- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Although scholars have paid much attention to the conceptualization of marketing capability and its performance implications (e.g. Krasnikov & Jayachandran, 2008; Vorhies, Morgan, & Autry, 2009), there has been little research on the leading role of marketing capability in new product success. Especially, more research efforts are necessary to demonstrate how marketing capability initiates new product development and selectively articulates product advantage. This study presents a conceptual frame of new product–market success, emphasizing that strategic marketing capability (SMC) contributes to matching the revealed or potential market needs to the most appropriate technological resources. Such best-matched marketing and technological resources create either or both of new product advantages, differentiation or cost advantage, which finally lead to better new product performance. Using 209 survey data from the manufacturing and service industry firms in Korea, the current study validates the influence of a firm's SMC on the two different technological resource mobilization modes en route to product advantages and product-market performance.
Four distinctive contributions of this article emerge compared to the relevant theories and literature. First, this article explores the leading role of strategic marketing capability (SMC) that encourages the mobilization of diverse technological resources and creates competitive advantages for a new product. Although previous research efforts analyze the impact of firms' marketing capability on business performance, they focus more on the supportive roles of marketing promotion and advertising capability in relation to the new product launch or commercialization (Day, 1994; Hunt & Morgan, 1995, 1996; Priem & Butler, 2001; Vorhies et al., 2009). Comparatively, the current study proposes that SMC be a core firm capability that takes the initiative and proactive role in the new product development process. Based on RBV and strategic choices theory, this study demonstrates and empirically validates that SMC plays a decisive role that links to either of the selected new product advantages – differentiation or cost advantage – by strategically triggering appropriate and timely technological resources. Thus, SMC could be a strategic enabler that matches the revealed or potential market needs with the most appropriate (or best-serving) technological resources that can respond to these market needs for new products.