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Journal articles on the topic 'Marketing capabilities'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Morgan, Neil A., Hui Feng, and Kimberly A. Whitler. "Marketing Capabilities in International Marketing." Journal of International Marketing 26, no. 1 (2018): 61–95. http://dx.doi.org/10.1509/jim.17.0056.

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There has been a significant increase in scholarly research focusing on marketing capabilities as an important aspect of marketing theory–based explanations of firm performance. This growing research interest in marketing capabilities has also been reflected in the international marketing literature. However, it is unclear whether and how thinking and research about international marketing capabilities differs from that of marketing capabilities in a domestic market context. To explore this question, the authors conduct a review of studies of marketing capabilities in the most influential jour

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Dias, Álvaro, and Pereira Renato. "Dynamic capabilities and marketing capabilities in Portugal." Academia Revista Latinoamericana de Administración 30, no. 3 (2017): 417–30. http://dx.doi.org/10.1108/arla-10-2016-0268.

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Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration

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Takahashi, Adriana Roseli Wünsch, Sergio Bulgacov, and Mônica Maier Giacomini. "Dynamic capabilities, operational capabilities (educational-marketing) and performance." Review of business Management 19, no. 65 (2017): 375–93. http://dx.doi.org/10.7819/rbgn.v0i0.2831.

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Zang, Jinjuan, and Yuan Li. "Technology capabilities, marketing capabilities and innovation ambidexterity." Technology Analysis & Strategic Management 29, no. 1 (2016): 23–37. http://dx.doi.org/10.1080/09537325.2016.1194972.

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Zang, Jinjuan. ""Technological Capabilities, Marketing Capabilities and Innovation Ambidexterity"." Academy of Management Proceedings 2015, no. 1 (2015): 13442. http://dx.doi.org/10.5465/ambpp.2015.13442abstract.

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Yadav, Sudhir. "MARKETING CAPABILITIES FOR INTERNATIONALIZATION." International Journal of Business Strategy 18, no. 2 (2018): 23–28. http://dx.doi.org/10.18374/ijbs-18-2.2.

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Adel Saleh M, Alharbi. "The Role of Marketing Capabilities in Firm’s Success." International Journal of Management Science and Business Administration 2, no. 1 (2014): 57–64. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.21.1006.

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In our study, we review existing literature with the purpose of illustrating the significance of marketing capabilities and further reconstructing the path from marketing capabilities to organizational outcomes, thus explaining how positive market performance of company is achieved. In the first step, we constructed the path from marketing capabilities to positive organizational performance. Further, we explored certain antecedents of marketing capabilities in order to understand the concept of capabilities deeper. Implications for companies operating on global markets and recommendations have

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Cao, Guangming, and Na Tian. "Enhancing customer-linking marketing capabilities using marketing analytics." Journal of Business & Industrial Marketing 35, no. 7 (2020): 1289–99. http://dx.doi.org/10.1108/jbim-09-2019-0407.

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Purpose Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms th

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Andari, Titiek Tjahja, Ngadino Surip Diposumarto, and Hari Muharam. "Mediation of Marketing Capabilities in Market Orientation, Entrepreneurial Marketing on Marketing Performance." Enrichment: Journal of Multidisciplinary Research and Development 3, no. 3 (2025): 389–99. https://doi.org/10.55324/enrichment.v3i3.381.

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Small businesses have become an important part of the Indonesian economy, but most of their performance has not been able to meet the growing demands of customers. This study aims to analyze the factors that can influence the marketing performance of small businesses in Bogor City using descriptive and verification methods. A survey of 350 respondents was conducted to determine a general description of the influence of market orientation, entrepreneurial marketing, and marketing capabilities on marketing performance, as well as the mediating role of marketing capabilities. Analysis of the infl

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Day, George S. "Closing the Marketing Capabilities Gap." Journal of Marketing 75, no. 4 (2011): 183–95. http://dx.doi.org/10.1509/jmkg.75.4.183.

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Herhausen, Dennis, Dario Miočević, Robert E. Morgan, and Mirella H. P. Kleijnen. "The digital marketing capabilities gap." Industrial Marketing Management 90 (October 2020): 276–90. http://dx.doi.org/10.1016/j.indmarman.2020.07.022.

