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Summary of 31 pages for the course Strategic Marketing Management at UVT (SMM papers)
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Aantekeningen papers SMMPaper 1: Strategic marketing and marketing strategy: domain,
definition, fundamental issues and foundational premises.
(Varadarajan)
This paper proposes a domain statement for strategic marketing as a field of study and delineates
certain issues fundamental to the field. It also proposes a definition for marketing strategy. The
domain of strategic marketing is viewed as encompassing the study of organizational, inter-
organizational and environmental phenomena concerned with (1) the behaviour of organizations in
the marketplace in their interactions with consumers, customers, competitors and other external
constituencies, in the context of creation, communication and delivery of products that offer value to
customers in exchanges with organizations, and (2) the general management responsibilities
associated with the boundary spanning role of the marketing function in organizations. At the
broadest level, marketing strategy can be defined as an organization’s integrated pattern of
decisions that specify its crucial choices concerning products, markets, marketing activities and
marketing resources in the creation, communication and/or delivery of products that offer value to
customers in exchanges with the organization and enables the organization to achieve specific
objectives.
Objectives:
1. Domain of strategic marketing as a field of study
The domain of marketing strategy research is broadly defined. The first objective of this paper is to
delineate the domain of strategic marketing as a field of study.
2. Definition of marketing strategy
A second objective of this paper is to provide a review and critique of extant definitions of marketing
strategy and propose a definition of marketing strategy. The importance of this objective is
highlighted by the diverse and contradictory points of view evidenced in literature regarding the
conceptual distinction between (1) marketing strategy and marketing tactics, and (2) marketing
strategy and marketing management. Strategy launch decisions include both strategic platform
decisions that set overall tones and directions, and strategic action decisions that define to whom we
are going to sell and how. Tactical launch decisions are marketing mix decisions such as
communication and promotion, distribution, and pricing that are typically made after strategic launch
decisions and define how the strategic decisions will be implemented.
3. Issues fundamental to the field of strategic marketing
The fundamental question in the field of strategic marketing is how firms achieve and sustain
competitive advantage. In a similar vein, enumeration of certain issues that are fundamental to
strategic marketing as a field of study constitutes a third objective of this paper.
4. Fundamental premises of marketing strategy
The fourth objective of this paper is to enumerate certain foundational premises of marketing
strategy.
1. Domain of strategic marketing
,Strategic marketing decisions: some distinguishing characteristics
Strategic marketing decisions can be viewed as an organization’s decisions in the realm of marketing
that are of major consequence from the standpoint of its long-- ‐term performance. Although the term performance. Although the
foregoing discussion is framed in the context of an organization’s marketing decisions, it also holds in
regard to marketing actions, activities or behaviours.
Evolution of the field of strategic marketing: an overview
Strategic marketing as a field of study has evolved over almost half a century and continues to
evolve. An examination of extant marketing literature is indicative of a number of broad research
streams with a strategic focus, including, but not limited to, the following:
1. Research focusing on marketing strategy related issues in the realms of product, price,
promotion and place (4Ps), and segmentation, target market selection and positioning (STP).
2. Research focusing on organizational level phenomena that influence marketing strategy in
important ways (corporate culture, organizational learning and knowledge management).
3. Research focusing on issues at the interface of corporate and marketing strategy, business
and marketing strategy, and corporate, business, and marketing strategy.
4. Research focusing on strategy at a corporate level form the perspective of how corporate
strategy has an impact on and is impacted by marketing strategy, and the strategic role of
the marketing function in organizations at the corporate level.
5. Research focusing on strategy at the business unit level from the perspective of how strategy
at the business unit level influences and is influenced by marketing strategy, and the
strategic role of the marketing function in organizations at the business unit level.
Domain of strategic marketing as a field of study
The domain of strategic marketing encompasses the study of organizational, inter ‐term performance. Although the organizational and
environmental phenomena concerned with (1) the behaviour of organizations in the marketplace in
their interactions with consumers, customers, competitors and other external constituencies, in the
context of the creation, communication and delivery of products that offer value to customers in
exchange with organizations, and (2) the general management responsibilities associated with the
boundary spanning role of the marketing function in organizations.
