The Antecedents of Strategic Customer Response Capability: Empirical Evidence of Cosmetic Businesses in Thailand
Article Sidebar
Main Article Content
Abstract
The article aims to monitor the antecedents that include survival vision, customer oriented culture, customer diversity influence of strategic customer response capability by this quantitative research. The contingency theory applied to describe the phenomena in the study is discussed. This theory can describe the relationship among internal factors, external factors and marketing strategy. The population was obtained from a list on the database of the Department of Business Development (DBD). Additionally, the model is tested with data from 162 cosmetic firms in Thailand's email survey questionnaires. The OLS regression for the testing of hypotheses has been adopted. Strategic customer response capability is one of the most significant instruments for making prevalent execution, particularly, with the high fasion firm that is identified with quick rate style changes and has made firms to have numerous apparatuses for creating new values or modifying marketing components. Then, the results revealed a considerably beneficial effect on strategic customer response capability, including survival vision, customer oriented culture and customer diversity. Moreover, cosmetic firms that want to sustainable growth should consider these three antecedents. They should focus on developing their firm to preserve and extend the life of its competitive market position. Likewise, the result can be effect direction for strategic customer response capability as well as evolving marketing of cosmetic firms.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
All published articles are SJMS’s copyright. The editorial board allows all published articles to be copied, excerpted, or disseminated with academic citation.
References
Aaker, D. A., Kumar, V., & Day, G. S. (2001). Marketing research. New York: John Wiley and Sons.
Abdel-Kader, M., & Luther, R. (2008). The impact of firm characteristics on management accounting practices: A UK-based empirical analysis. The British Accounting Review, 40(1), 2-27.
Anderson, S. W., & Lanen, W. N. (1999). Economic transition, strategy and the evolution of management accounting practices: the case of India. Accounting, Organizations and Society, 24(5-6), 379-412.
Armstrong, J. S., & Overton, T. S. (1977). Estimating nonresponse bias in mail surveys. Journal of Marketing Research, 14(3), 396-402.
Baines, Annette, & Langfield-Smith, Kim. (2003). Antecedents to management accounting change: a structural equation approach. Accounting, Organizations and Society, 28(7-8), 675-698.
Barnard, C. I. (1947). The functions of the Executive. Cambridge, MA: Harvard University Press.
Bell, G. G., Lai, F., & Li, D. (2012). Firm orientation, community of practice, and Internet-enabled interfirm communication: Evidence from Chinese firms. The Journal of Strategic Information Systems, 21(3), 201-215.
Bernardes, E., & Hanna, M. (2009). A Theoretical Review of Flexibility, Agility and Responsiveness in the Operations Management Literature. International Journal of Operations & Production Management, 29(1), 30-53.
Berry, L. L. (1983). Relationship marketing. In Emerging Perspectives in Service Marketing. Chicago: American Marketing Association.
Berson, Y., Shamir, B., Avolio, J. B., & Popper, M. (2001). The relationship between vision strength, leadership style, and context. The Leadership Quarterly, 12(1), 53-73.
Beugelsdijk, S., Koen, C., & Noorderhaven, N. (2009). A dynamic approach to the impact of differences in organizational culture on relationship performance. Industrial Marketing Management, 38(3), 312-323.
Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: towards a coherent definition of value in strategy. British Journal of Management 2, 11(1), 1-15.
Breznik, L., & Lahovnik, M. (2016). Dynamic capabilities and competitive advantage: Findings from case studies. Management: Journal of Contemporary Management Issues, 21(special), 167-185.
Carr, J. C., & Lopez, T. B. (2007). Examining market orientation as both culture and conduct: Modeling the relationship between market orientation and employee responses. Journal of Marketing Theory and Practice, 15(2), 113-123.
Chitmun, S., Ussahawanitchakit, P., & Boonlua, S. (2012). Best modern managerial accounting practice of corporate governance awarded firms in Thailand: An empirical investigation of the antecedents and consequences. Journal of Academy of Business and Economics, 12(5), 125-152.