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Zhang, Muhong. "Enterprises Patents and Marketing Capabilities." Highlights in Business, Economics and Management 24 (January 22, 2024): 1471–75. http://dx.doi.org/10.54097/adh5b237.

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The literature generally agrees with the close relationship between the level of economic and technological development, but there are different views on how to define and measure the level of technological development. The traditional theory holds that the relationship between capital and labor force is the dominant factor determining the level of technological development, while the technology gap theorists link innovation activities with the level of technological development. A high level of innovation activities means a higher per capita value-added level. The standards of measuring techn

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Adel Saleh M, Alharbi, and Wang Aimin. "Building Marketing Capabilities as a Way to Form a Better Global Marketing Strategy." Journal of International Business Research and Marketing 1, no. 4 (2015): 22–26. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.14.3003.

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The aim of this paper is to provide conceptual framework that can be used by marketing scholars and business executives to formulate a global marketing strategies that can help them to pursue their international operation in foreign markets successfully. For this purpose, the paper utilizes marketing capabilities of the firm including market sensing, partner linking and customer engagement and analyse how each of these capabilities are important to pursue global strategy that will help the firm to achieve competitive advantage. After a careful consideration of previous literature in the same f

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Alrajhi, Abdulaziz Saleh. "The impact of marketing change capabilities on marketing strategic change." Decision Science Letters 14, no. 2 (2025): 393–400. https://doi.org/10.5267/j.dsl.2024.12.014.

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This study aimed at investigating the impact of marketing change capabilities on marketing strategic change collecting data using a questionnaire from a sample consisting of executives and managers in manufacturing firms. Performing data analysis by SmartPLS software, the results indicate that the three dimensions of marketing change capabilities (micro, meso, and macro change capabilities) exerted significant effects on marketing strategic change. Theoretically, this study fills a considerable gap in marketing literature concerning such effects and identifying 12 marketing-related change capa

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Orr, Linda M., Victoria D. Bush, and Douglas W. Vorhies. "Leveraging firm-level marketing capabilities with marketing employee development." Journal of Business Research 64, no. 10 (2011): 1074–81. http://dx.doi.org/10.1016/j.jbusres.2010.11.003.

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Fachrial, Peppy, and Lira Agusinta. "The Influence of Cross-Functional Marketing Capabilities on Marketing Ambidexterity." Syntax Literate ; Jurnal Ilmiah Indonesia 7, no. 2 (2022): 923. http://dx.doi.org/10.36418/syntax-literate.v7i1.6101.

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Untuk menjalankan strategi marketing ambidexterity diperlukan adanya kerjasama dan koordinasi lintas fungsi pemasaran dan fungsi-fungsi lainnya di dalam perusahaan. Cross-functional marketing capabilities (C-FMCap) dapat membantu memaksimalkan marketing ambidexterity. Terdapat tiga dimensi yang memberikan kontribusi pada C-FMCap yang meliputi: brand management, new product development, dan customer relationship management. Berdasarkan hasil pengujian hipotesis didapatkan nilai koefisien jalur cross-functional marketing capabilities terhadap marketing ambidexterity sebesar 0,44 dengan T-Values

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Sultoni, Mohammad Hamim, Sudarmiatin Sudarmiatin, Agus Hermawan, and Sopiah Sopiah. "Digital marketing, digital orientation, marketing capability, and information technology capability on marketing performance of Indonesian SMEs." International Journal of Data and Network Science 6, no. 4 (2022): 1381–88. http://dx.doi.org/10.5267/j.ijdns.2022.5.013.

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This research analyzes the effect of digital marketing, digital orientation, marketing capabilities, and information technology capabilities on marketing performance of Indonesian SMEs. The methods are quantitative methods and data analysis techniques using AMOS 23 software based on Structural Equation Modeling (SEM). The method of selecting the sample uses the purposive sampling methods. The study uses data based on questionnaires to 338 SMEs respondents in Madura, Indonesia. The results of data analysis show that the digital marketing had a positive and significant effect on the marketing pe

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KRISNANTO, Aditya Budi, Surachman SURACHMAN, Rofiaty ROFIATY, and Sunaryo SUNARYO. "The Role of Marketing and Digital Marketing Capabilities: Entrepreneurial Orientation on the Marketing Performance of Public Enterprises." Revista de Cercetare si Interventie Sociala 82 (September 30, 2023): 92–107. http://dx.doi.org/10.33788/rcis.82.7.