Domain of strategic marketing: representative organizational, inter-- ‐organizational and organizational and
environmental phenomena
Complementing the descriptive domain statement presented in the previous section; Figure 1
presents a figurative representation of the domain of strategic marketing. Here, the bidirectional
links from Box A to Boxes 1 through
9 serve to denote that issues
pertaining to marketing strategy
and the general management
responsibilities of the marketing
function in organizations that are
commensurate with its boundary
spanning role are the principal
concerns the field of strategic
marketing.
, 2. Marketing strategy: definition
Scope of strategy definitions
An examination of extant conceptualizations of strategy reveals that they range from narrow to
broad in scope. The scope of some are limited to strategy content (what is it), while others
encompass content and purpose (what is it and towards what end), and still others encompass
content, purpose and process (what is it, towards what end and how is it arrived at).
Definition of marketing strategy
Marketing strategy refers to an organization’s integrated pattern of decisions that specify its crucial
choices concerning products, markets, marketing activities and marketing resources in the creation,
communication and/or delivery of products that offer value to customers in exchange with the
organization and thereby enables the organization to achieve specific objectives.
3. Strategic marketing: fundamental issues
Fundamental issues are issues that (1) are enduring to a field of study, (2) distinguish a field of study
from related fields and contributing disciplines, and (3) are amenable to accommodating new insights
and approaches. What explains differences in the marketing behaviour of competing businesses in
the marketplace? That is, why do competing businesses choose to behave the way they behave in
the marketplace? A: How is the marketing strategy of a business influenced by supply side factors? B:
How is the marketing strategy of a business influenced by demand side factors? The enumeration of
“A” and “B” are two distinct issues fundamental to strategic marketing as a field of study.
4. Marketing strategy: foundational premises
A large body of marketing literature sheds light on the following as among some of the other key
purposes of marketing strategy: (a) creating market-based relational assets and market ‐term performance. Although the based
intellectual assets, (b) establishing and nurturing mutually beneficial exchange relationships, and (c)
modifying/influencing/shaping the affect, cognition and behaviours of customers and consumers.
, Paper 2: Market orientation and the learning organization. (Narver &
Slater)
The authors describe the processes through which organizations develop and use new knowledge to
improve performance. They propose a set of organizational elements that comprise the learning
organization and conclude with recommendations for research to contribute to the understanding of
learning organizations.
A market orientation is valuable because it focuses the organization on (1) continuously collecting
information about target-customers' needs and competitors' capabilities and (2) using this
information to create continuously superior customer value.
We argue that tough a market orientation provides strong norms for learning from customers and
competitors, it must be complemented by entrepreneurship and appropriate organizational
structures and processes for higher-order learning to occur.
A market oriented culture can achieve maximum effectiveness only if it is complemented by a spirit
of entrepreneur ship and an appropriate organizational climate, namely, structures, processes, and
incentives for operationalizing the cultural values.
Organizational learning
Organizational learning is the development of new knowledge or
insights that have the potential to influence behaviour. Types of
organizational learning:
Adaptive learning -> most basic form of learning, occurs within
a set of recognized and unrecognized constraints that reflect
the organizations assumptions about its environment and itself.
Generative learning -> occurs when the organization is willing
to question long-held assumptions about its mission, customers, capabilities or strategy. It
requires the development of a new way of looking at the world based on an understanding
of the systems and relationships that link key issues and events.
Processes of organizational learning (3 stages):
1. Information acquisition -> Organizations must continually balance between learning from
exploitation and exploration because too much reliance on the former is unlikely to lead to
generative learning, whereas too much reliance on the latter is expensive and may produce
too many underdeveloped concepts and ideas. Information may be acquired from direct
experience, the experiences of others or organizational memory.
2. Information dissemination -> Organizational learning is distinguishable from personal
learning by information dissemination and accomplishing a shared (organizational)
interpretation of the information.
3. Shared interpretation -> For organizational learning to occur in any business unit, there must
be a consensus on the meaning of the information and its implications for that business.
Effective conflict resolution may require the use of structures processes for surfacing
disagreement.
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