Davenport, T., Harris, J., & Kohli, A. (2001). How do they know their customers so well. Sloan Management Review, 42(2), 63-73.
Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37-52.
Deighton, J. (1997). Commentary on exploring the implications of marketing on the internet. Journal of the Academy of Marketing Science, 25(4), 347-351.
Dutton, J. E. (1993). The making of opportunity: an interpretative pathway to organizational change. Research in Organizational Behavior, 15(Greenwich, Conn: JAI Press), 195-226.
Eisenhardt, K. M., & J. A. Martin. (2000). Dynamic capabilities: What are they?. Strategy Management Journal, 21(10-11), 1105-1121.
Engelen, A., & Brettel, M. (2011). A cross-cultural perspective of marketing departments’ influence tactics. Journal of International Marketing, 19(2), 73-94.
Ensley, M. D., Pearce, C. L., & Hmieleski, K. M. (2006). Environmental dynamism: A moderator of the entrepreneur leadership behavior—new venture performance linkage. Journal of Business Venturing, 21(2), 243-263.
Fiedler, F. E., & Garcia, J. E. (1987). New approaches to effective leadership. New York: John Wiley & Sons.
Filstad, C., & Gottschalk, P. (2010). Creating a learning organization in law enforcement: Maturity levels for police oversight agencies. The Learning Organization, 17(5), 404-418.
Foley, A., & Fahy, J. (2009). Seeing market orientation through a capabilities lens. Journal of Marketing, 43(1/2), 13-20.
Grönoos, C. (1994). From marketing mix to relationship marketing: Towards a paradigm shift in marketing. Management Decision, 32(2), 4-20.
Gummesson, E. (1994). Making relationship marketing operational. International Journal of Service Industry Management, 5(5), 5-20.
Haimes, Y. Y. (2009). Risk modelling, assessment, and management. (3rd). A John Wiley: Sons.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis: A global perspective. Upper Saddle River, NJ: Pearson.
Hawkins, D., & Mothersbaugh, D. (2007). Consumer behavior: Building marketing strategy. (10thed.). Boston: McGraw-Hill/Irwin.
Homburg, C., Krohmer, H., & Workman, J.P. (2004). A strategy implementation perspective of market orientation. Journal of Business Research, 57(12), 1331-1340.
Homburg, Christian, Sabine, K., & Harley, K. (2009). Marketing Management: A Contemporary Perspective. (1sted.). London.
Hooley, G. J., Greenley, G. E., Cadogan, J. W., & Fahy, J. (2005). The performance impact of marketing resources. Journal of Business Research, 58(1), 18-27.
Hunt, S. D., & Morgan, R. M. (1995). The comparative advantage theory of competition. Journal of Marketing, 59(2), 1-15.
Jarratt, D., & O’Neil, G. (2002). The effect of organizational culture on business-to-business relationship management practice and performance. Australian Marketing Journal, 10(3), 21-40.
Judge, W., & Zeithaml, C. (1992). Institutional and Strategic Choice Perspectives on Board Involvement in the Strategic Decision Process. The Academy of Management Journal, 35(4), 766-794.
Kaur, J., Chahal, H., & Gupta, M. (2019). Re-investigating Market Orientation and Environmental Turbulence in Marketing Capability and Business Performance Linkage: A Structural Approach. In: Chahal H., Jyoti J., Wirtz J. (eds) Understanding the Role of Business Analytics. Springer, Singapore.
Kotler, P., & Armstrong, G. (2012). Principles of marketing Upper Saddle River. New York: NJ: Pearson Prentice Hall.
Kouzes, J. M., & Posner, B. Z. (1987). The Leadership Challenge: How to get Extraordinary Things done in Organizations. San Francisco: Jersey-Bass.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Psycholological Measurement, 30(3), 607-610.