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Public enterprises and small and medium enterprises (SMEs) have similar goals in the eyes of the state. SMEs that get government or public bodies funding can make it a public enterprise. These enterprises in Indonesia face challenges due to limited resources, low market reach, and low marketing expertise. They must leverage their marketing capabilities effectively and adopt strategic approaches such as entrepreneurial orientation and digital marketing. This study explores digital marketing mediation and marketing capabilities in the relationship between entrepreneurial orientation and marketin

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Sariningsih, Yuce. "Faktor-Faktor Yang Mempengaruhi Kemampuan Permodalan dan Pemasaran serta Implikasinya pada Kinerja dan Kesejahteraan Wanita Penerima Bantuan Kelompok Usaha Bersama (KUBE)." Jurnal Ilmiah Manajemen Kontigensi 3, no. 2 (2015): 76–89. https://doi.org/10.5281/zenodo.3375456.

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<em>The purpose of this research was obtained empirical evidences and found the intelligibility of the phenomenon of the effect </em><em>C</em><em>apital and Marketing Capabilities and Implications on Performance and Women Welfare Recipient Business Group (KUBE).. The research method used descriptive and verification method. The independent variables were : The influence </em><em>of </em><em>Creativity</em><em>, </em><em>Innovation</em><em>, </em><em>and Skills. Capital Capabilities and Marketing Capabilities (Y2)</em><em> </em><em>as intervening variable and the

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Bargouthi, Mohammad. "Marketing Agility, Innovation Capabilities, and Customer Satisfaction." International Journal of Technology, Innovation and Management (IJTIM) 4, no. 1 (2024): 64–82. http://dx.doi.org/10.54489/yt7g0s43.

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Managers and scholars have recently shown interest in marketing agility. Nevertheless, the current body of research on marketing agility has primarily focused on the influence of marketing agility on a company’s performance while overlooking the potential influence of marketing agility on innovation capabilities and customer satisfaction. In addition, earlier research has focused on analyzing marketing agility from the company's standpoint, neglecting to consider the influence of marketing agility on the consumer from the customer's standpoint. This study seeks to address this knowledge gap by

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Theoharakis, Vasilis, Yannis Angelis, and Georgios Batsakis. "Architectural marketing capabilities of exporting ventures." International Marketing Review 36, no. 6 (2019): 1026–41. http://dx.doi.org/10.1108/imr-02-2019-0081.

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Purpose The importance of architectural marketing capabilities (i.e. marketing planning and implementation) in exporting ventures has been recognised. However, extant literature has not taken into account the explicit roles and required synergy between the exporter and their foreign distributor in delivering these capabilities. Drawing from the resource-based theory, the purpose of this paper is to examine the complementarity of distributor implementation capability and market orientation with exporter planning capability. Design/methodology/approach The study was carried out using a survey. D

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Cruz-Ros, Sonia, Tomás F. González Cruz, and Carmen Pérez-Cabañero. "Marketing capabilities, stakeholders’ satisfaction, and performance." Service Business 4, no. 3-4 (2009): 209–23. http://dx.doi.org/10.1007/s11628-009-0078-2.

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Morgan, Neil A., Rebecca J. Slotegraaf, and Douglas W. Vorhies. "Linking marketing capabilities with profit growth." International Journal of Research in Marketing 26, no. 4 (2009): 284–93. http://dx.doi.org/10.1016/j.ijresmar.2009.06.005.

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Morgan, Neil A. "Researching marketing capabilities: reflections from academia." AMS Review 9, no. 3-4 (2019): 381–85. http://dx.doi.org/10.1007/s13162-019-00158-4.

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Umam, Khoerul. "MODEL KAPABILITAS “CUSTOMER RELATIONSHIP MARKETING: PADA INDUSTRI TEPUNG TAPIOKA DI KABUPATEN PATI." Jurnal Ekonomi dan Bisnis 18, no. 1 (2017): 56. http://dx.doi.org/10.30659/ekobis.18.1.56-70.

