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To investigate whether strategic orientation affects the evaluation of specific market research projects in for‐profit firms.

A small‐scale follow‐up survey was conducted, building on qualitative and quantitative research among a sample of the top‐1,000 marketing managers in Australia. The study used an existing market research evaluation tool, the USER scale and items generated from the qualitative research, to investigate the firm's most recent market research project.

Four market research performance factors were identified – market research as a knowledge enhancing (KE) function, the internal political use of market research, the misuse of market research and the generation of market understanding. The Miles and Snow strategy types were related to these factors, with Prospector types more likely to use market research rationally and less likely to use it for internal political purposes. Tactical projects were more likely to be misused than were those with a strategic orientation. Prospectors were far less likely and Analyzers far more likely to misuse tactical research projects. Prospectors were more often satisfied with the performance of their most recent market research. The Porter typology was less successful in predicting market research performance.

The study was based on a small sample of market research projects in Australian for‐profit firms. Future studies need to study these phenomena more intensively using ethnographic methods and more extensively using larger multi‐country samples.

Market research suppliers should learn the nature of their client's strategic intent to improve their effectiveness. Defender firms should carefully monitor the use of market research, especially that of a tactical nature, which may be wasted or misused.

The paper contributes to an understanding of how strategic orientation relates to the ways market research information is used within the firm.

This paper seeks to investigate the influence of Porter's strategy types on the use of customer relationship management (CRM) techniques and traditional market research, against theoretical and empirical evidence that differences in strategy types may result in variation in favoured marketing information sources and procedures.

Depth interviews generated a series of scale items, which were combined with others derived from the literature in a questionnaire measuring strategy types, the roles of market research, and the characteristics of CRM systems. Responses were obtained from 240 senior marketing managers in Australia, and applied to the testing of five research propositions.

ANOVA found no differences in CRM usage among the strategy types. Variation was widespread, however, in four roles of traditional market research: enhancing strategic decision making, increasing usability of existing data, presenting plans to senior management, and achieving productivity and political outcomes.

Future researchers using the Porter strategic types should separate “marketing differentiators” from “product differentiators” because they function and compete differently.

All organisations can benefit from CRM systems, but “marketing differentiators” exhibit a relatively higher usage of traditional market research. This is likely to be because they compete by creating softer product differences, while others do so on harder characteristics such as price or product functionality.

This is the first study to use the Porter types to explain differences between the roles and uses of market research and CRM within organisations.

Despite many years of academic research into organisational integration and effectiveness, organisations still struggle to successfully implement strategy and achieve competitive advantage. However, the rapid evolution of marketing technologies such as big data, marketing analytics, artificial intelligence and personalised consumer interactions offer potential for an integrated marketing communication technological capability that aligns and integrates an organisation. Programmatic advertising is one such integrated marketing communication (IMC) technology capability, applying and learning from customer information and behaviours to align and integrate organisational activity. The literature on programmatic is embryonic and a conceptual framework that links its potential to organisational effectiveness is timely. This paper aims to develop a framework showing the potential for programmatic advertising as an IMC technology capability to enhance organisational integration and performance.

An exploratory methodology gained insight from 15 depth interviews with senior marketing executives from both organisations and external advertising agencies.

Four elements of a programmatic integrated organisation were identified and aligned with seven marketing activity levers to deliver firm performance measures.

This research contributes to theory, affirming IMC as a capability and positioning programmatic as a means of organisational integration.

The model also offers guidance for practitioners looking to integrate programmatic into their organisation.

To the best of the authors’ knowledge, this is the first paper to look at programmatic from an IMC perspective and as a means of organisational integration. It is also the first to apply Moorman and Day’s (2016) model to explore organisational integration and programmatic, developing a new model, specifically contextualised for programmatic advertising.

One of the factors that determines the success of marketing a product is a distribution strategy. Several factors affect distribution such as the number of products, the nature of the products, the size of the area, transportation facilities, communication facilities, company factors, cost factors, and market conditions. The authors realized the absence of research on distribution management on a product such as the 3-kg liquefied petroleum gas (LPG) aimed at reaching the poor in Indonesia. The use of LPG as fuel is considered relatively cleaner because pollution is less when compared to kerosene fuel. This research was conducted in Salatiga, a small town in the province of Central Java, Indonesia. This research applied descriptive statistics in the form of the distribution frequency and crosstabs, as well as multiple regression. This research revealed that the 3-kg LPG distribution is very intensive, spread in almost all places including shops or stalls in both urban and rural areas. The choice of using 3-kg LPG tubes is not only because the price is low and is subsidized by the government but also because of the custom that has been instilled by the government when encouraging people to convert kerosene to LPG.

