This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000004794. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000004794. When citing the article, please cite: Gordon E. Greenley, (1984), “An Understanding of Marketing Strategy”, European Journal of Marketing, Vol. 18 Iss 6/7 pp. 90 - 103.
This article focuses on the approaches that companies' marketing services take in the planning of their marketing operations, based on a recent survey of UK companies that market…
Abstract
This article focuses on the approaches that companies' marketing services take in the planning of their marketing operations, based on a recent survey of UK companies that market services as opposed to physical products. Results indicated that the planning of the marketing operation in many service companies is not as well developed as it could be.
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Gordon E. Greenley and Alan S. Matcham
Focuses on a survey (and its results) carried out to investigate the marketing orientation of the companies who supply the UK's service of incoming tourism. Provides indications…
Abstract
Focuses on a survey (and its results) carried out to investigate the marketing orientation of the companies who supply the UK's service of incoming tourism. Provides indications from the survey results that there are indications of low levels of marketing orientation with the respondent companies in the service industry of incoming tourism relative to the UK. Presents four sections to add weight to the survey findings. First, outlines the results of a previous study as background to the present survey results. Second, discusses, briefly, the nature of the service of incoming tourism. Third, reports on the survey results and finally discusses and draws conclusions from the results and study. Summarizes and discusses the results in conclusion and considers that an initial base understanding has been developed by the surveys and urges further additional research.
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Gordon E. Greenley and Alan S. Matcham
Incoming tourism is one of Great Britain′s biggest revenue earners,but a previous study by the authors suggested that there was a low levelof marketing orientation in some of the…
Abstract
Incoming tourism is one of Great Britain′s biggest revenue earners, but a previous study by the authors suggested that there was a low level of marketing orientation in some of the companies which provide the service. The nature of incoming tourism is examined and a further study, by the authors, into the marketing orientation of some of the companies involved is reported. On the whole, this is found to be extremely low. The survey results are related to the nature of the industry itself. The question as to whether the marketing of service needs to be approached differently from the marketing of products is considered.
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Investigates the understanding of marketing strategy and the differentiation and clarification of concepts used in conjunction with it. Carries out a search of the literature…
Abstract
Investigates the understanding of marketing strategy and the differentiation and clarification of concepts used in conjunction with it. Carries out a search of the literature revealing a wide variation in the understanding of marketing strategy. Develops a process for defining marketing strategy using three key levels: the overall strategic planning of the company; a framework developed from this from which marketing strategy should be developed; and the actual marketing strategy. Concludes that a firm needs to establish the strategic planning framework in defining its marketing strategy and its component parts. Suggests that failure to do so leads to ineffective definition, implementation and effectiveness of strategies.
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Ian N. Lings and Gordon E. Greenley
The purpose of this empirical paper is to investigate internal marketing from a behavioural perspective. The impact of internal marketing behaviours, operationalised as an…
Abstract
Purpose
The purpose of this empirical paper is to investigate internal marketing from a behavioural perspective. The impact of internal marketing behaviours, operationalised as an internal market orientation (IMO), on employees' marketing and other in‐role behaviours (IRB) were examined.
Design/methodology/approach
Survey data measuring IMO, market orientation and a range of constructs relevant to the nomological network in which they are embedded were collected from the UK retail managers. These were tested to establish their psychometric properties and the conceptual model was analysed using structural equations modelling, employing a partial least squares methodology.
Findings
IMO has positive consequences for employees' market‐oriented and other IRB. These, in turn, influence marketing success.
Research limitations/implications
The paper provides empirical support for the long‐held assumption that internal and external marketing are related and that organisations should balance their external focus with some attention to employees. Future research could measure the attitudes and behaviours of managers, employees and customers directly and explore the relationships between them.
Practical implications
Firm must ensure that they do not put the needs of their employees second to those of managers and shareholders; managers must develop their listening skills and organisations must become more responsive to the needs of their employees.
Originality/value
The paper contributes to the scarce body of empirical support for the role of internal marketing in services organisations. For researchers, this paper legitimises the study of internal marketing as a route to external market success; for managers, the study provides quantifiable evidence that focusing on employees' wants and needs impacts their behaviours towards the market.
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The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover…
Abstract
Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.
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Ian A. Combe and Gordon E. Greenley
Different forms of strategic flexibility allow for reactive adaptation to different changing environments and the proactive driving of change. It is therefore becoming…
Abstract
Different forms of strategic flexibility allow for reactive adaptation to different changing environments and the proactive driving of change. It is therefore becoming increasingly important for decision makers to not only possess marketing capabilities, but also the capabilities for strategic flexibility in its various forms. However, our knowledge of the relationships between decision makers' different ways of thinking and their capabilities for strategic flexibility is limited. This limitation is constraining research and understanding. In this article we develop a theoretical cognitive content framework that postulates relationships between different ways of thinking about strategy and different information‐processing demands. We then outline how the contrasting beliefs of decision makers may influence their capabilities to generate different hybrid forms of strategic flexibility at the cognitive level. Theoretically, the framework is embedded in resource‐based theory, personal construct theory and schema theory. The implications for research and theory are discussed.
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Ian A. Combe, John M. Rudd, Peter S.H. Leeflang and Gordon E. Greenley
Current conceptualisations of strategic flexibility and its antecedents are theory‐driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to…
Abstract
Purpose
Current conceptualisations of strategic flexibility and its antecedents are theory‐driven, which has resulted in a lack of consensus. To summarise this domain the paper aims to develop and present an a priori conceptual model of the antecedents and outcomes of strategic flexibility. Discussion and insights into the conceptual model, and the relationships specified, are made through a novel qualitative empirical approach. The implications for further research and a framework for further theoretical development are presented.
Design/methodology/approach
An exploratory qualitative research design is used applying multiple data collection techniques in a branch network of a large regional retailer in the UK. The development of strategic options and the complex relationship to strategic flexibility is investigated.
Findings
The number and type of strategic options developed by managers impact on the degree of strategic flexibility and also on the ability of the firm to achieve competitive differentiation. Additionally, the type of strategic option implemented by managers is dependent on the competitive situation faced at a local level. Evidence of managers' limited perception of competition was identified based on their spatial embeddedness.
Research limitations/implications
A single, in‐depth case study was used. The data gathered is rich and appropriate for the exploratory approach adopted here. However, generalisability of the findings is limited.
Practical implications
Strategic flexibility is rooted in the ability of front‐line mangers to develop and implement strategic options; this in turn facilitates competitive differentiation.
Originality/value
The research presented is unique in this domain on two accounts. First, theory is developed by presenting an a priori conceptual model, and testing through in‐depth qualitative data gathering. Second, insights into strategic flexibility are presented through an examination of managerial cognition, resources and strategic option generation using cognitive mapping and laddering technique.