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This study aims to identify and analyze the influence of market information and human capitalon the performance capabilities of CRM marketing company with variable inervening on tapiocastarch industry in Pati regency with a sample size of 66 people. The sampling technique used inthis research is purposive sampling. Analysis tools is the path analysis and the test results showthat the human capital market information and found to have a positive and significant impacton CRM capabilities. Market information shown to have positive and significant impact on theperformance of marketing, then the ow

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Chahal, Hardeep, and Jagmeet Kaur. "Development of marketing capabilities scale in banking sector." Measuring Business Excellence 18, no. 4 (2014): 65–85. http://dx.doi.org/10.1108/mbe-06-2013-0037.

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Purpose – The purpose of the study is to develop, measure and empirically validate marketing capabilities (MARKCAPB) scale in banking sector. Design/methodology/approach – Data are collected from a branch manager and three next senior managers of 144 branches of 21 public and 7 private banks operating in Jammu city, North India. Findings – The study finds that marketing capabilities are of multi-dimensional scale, comprising three dimensions – outside-in, inside-out and spanning. Further, the study results demonstrate that all three dimensions are significantly related to marketing capabilitie

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Farida, Naili. "Determinants of Marketing Performance: Innovation, Market Capabilities and Marketing Performance." Jurnal Dinamika Manajemen 7, no. 1 (2016): 59. http://dx.doi.org/10.15294/jdm.v7i1.5759.

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<p>This research aim to analyze causality influence between innovations, market capability, social modal, entrepreneurs oriented into marketing performance. Organizational innovations is a basic focus on Total Quality Management. Innovation has a role to technological development and competitive economy environment. The sample technique used is Purpusive sampling amount 58 respondent owner of Batik Small Medium Enterprise known as UKM. Small businesses have small medium or medium can grow and develop so that it is able to increase its product and sustainability efforts on the creative in

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Ngo, Liem Viet, and Aron O'Cass. "Performance implications of market orientation, marketing resources, and marketing capabilities." Journal of Marketing Management 28, no. 1-2 (2012): 173–87. http://dx.doi.org/10.1080/0267257x.2011.621443.

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Tan, Qun, and Carlos M. P. Sousa. "Leveraging marketing capabilities into competitive advantage and export performance." International Marketing Review 32, no. 1 (2015): 78–102. http://dx.doi.org/10.1108/imr-12-2013-0279.

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Purpose – By using the dynamic capabilities (DC) theory and the theory of competitive advantage, the purpose of this paper is to develop a framework to investigate the role of marketing capabilities on the firm’s export performance. Specifically, this framework depicts the consequences of marketing capabilities and focuses on the relationships among marketing capabilities, competitive advantage, and export performance. Design/methodology/approach – The authors conduct a meta-analysis of the literature on marketing capabilities and use multivariate analyses to test the framework. Findings – The

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Kamboj, Shampy, and Zillur Rahman. "Market orientation, marketing capabilities and sustainable innovation." Management Research Review 40, no. 6 (2017): 698–724. http://dx.doi.org/10.1108/mrr-09-2014-0225.

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PurposeThis study aims to observe the association between market orientation (MO), marketing capabilities and sustainable innovation and to determine the contributions of marketing capabilities, sustainable consumption and competitive advantage as mediators. Design/methodology/approachThe data for this study were collected by administering a survey, and well-defined scales were used for quantifying the data. Theories propounded by various authors were used to form the theoretical framework of the study while keeping those theories relevant to the Indian context. The study uses structural equat

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Ehrensperger, Elena, Daria Greenberg, Harley Krohmer, Felix Nagel, Wayne Hoyer, and Z. John Zhang. "Succeeding in competitive arenas with arena-relevant marketing capabilities." European Journal of Marketing 56, no. 2 (2022): 321–50. http://dx.doi.org/10.1108/ejm-09-2019-0703.

