100% satisfaction guarantee Immediately available after payment Both online and in PDF No strings attached
logo-home
Summary strategic marketing $8.02
Add to cart

Summary

Summary strategic marketing

 70 views  4 purchases
  • Course
  • Institution

An extensive summary of all the articles and lectures of the course strategic marketing, given at the Rijksuniversiteit Groningen. The summary is extensive and therefore you don't need to read the articles. Good luck with studying!! :)

Preview 4 out of 59  pages

  • September 21, 2022
  • 59
  • 2022/2023
  • Summary
avatar-seller
Contents
Week 1........................................................................................................................................................... 2
Montgomery, Moore & Urbany (2005) ..................................................................................................... 2
Rust, Moorman & Dickson (2002) ............................................................................................................. 4
Lecture 1 .................................................................................................................................................... 5
Wedel (2011) ........................................................................................................................................... 13
Lecture 2 .................................................................................................................................................. 14
Week 2......................................................................................................................................................... 21
Ataman, van Heerde & mela (2010) ........................................................................................................ 21
Heskett & Schlesinger (1994) .................................................................................................................. 22
Lecture 1 .................................................................................................................................................. 24
Leone, Rao, Keller, Luo & McAlister (2006)............................................................................................. 33
Morgan & Rego (2009) ............................................................................................................................ 35
Srinivasan & Hanssens (2008) ................................................................................................................. 37
Lecture 2 .................................................................................................................................................. 42
Week 3......................................................................................................................................................... 49
Rust (2020) .............................................................................................................................................. 49
Verhoef & Leeflang (2009) ...................................................................................................................... 51
Lecture 1 .................................................................................................................................................. 55




1

,Week 1

Montgomery, Moore & Urbany (2005)
Reasoning about competitive reactions: Evidence from executives.

Strategic competitive reasoning = whether managers attempt to predict reactions based on rival’s past
actions.
It is being perceived that managers don’t do this often, because of the high costs and the relatively low
returns. This is due to difficulty of obtaining this information and uncertainty associated with predicting
reactions.

In strategic choices: failure to anticipate to competitors and failure to recognize potential interaction
with competitors.

Competitive reasoning = the assessment and consideration of competitors that serves as an input into
the firm’s decision-making. Results can be in three ways:
o Description of the competitor
o Predictions about competitors’ behavior
o Consider how their competitors are likely to react to their firm’s own decisions (= strategic
competitive reasoning).

Study 1
- Managers were asked to describe factors that are important in decision-making: are they going to
mention competitors? (= strategic competitive reasoning)
- Interviews
- Choice: change price of a product or develop a new product.
- 44 new product developments, 57 pricing decisions.

Results
- Customer factors and competitor factors were mentioned equal
- Competitor factors greater emphasis in pricing than in product development.
- More respondents forecast they would engage in strategic competitive reasoning for future pricing
decisions than for recalled pricing decisions.
- More focus on competitors past and current situation than on their reactions.

Study 2
- Managers were asked to describe factors that are important in decision-making: are they going to
mention competitors? (= strategic competitive reasoning).
- Describe decision-making in familiar and personally relevant scenarios.
- Markstrat
- Choices to make: which market to focus on, whether to increase advertising budget, whether to cut
price.



2

,Results
- More focus on competitors past and current situation than on their reactions.
- More of the participants mentioned competitor factors.

Study 3
- Compare the results with earlier done studies.
- An explanation for the shown patterns in study 1 and 2 is been given.
- Results are being shown to 2 sets of experts and one set of generalists.
- Survey: 10-point bi-polar scale.

Results
Factors influencing the value of competitive reasoning

Factors raising the perceived costs of competitive reasoning:
- Difficulty of obtaining competitive information.
- limited opportunity to actually learn about competitors.
- Risk aversion

Factors reducing the perceived returns from competitive reasoning:
- Irresolvable uncertainty about competitor’s behavior.
- Other factors are perceived as being more important.
- The culture of the firm
- Low perceived returns vs. high perceived costs




3

, Rust, Moorman & Dickson (2002)
Getting return on quality: revenue expansion, cost reduction, or both?

Revenue expansion and cost reduction simultaneously > the effect on return on quality (financial
benefits due to quality).

Revenue expansion
- External focus
- Focus on customer perceptions and attitudes that will lead to more sales.
- Marketing, human resources

Cost reduction
- Internal focus
- Focus on defect rate, the efficiency of the firm’s processes.
- Standardization, operations, accounting


Does a dual method work?

Study
- Surveys
- 50/50 combination of sending the surveys to managers ourselves and sending the survey to the head
manager (and him sending it randomly around).
- In the survey the managers are asked how valuable a certain emphasis (or dual emphasis) is.
- To measure firm performance, also secondary data is been used.

Potential moderating factors
- Industry competitiveness
- Success of either revenue or cost emphasis may be influenced by past decisions.
- Development of systems for acquiring, disseminating, and responding to customer information.

Results
- Firms adopting a revenue emphasis, reap the greatest rewards.
- The dual emphasis has no effect on financial performance and customer relationship.




4

The benefits of buying summaries with Stuvia:

Guaranteed quality through customer reviews

Guaranteed quality through customer reviews

Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.

Quick and easy check-out

Quick and easy check-out

You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.

Focus on what matters

Focus on what matters

Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!

Frequently asked questions

What do I get when I buy this document?

You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.

Satisfaction guarantee: how does it work?

Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.

Who am I buying these notes from?

Stuvia is a marketplace, so you are not buying this document from us, but from seller shannaceelen. Stuvia facilitates payment to the seller.

Will I be stuck with a subscription?

No, you only buy these notes for $8.02. You're not tied to anything after your purchase.

Can Stuvia be trusted?

4.6 stars on Google & Trustpilot (+1000 reviews)

52510 documents were sold in the last 30 days

Founded in 2010, the go-to place to buy study notes for 14 years now

Start selling
$8.02  4x  sold
  • (0)
Add to cart
Added