The purpose of this study was to identify those factors that are supposed to be the most important in terms of small business success in tourism industry. The empirical data is collected within one region in Finland. The respondents were asked to evaluate the importance of the given factors for the firm's success and how highly the respondent evaluated the company's expertise in each factor in their operations. Questionnaires were sent by mail to a total of 214 tourism businesses. The final response rate was 43% (92 businesses). According to the analysis of the data, the respondents emphasise the importance of customer orientation, good skills in leadership, internal marketing and a good reputation of the firm and the product. The impact of external advice (incubators, consultants, research organisations) was evaluated as the least important factor of success. So, market orientation seems to play a key role in the performance of small and micro tourism firms. Customer orientation is also well mastered according to the businesses. The greatest development needs would be in the areas of price and accessibility, as well as in customer orientation. The results of this study indicate that there are no statistically significant differences in the views held by slowly or fast growing tourism businesses regarding the importance of the success factors. The same factors are considered important and less important in both slowly and fast growing businesses. Neither were there any statistically significant differences in these businesses as to the expertise in these success factors.

The purpose of this paper is to consider the potential of an organisational orientation, namely the electronic marketing orientation (EMO) to address implementation issues in business-to-business (B2B) social media implementation. Previous research has demonstrated differences between B2B and business-to-consumer (B2C) marketing.

The paper draws on existing B2B marketing, social media and organisational orientation literature, both academic and practitioner. This facilitates the development of a conceptual model and research proposition as a basis of further research into addressing contemporary barriers to B2B social media implementation.

The paper contends that each of the four components of the EMO addresses different implementation issues faced in implementing social media and, more specifically, the unique issues faced by B2B marketers.

The paper is conceptual in nature; however, it provides directions for future empirical research.

The differences in promotional and sales channels and messages required in B2B context are addressed in the research propositions. The paper highlights implementation challenges and how a particular organisational orientation can facilitate the decision-making in dealing with them.

The paper provides a unique theoretical contribution by introducing the EMO conceptual model in a specific context of B2B social media marketing.

Compares and contrasts the Australian and international literature which has examined the determinants of export performance with a view to developing a model which will assist in improving what is generally considered to be low levels of achievement by Australian exporters. Based on a subjective evaluation of the international literature classifies export performance determinants into four categories of determinants ‐ tangible (e.g. product, technology, distribution), attitudinal, skill and knowledge. Combines these determinants into a simple explanatory model process for the Australian literature. Concludes, after comparison of the two literatures that such differences as exist are a matter of degree rather than kind. Lack of prior experience and a poor perception of the potential benefits appear to inhibit Australian involvement and are reflected in low confidence levels. Modifies the original model to address these issues, giving greater emphasis to a long‐term perspective and the attitudinal and skill based factors. Suggests that greater familiarity with the extant body of knowledge dealing with export performance determinants is needed to achieve the necessary attitudinal change and commitment to exporting which underpins success in domestic markets.

At present no frameworks exist for services marketers to incorporate social media (SM) within marketing communications planning. The majority of integrated marketing communications (IMC) frameworks were developed prior to the development of the widespread use of digital and SM for information seeking, sales and service. The purpose of this paper is to investigate this issue for services marketers specifically as they differ from FMCG, industrial and durable marketers in terms of marketing messages, branding, media and channels. Furthermore, as they are less reliant on outsourced sale channels they have more potential than other industries to integrate social and digital media to build awareness, brands and sales.

Depth interviews were conducted with eight senior services marketing executives to identify the impact of SM on marketing communications planning, implementation and measurement.

The findings revealed that the unique characteristics of SM (such as interactivity and individualisation, integration of communication and distribution channels, immediacy and information collection) impact traditional marketing communications frameworks. These impacts manifested in 12 modifications specific to services and SM to traditional generic IMC frameworks encompassed by the themes of reach, service channel, word-of-mouth advocacy, consumer generated messages, listening and behavioural measurement.

The rapidly evolving nature of SM means senior services marketers need to educate organisational stakeholders regarding implementation issues, which may be a barrier to effective integration of SM within marketing communications.

With digital marketing communications budgets reaching 30 per cent within some organisations, it is timely to put forward a marketing communication decision-making framework that first incorporates SM and second is suitable for services marketers.

Violence as a foundational element of police work is continuously reaffirmed and justified through police labour as ‘violence workers’ (Seigel, 2018). Hiring more female police officers has recently been seen as a way to reduce police violence. However, would employing more female officers change the relationship between policing and violence? Arguments in favour of more female police tend to rely on stereotypical understandings of gender, emphasising that women are naturally less aggressive and more likely to be caring and compassionate, often obscuring the violence enacted by female police officers in doing so. Female officers may be more likely to engage in violence out of necessity due to police culture and occupational norms around the use of force. Examining female police across countries such as the United States, Nigeria and Slovenia, this chapter establishes female police violence as a broader pattern, reflects on how female officers participate in police violence and addresses the extent to which masculinised police culture structures the expression of police violence. This chapter concludes with a discussion of why hiring more female police officers is not an adequate solution for reducing police violence, as police officers enact and are complicit in violence, regardless of gender.