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Purpose The purpose of the study is to introduce the idea of arena-relevant marketing capabilities and examine their impact on firm performance. Arena-relevant marketing capabilities are capabilities particularly relevant for success in a specific competitive arena in which rivals from different industries try to satisfy customer needs with alternative products and services. The authors focus on the luxury arena and pose the following research questions: Which are the arena-relevant marketing capabilities in the luxury competitive arena (i.e. luxury-arena-relevant capabilities)? (2) What is th

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Zahara, Zakiyah. "THE ROLE OF ENTREPRENEURIAL MARKETING ON MARKETING PERFORMANCE THROUGH MARKETING CAPABILITIES OF SMES." Ekonomi dan Bisnis 9, no. 1 (2022): 45. http://dx.doi.org/10.35590/jeb.v9i1.4373.

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Rumaji, Rumaji. "Reshaping of Global Shipping Dynamics: Implications for Strategic Resilience Capabilities, Marketing Capabilities, Supply Chain Orientation Capabilities and Port Competitiveness in Indonesia." Prosiding Seminar Nasional Forum Manajemen Indonesia - e-ISSN 3026-4499 2 (August 31, 2024): 615–29. http://dx.doi.org/10.47747/snfmi.v2i1.2054.

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The phenomenon of dynamic maritime environment have affected port business and it is substantially changing the business environment in which large-scale container trade growth is being facilitated. In this paper will illustrate the dynamic features of port users, discuss the port competition strategy and analyse the marketing strategic for port business under transformation phases. Using qualitative methods using case studies through a literature review and empirical evidence to prove, deepen and expand the results of the study. In this article, we develop and examine the implication such mar

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Rumaji, Rumaji. "Reshaping of Global Shipping Dynamics: Implications for Strategic Resilience Capabilities, Marketing Capabilities, Supply Chain Orientation Capabilities and Port Competitiveness in Indonesia." Proceedings of Forum Manajemen Indonesia's International Conferences, no. 1 (August 31, 2024): 615–29. https://doi.org/10.47747/fmiic.v1i1.2163.

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The phenomenon of dynamic maritime environment have affected port business and it is substantially changing the business environment in which large-scale container trade growth is being facilitated. In this paper will illustrate the dynamic features of port users, discuss the port competition strategy and analyse the marketing strategic for port business under transformation phases. Using qualitative methods using case studies through a literature review and empirical evidence to prove, deepen and expand the results of the study. In this article, we develop and examine the implication such mar

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Pukas, Anetta. "Dynamic capabilities in territorial marketing – the possibilities of concept adaptation." Scientific Papers of Silesian University of Technology. Organization and Management Series 2023, no. 174 (2023): 191–205. http://dx.doi.org/10.29119/1641-3466.2023.174.14.

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Purpose: The purpose of this paper is to develop a conceptual understanding of territorial marketing using the dynamic approach and explore the Dynamic Marketing Capabilities that extend the place's competitive advantage. Design/methodology/approach: This paper has taken a conceptual approach to provide an analytical conceptualisation of Dynamic Marketing Capabilities and to guide future studies in territorial marketing. This article introduces a novel dynamic approach towards Territorial units, adopting a view based on the relationship between the dynamic capabilities view and place marketing

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Alnawas, Ibrahim, and Allam Abu Farha. "Strategic orientations and capabilities' effect on SMEs' performance." Marketing Intelligence & Planning 38, no. 7 (2020): 829–45. http://dx.doi.org/10.1108/mip-11-2019-0548.

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PurposeThis study aims to: first, examine the effect of interaction orientation (IO) and brand orientation (BO) on marketing capabilities and small and medium enterprises' (SMEs') performance, and second, assess the complementarity effect of IO and BO on marketing capabilities and SMEs' performance.Design/methodology/approachA model was developed and tested using a survey methodology. Data were collected from 538 SMEs located in Qatar and analysed by structural equation modelling with AMOS.FindingsFirst, IO affects SMEs' performance only indirectly via marketing capabilities, whereas BO affect

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Altwaijri, Ahmad Saleh. "Corporate social responsibility and its role in the impact of marketing tools on strategic marketing." Journal of Project Management 10, no. 2 (2025): 367–74. https://doi.org/10.5267/j.jpm.2025.1.003.

