دانلود رایگان مقاله انگلیسی تفاوت بازاریابی استراتژیک موفق در بین تولیدکنندگان در یک بازار نوظهور و توسعه یافته - امرالد 2017

Abstract

Purpose: Emerging markets present strategists with a unique set of challenges that result from a business environment that is quite different from that which characterises developed markets. Yet, little is known about marketing’s contribution to successful strategic decision-making in emerging markets. Thus, this paper examines the usage of conventional strategic marketing practice, as it relates to developed markets, within groups of higher- and lower- performing manufacturers in the emerging market of India; comparing it against that of their counterparts in the developed market of the United States. Design/methodology/approach: The study is based on separate web-hosted questionnaire surveys conducted in India and the United States, yielding samples of 71 and 84 self-reported manufacturing companies, respectively. Data analyses were conducted using independent sample t-tests and logistic multiple regression and sought to compare and contrast successful strategic marketing decision-making in each country. Findings: The results confirm that conventional strategic marketing plays a vital role in facilitating the competitive success of manufacturers in India. However, they also suggest that differences in the strategic environments faced by manufacturers in both countries necessitate quite different priorities for success at each stage of the strategic marketing decision-making process. Research limitations/implications: Due to relatively low response rates, the extent to which the study samples are representative of the population under scrutiny remains unknown. Also, differences in the respondents’ interpretation of certain questions and some of the marketing vocabulary and terminology used cannot be ruled out. Practical Implications: The research highlights the important contribution that conventional strategic marketing makes to the achievement of competitive success of manufacturers in India. However, it also identifies several specific practices that differentiate higher firm performance in the two countries, drawing into question the direct applicability of the conventional model of strategic marketing within an emerging market. Originality/value: As far as is known for the first time, the applicability of the conventional model of successful strategic marketing within an emerging market is assessed. As a result, a new model is forwarded.

Conclusions

With respect to this study’s first objective, the evidence shows that among India’s HPMs, many conventional practices are being vigorously embraced, and that they are making a difference. Of the 18 hypotheses tested a total of 10 were either entirely or partially supported in India – spanning variously across all five stages of the normative model of the planning process. Indeed, this compares with only five hypotheses being similarly supported in the United Sates. This is not to say that the practices relating to the balance of the hypotheses in either country were otherwise of little relevance (in fact, the mean scores indicated a reasonably substantial uptake in both countries, especially in the United States); but it does mean that only two specific practices differentiated both sets of higher-performers, namely: collaborating with distributors, and monitoring technological change. Clearly then, these two practices are important for all manufacturers, irrespective of the strategic environment faced (for reasons already discussed). Conversely, however, it also means there are a number of hypotheses supported in India alone, indicating that, at least currently, the following approaches may well be uniquely relevant to HPMs within the context of an emerging market: being more formal marketing planning oriented; conducting a more comprehensive situation analysis; setting longer-term objectives; being more innovative; cultivating greater organisational flexibility; paying more attention to training, and; analysing business performance more closely. Certainly, it has been established that within the Indian manufacturing sector, embracing strategic marketing planning is a worthwhile and potentially beneficial pursuit.