Kumar, V., Jones, E., Venkatesan, R., & Leone, R. P. (2011). Is market orientation a source of sustainable competitive advantage or simply the cost of competing. Journal of Marketing, 75(1), 16-30.
Lado, A. A., Boyd, N. G., Wright, P., & Kroll, M. (2006). Paradox and theorizing within the resource-based view. Academy of Management Review, 31(1), 115-131.
Lau, C., & Ngo, H. (2004). The HR system, organizational culture, and product innovation. International Business Review, 13(6), 685-703.
Maklan, S., & S. Knox. (2009). Dynamic capabilities: the missing link in CRM Investments. European Journal of Marketing, 43(11-12), 1392-1410.
Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.
Mu, J., Peng G., & MacLachlan D. L. (2009). Effect of risk management strategy on NPD Performance. Technovation, 29(3), 170-180.
Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-35.
Nunnally, J. C., & Bernstein, I. H. (1994). The Assessment of Reliability. Psychometric Theory, 3(1), 248-292.
Nurittamont, W., & Ussahawanitchakit. P. (2008). The Influences of Brand Equity in Competitive Advantage and Performance of SPA Business in Thailand. International Journal of Business Strategy, 8(2), 14-25.
Pearce, J. A., & Robinson Jr, R. B. (2007). Strategic management: Formulation, implementation, and control. New York: MaGraw-Hill.
Piller, F. T., & Müller M. (2004). A New Marketing Approach to Mass customization. International Journal of Computer Integrated Manufacturing, 17(7), 583-593.
Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-87.
Rodenbach, M., & Brettel, M. (2012). CEO experience as micro-level origin of dynamic capabilities. Management Decision, 50(4), 611-634.
Ruekert, R. W. (1992). Developing a market orientation: an organizational strategy perspective. International Journal of Marketing, 9(3), 225-45.
Sakkasem, P., Ussahawanitchakit, P. & Nantana, O. (2001). Service Innovation Capability of Tour Operator Businesses in Thailand. The American Academy of Business Journal, 21(1), 92-104.
Schwartz, M. (2009). Beyond incubation: an analysis of firm survival and exit dynamics in the post-graduation period. Journal of Technology Transfer, 34(4), 403-421.
Shenhar, A. J. (2001). One size does not fit all projects: Exploring classical contingency domains. Management Science, 47(3), 394-414.
Sherwin, N. D. (2010). The global impact of customer relationship marketing. Journal of Global Business Issues, 4(2), 65-75.
Sigala, M. (2006). Mass Customization Implementation Models and Customer Value in Mobile Phones Services: Preliminary Findings from Greece. Managing Service Quality: An International Journal, 16(4), 395-420.
Tungbunyasiri, S. & Ussahawanitchakit, P. (2013). Strategic marketing flexibility and marketing performance: An empirical investigation of beverage businesses in Thailand. International Journal of Business Research, 13(3), 45-62.
Tuominen, M., Rajala, A., & Möller, K. (2004). Market-driving versus market-driven: Divergent roles of market orientation in business relationships. Industrial Marketing Management, 33(3), 207-217.
Ussahawanitchakit, P. (2011). Organizational Innovation of Electronics Businesses in Thailand: How Does It Affect Firm Performance?. International Journal of Business Strategy, 11(1), 130-137.
Walsh, S. (2007). Establishing and Developing Alliances as a Key to Success in an Ever More Complex Marketing Environment. Philadelphia, PA: Association of Marketing Educators, 45(1), 25-44.
Wang, Q., Zhao, X., & Voss, C. (2016). Customer orientation and innovation: A comparative study of manufacturing and service firms. International Journal of Production Economics, 171(2), 221-230.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-180.
Zott, C. (2003). Dynamic capabilities and the emergence of intra industry differential firm performance: insights from a simulation study. Strategic Management Journal, 24(2), 97-125.