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This paper aims to examine the role of CSR in the impact of two marketing tools (social media and CRM) on two dimensions of strategic marketing (innovation orientation and marketing capabilities). Gathering data from a sample of managers and employees in service firms using a questionnaire, it was found that both marketing capabilities and innovation orientation are positively related to social media and CRM. However, CSR mediates only the impact of social media on marketing capabilities and the impact of CRM on marketing capabilities. There was no significant mediating role of CSR in the effe

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Maryono, Taharuddin, Fitriyadi, Humaidi, and Rizki Muslim Hidayat. "Kemampuan Orientasi Pasar Dan Kewirausahaan Untuk Meningkatkan Kinerja Pemasaran IKM Kerajinan Kain Sasirangan Melalui Kapabilitas Pemasaran Dinamis." JURNAL BISNIS DAN PEMBANGUNAN 13, no. 1 (2024): 109–15. https://doi.org/10.20527/3npwvb70.

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This study aims to analyze the influence of market orientation and entrepreneurial orientation marketing performance, as well as the moderation effect of dynamic marketing capabilities. The research sample was taken as many as 102 Sasirangan fabric craftsmen in Banjarmasin City. The questionnaire was used to collect the data and further analyzed with SEM with Smart PLS. The results prove that marketing orientation has proven to have a significant effect on dynamic marketing capabilities, entrepreneurial orientation does not have a significant effect on marketing performance, while marketing ca

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Reimann, Caroline, Fernando Carvalho, and Marcelo Duarte. "The Influence of Dynamic and Adaptive Marketing Capabilities on the Performance of Portuguese SMEs in the B2B International Market." Sustainability 13, no. 2 (2021): 579. http://dx.doi.org/10.3390/su13020579.

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The present investigation aims study the sustainability of the business model of the Portuguese SMEs operating in the B2B International market analyzing the influence of dynamic marketing capabilities and adaptive marketing capabilities in their international marketing performance. It will also analyze the moderating effects of Competitive Intensity within this international scenario. A quantitative study was developed, using a questionnaire as a research method. In total, 335 valid responses were collected from Portuguese SMEs in June 2020. To test the hypotheses, multiple hierarchical regres

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Reimann, Caroline, Fernando Carvalho, and Marcelo Duarte. "The Influence of Dynamic and Adaptive Marketing Capabilities on the Performance of Portuguese SMEs in the B2B International Market." Sustainability 13, no. 2 (2021): 579. http://dx.doi.org/10.3390/su13020579.

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The present investigation aims study the sustainability of the business model of the Portuguese SMEs operating in the B2B International market analyzing the influence of dynamic marketing capabilities and adaptive marketing capabilities in their international marketing performance. It will also analyze the moderating effects of Competitive Intensity within this international scenario. A quantitative study was developed, using a questionnaire as a research method. In total, 335 valid responses were collected from Portuguese SMEs in June 2020. To test the hypotheses, multiple hierarchical regres

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Vorhies, Douglas W., and Neil A. Morgan. "Benchmarking Marketing Capabilities for Sustainable Competitive Advantage." Journal of Marketing 69, no. 1 (2005): 80–94. http://dx.doi.org/10.1509/jmkg.69.1.80.55505.

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Market-based organizational learning has been identified as an important source of sustainable competitive advantage. One particular learning mechanism, benchmarking, is a widely used management tool that has been recognized as appropriate for identifying and enhancing valuable marketing capabilities. However, despite widespread admonitions to managers, the benchmarking of marketing capabilities as a route to sustainable competitive advantage has received scant empirical attention. The authors empirically examine the potential business performance benefits available from benchmarking the marke

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Haryanto, Rudy, and Mohammad Hamim Sultoni. "Marketing and IT capability as mediators: The role of digital marketing and orientation on SMEs marketing performance." International Journal of Management and Sustainability 13, no. 4 (2024): 808–17. http://dx.doi.org/10.18488/11.v13i4.3899.

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The aim of this research is to examine the correlation linking digital marketing and the digital sphere orientation on marketing performance of MSMEs in Indonesia. Then, how information technology capabilities and marketing capabilities can be mediating variables between these three variables. This research uses a quantitative approach. This research falls under the category of exploratory research. The population in this study was 2,766; the research sample came from 338 MSMEs that are Go-Food partners spread across 4 districts on the island of Madura, Indonesia. The findings of the study ind

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Gonçalves, Rui, Rui Vinhas Da Silva, Renato Lopes Da Costa, Leandro Pereira, Álvaro Dias, and Joana Sofia Da Fonseca. "Exploring the mediating role of marketing planning in enterprise marketing capabilities." International Journal of Business Environment 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijbe.2022.10047754.

