environment and orientation

Findings demonstrated a strong association between market orientation and organisational performance. However, other associations were marginal with no direct relationship between marketing research utilisation and organisational performance, although this was positively mediated by market orientation. The implications being, organisations need to be market oriented and utilise research information to remain competitive.

Firm survival through a crisis : the influence of market orientation, marketing innovation and business strategy

As an outcome of the economic crisis, the global manufacturing sector is collapsing. Focusing on Chinese manufacturing small and medium enterprises (SMEs), this study investigates whether marketing innovation, defined as improvements in the marketing mix, can assist in withstanding the challenges of operating under the current economic conditions. A conceptual model linking market orientation, marketing innovation, competitive advantage and firm survival is tested using structural equation modelling. Three key findings are derived. First, the examined Chinese manufacturing SMEs had a greater perceived likelihood of survival had they developed and sustained a competitive advantage. Second, marketing innovation assisted in developing and sustaining competitive advantages based on differentiation and cost leadership strategies. Third, marketing innovation capabilities improved when the examined manufacturing SMEs were competitor oriented and had good inter-functional capabilities.

Marketing planning : operationalising the market orientation strategy

Despite strong empirical validation of the relationship between market orientation and business performance, the literature is inconclusive on the implementation of the strategy. This paper reviews the implementation of market orientation, and investigates the associations between market orientation and marketing planning and their associations with business performance. A survey of 216 Australian larger business organisations was conducted to find evidence of these relationships. The results highlight a close association between market orientation and marketing planning, with virtually the same level of association between them, and the business performance measures used. This evidence suggests that they arguably represent the same domain. The results suggest that marketing practitioners may use the marketing planning technique as an intangible productive resource to operationalise the market orientation strategy, and use it to design a specific style and magnitude of market orientation suitable for an organisation.

An evaluation of the role of green marketing and a firm's internal practices for environmental sustainability

The management of a firm's green operations is increasingly important for marketing strategists. The purpose of this study is to investigate the cross-influences of green marketing strategy and the key internal green functional areas in a firm. We use the antecedents of marketing strategy and identify relationships between green marketing strategy and key supporting internal environmental operations of firms with respect to (1) green suppliers, (2) environmental resource management, (3) green research and development, and (4) environmental manufacturing processes and procedures. The statistical techniques of parallel analysis, factor analysis and multiple regressions are used to analyze data collected from 332 firms. The results identify that among the four functional areas of firms adopting green marketing strategy. Two are more likely to influence green marketing strategy – supplier selection and research and development. Implications are discussed. The findings contribute to the theory of green marketing strategy. Future research is recommended.

An evaluation of the role of green marketing and a firm's internal practices for environmental sustainability

The management of a firm's green operations is increasingly important for marketing strategists. The purpose of this study is to investigate the cross-influences of green marketing strategy and the key internal green functional areas in a firm. We use the antecedents of marketing strategy and identify relationships between green marketing strategy and key supporting internal environmental operations of firms with respect to (1) green suppliers, (2) environmental resource management, (3) green research and development, and (4) environmental manufacturing processes and procedures. The statistical techniques of parallel analysis, factor analysis and multiple regressions are used to analyze data collected from 332 firms. The results identify that among the four functional areas of firms adopting green marketing strategy. Two are more likely to influence green marketing strategy – supplier selection and research and development. Implications are discussed. The findings contribute to the theory of green marketing strategy. Future research is recommended.

Customer-focused CRM: a marketing challenge for organizations

The article explains that CRM is all about building longterm business relationships with customers. It is best described as the blending of internal business processes: sales, marketing and customer support with technology. Research indicates that poor project planning, weak and
incomplete business cases, cost and complexity of the technology, lack of.technological skills, lack of system integration and lack of senior management involvement in the CRM process are among the many factors that inhibit the successful adoption ofCRM in companies. The article presents a framework for customer centric CRM.

Market research effectiveness : the effects of organisational structure, resource allocation and strategic type

According to the marketing literature and marketing textbooks, market research is required for successful marketing. However organisations differ in the way they both manage and resource their market research. This study hypothesised that market research effectiveness would be a function of internal research buying expertise, resource allocation and strategy. The research was conducted among a sample of 240 Australian marketing managers. Market research effectiveness was measured in terms of a) decision making support, b) contribution to marketing strategy, c) leveraging customer and competitor data, d) its ability to represent the "voice of the customer" and finally, e) bolstering the role of the marketing group and marketing manager within the organisation. The findings showed that having dedicated internal market researchers and allocating internal and external resources to the research function enhanced market research effectiveness. It was also found that organisations with an entrepreneurial strategic orientation were more likely to see value in the market research function, with these organisations being less likely to use market research for internal political purposes.

Intra-organisational attitudes to marketing and the Implementation of the marketing concept in nonprofit organisations

This paper explores the market orientation and marketing culture of all staff within a nonprofit organisation to ascertain the extent to which members of the organisation support or create barriers to the implementation of the marketing concept. Of particular interest in this research is the role of nonprofit organisations, which are often thought of as having a production, rather than marketing focus. Consequently, there may be cultural and behavioural conflicts between, for example, marketing personnel and production personnel. This paper provides a brief overview of the existing literature in the field of market orientation and marketing culture. After detailing the general research design, a summary of the results of 11 initial focus groups, consisting of all staff in one nonprofit organisation, is presented. The findings indicate that while all areas within this organisation are committed to marketing, there are various interpretations of marketing and how it should be implemented.

An empirical investigation of high relational orientation sport club members

Relationships between businesses, businesses and end customers, as well as between customers are an important area of practical and scientific interest. In the present era, largely due to digital technologies such as the database, public and private networks, and data collection and information distribution via TCP/IP (Transmission Control Protocol/Internet Protocol) interface tools such as the World Wide Web (Web), the interest in relationships and related aspects such as trust as it relates to Web interactivity continues. An important antecedent empirical study established that arts patrons (customers) of a New York theatre company could be segmented according to their relational orientation, and that this orientation mediated between component attitudes and future purchase intentions. The study reported in this paper employs Web-based data collection and postal data collection methods in an investigation of the mediation effects of these data collection methods used with the same population of a premier football club in Australia. While a future aim is to more closely compare the outcomes established in the arts study with those from a similarly constructed study in the sporting arena, the focus of this initial paper is the differences in response exhibited by online respondents relative to postal survey respondents. The paper reports findings which do not support those of the antecedent arts and entertainment study concerning the weakness of overall satisfaction on the purchase intentions of high relational orientation customers. The paper also reports findings which give confidence to users of online surveys that despite differences in demographic profiles of these respondents and postal survey respondents, there is a degree of similarity in the responses of the two groups on the measures used in this study. The paper also suggests the need for further research into these data collection effects as they relate to relationship marketing.