Aligning marketing strategy and marketing implementation for marketing performance

Valos, Michael and Mavondo, Felix 2003, Aligning marketing strategy and marketing implementation for marketing performance, in ANZMAC 2003 : a celebrations of Ehrenberg and Bass : marketing discoveries, knowledge and contribution, conference proceedings, University of South Australia, Adelaide, S.A., pp. 2380-2387.

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Title Aligning marketing strategy and marketing implementation for marketing performance
Author(s) Valos, Michael
Mavondo, Felix
Conference name Australian & New Zealand Marketing Academy. Conference (2003 : Adelaide, South Australia)
Conference location Adelaide, South Australia
Conference dates 1-3 December 2003
Title of proceedings ANZMAC 2003 : a celebrations of Ehrenberg and Bass : marketing discoveries, knowledge and contribution, conference proceedings
Editor(s) Kennedy, Rachel
Publication date 2003
Start page 2380
End page 2387
Publisher University of South Australia
Place of publication Adelaide, S.A.
Summary The purpose of this paper is to examine the differences between “pure” and “mixed” marketing strategies in terms of implementation practices and performance. The strategies compared use the Miles and Snow (1978) typology to develop Pure Prospectors, Pure Defenders, Reactors and Mixed strategies the latter strategy type being similar to Analysers.

Previous strategy type implementation research has used debatable strategy classification methodologies and has not isolated “pure” marketing strategies. The purpose of this paper is to clearly identify and separate “pure” marketing strategies from “mixed” strategies.

In terms of strategy implementation a key finding was that the Miles and Snow implementation recommendations made in the 1970’s no longer appear to be appropriate in the 2000’s This appears to be the case because no need to align human resource practices and organisational structure with strategy was apparent in our findings.

In terms of strategy performance differences a key finding was that Pure Prospectors outperformed Reactor strategies in terms of new markets, sales growth, new products and market share. However, the financial costs of investing in new markets and new products undertaken by the aggressive Pure Prospector strategies results in only similar ROI performance to other strategies. This is consistent with the concept of performance equifinality.
ISBN 0868039837
9780868039831
Language eng
Field of Research 150599 Marketing not elsewhere classified
HERDC Research category E1 Full written paper - refereed
Copyright notice ©2003, ANZMAC
Persistent URL http://hdl.handle.net/10536/DRO/DU:30005183

Document type: Conference Paper
Collection: School of Management and Marketing
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