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Hardiansyah, Rian, Fahlia Fahlia, and Nuramaliyah Nuramaliyah. "The Impact of Digital Marketing and Entrepreneurial Capabilities on Marketing Performance." Indonesian Business Review 7, no. 2 (2024): 105. http://dx.doi.org/10.21632/ibr.7.2.105-114.

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The objective of this study is to assess the impact of digital marketing and entrepreneurial competence on the marketing performance of micro, small, and medium enterprises (MSMEs) in the Sumbawa district. An investigation was carried out involving 180 owners of Micro, Small, and Medium Enterprises (MSMEs), and the collected data was evaluated using Structural Equation Modeling-Partial Least Square (SEM-PLS). The research findings indicate that both digital marketing competency and entrepreneurial competency have a notable and beneficial impact on marketing performance. Additionally, it is obs

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Guenzi, Paolo, and Gabriele Troilo. "Developing marketing capabilities for customer value creation through Marketing–Sales integration." Industrial Marketing Management 35, no. 8 (2006): 974–88. http://dx.doi.org/10.1016/j.indmarman.2006.06.006.

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d, Joana Sofia, a. Fonseca, Álvaro Dias, et al. "Exploring the mediating role of marketing planning in enterprise marketing capabilities." International Journal of Business Environment 14, no. 1 (2023): 15. http://dx.doi.org/10.1504/ijbe.2023.127690.

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Morgan, Neil A., Constantine S. Katsikeas, and Douglas W. Vorhies. "Export marketing strategy implementation, export marketing capabilities, and export venture performance." Journal of the Academy of Marketing Science 40, no. 2 (2011): 271–89. http://dx.doi.org/10.1007/s11747-011-0275-0.

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Munir, Abdul Razak, Nuraeni Kadir, Fauziah Umar, Andi Syahida Ulhaq Pasryb, and Syarifuddin Sulaiman. "Brand capabilities in digital marketing: The key to enhancing marketing performance." International Journal of Data and Network Science 8, no. 2 (2024): 947–56. http://dx.doi.org/10.5267/j.ijdns.2023.12.012.

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This study presents a structural equation model to describe the interrelationships between Digital Marketing, Brand Articulating Capability, Brand Resonance Capability, and Marketing Performance. It employs a cross-sectional study to examine the relationships among those research variables. This study utilized a survey methodology, which involved gathering data from 292 participants who were representatives of small and medium enterprises (SMEs) in South Sulawesi, Indonesia. Out of the 292 questionnaires distributed, 270 were considered appropriate for analysis. Four hypotheses were formulated

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Golgeci, Ismail, and David M. Gligor. "The interplay between key marketing and supply chain management capabilities: the role of integrative mechanisms." Journal of Business & Industrial Marketing 32, no. 3 (2017): 472–83. http://dx.doi.org/10.1108/jbim-05-2016-0102.

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Purpose This paper aims to identify key marketing and supply chain management-related (supply chain management – SCM) capabilities and explore the nature of the linkages between these specific capabilities as shaped by the integrative mechanisms adopted by firms. Design/methodology/approach Based on the findings from dyadic interviews with 26 marketing and SCM executives from business-to-business firms, the authors develop an empirically grounded conceptual framework. Findings The authors identify innovativeness and market learning capability as key marketing capabilities and supply chain agil

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Carson, Grace, Christina O'Connor, and Geoff Simmons. "The crucial role of market intelligence in the development of small business marketing capabilities." Journal of Small Business and Enterprise Development 27, no. 5 (2020): 797–816. http://dx.doi.org/10.1108/jsbed-12-2019-0394.

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PurposeDrawing on the resource-based view of the firm, this article explores the influences of market intelligence on the development of small business marketing capabilities, with reference to specialized marketing capabilities, architectural marketing capabilities and dynamic capabilities.Design/methodology/approachThe conceptual framework and propositions present and interpret the resource–capability complementarity between market intelligence and small business marketing capabilities and outline the relationship between individual capability sets.FindingsMarket intelligence is shown to be

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