Strategic Market-Driving Orientation and Marketing Profitability:An Empirical Investigation of Software Businesses in Thailand
Keywords:
Strategic Market-Driving Orientation, Marketing Competitiveness, Marketing ProfitabilityAbstract
The purpose of this research was to investigate the influence of strategic market-driving orientation consist of entrepreneurial mindset implementation, market-sensing capability, value innovation emphasis, customer education competency and market leader orientation on marketing profitability.
The 162 software businesses in Thailand were used as samples of the research. For the statistical analyses, this research used ordinary least square regression to test hypotheses. The findings indicated that entrepreneurial mindset implementation, customer education competency and market leader orientation have significantly positive influence with marketing competitiveness and marketing profitability. However, market-sensing capability and value innovation emphasis have significantly negative influence on marketing competitiveness and marketing profitability. Additionally, marketing competitiveness has a significantly positive influence on marketing profitability. The evidence of this research gives the direction for software businesses in Thailand to enhance marketing profitability. Theoretical and managerial contributions are presented. Also, a conclusion, suggestions, and directions for future research are also suggested.
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capabilities: An Integrative Framework, Journal of Strategic Marketing, 18(5), 363-377.
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14(3), 396-402.
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development performance in Chinese new technology ventures. Industrial Marketing Management, 35(3),
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management. Strategic Management Journal. 20, 421-444.
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466-486. doi:10.1108/03090560710737561
Berghman, L., Matthyssens, P., & Vandenbempt, K. (2006). Building competences for new customer value creation:
An exploratory study. Industrial Marketing Management, 35(8), 961-973. doi:10.1016/j.indmarman.2006.04.006
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Services Marketing, 16(2), 125-142.
Carbonell, P., & Rodriguez, A. I. (2006). The impact of market characteristics and innovation speed on perceptions
of positional advantage and new product performance. International Journal of Research in Marketing, 23, 1-12.
Carrillat, F. A., Jaramillo, F., & Locander, W. B. (2004). Market-driving organizations: A framework. Academy of
Marketing Science Review, 1, 1-16.
Charpavang, C., & Ussahawanitchakit, P. (2010). Strategic marketing renewal, marketing outcomes, and firm
performance: An empirical investigation of electrical and electronic businesses in Thailand. Journal of International
Business and Economics, 10(4), 1-23.
Chen, Y., Li, P., & Evans, K. R. (2012). Effects of interaction and entrepreneurial orientation on organizational
performance: Insights into market driven and market driving. Industrial Marketing Management, 41(6),
1019-1034. doi:10.1016/j.indmarman.2012.01.017
Chimngamsert, C., & Ussahawanitchakit, P. (2013). Strategic marketing adaptation and marketing success:
An empirical investigation of furniture and decorative product businesses in Thailand. European Journal of
Management, 13(4): 63-78.
Churchill, G. A., (1979). A paradigm for developing better measures of marketing constructs. Journal of Marketing
Research, 16(1), 64-73.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation.
Administrative Science Quarterly, 35(1), 128. doi:10.2307/2393553
Covin, J. G., Slevin, D. P., & Heeley, M.B. (2001). Strategic decision-making in an intuitive vs. technocratic mode:
structure and environmental consideration. Journal of Business Research. 52(1), 51-67.
Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37.
Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management
Science, 35(12), 1504-1511. doi:10.1287/mnsc.35.12.1504
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal.
Academy of Management Review, 25(1), 54-177.
Ghauri, P. N., Tarnovskaya, V., & Elg, U. (2008). Market driving multinationals and their global sourcing network.
International Marketing Review, 25(5), 504-519. doi:10.1108/02651330810904062
Grimm, C. M., & Smith, K. G. (1997). Strategy as action: Industry rivalry and coordination. Cincinnati, OH:
South-Western College Pub.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis: A global perspective.
Upper Saddle River, NJ: Pearson.
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Focused Management, 5(3), 171-195.
Hawkins, D., & Mothersbaugh, D. (2007). Consumer behavior: Building marketing strategy (10th ed.). Boston:
McGraw-Hill/Irwin.
Hughes, P., & Morgan, R. E. (2007). A resource-advantage perspective of product market strategy performance and
strategic capital in high technology firms. Industrial Marketing Management, 36(4), 503-517
Hills, S. B., & Sarin, S. (2003). From market driven to market driving: An alternate paradigm for marketing
in high technology industries. Journal of Marketing Theory and Practice, 11(3), 13-24.
Homburg, C., Sabine, K., & Harley, K. (2009): Marketing management - A contemporary perspective
(1st ed.). London.
Hultman, M., Katsikeas, C. S., & Robson, M. J. (2011). Export promotion strategy and performance:
The role of international experience. Journal of International Marketing, 19(4), 17-39.
Hunt, S. D., & Morgan, R. M. (1995). The comparative advantage theory of competition. Journal of Marketing, 59(2),
1. doi:10.2307/1252069
Hurley, R. F., & Hult, G. T. M. (1998). Innovation, market orientation, and organizational learning: an integration and
empirical examination. The Journal of Marketing, 62, 42-54.
Ireland, R. D., Hitt, M. A., & Sirmon, D. G. (2003). A model of strategic entrepreneurship: The construct and its
dimensions. Journal of Management, 29(6), 963-989.
Jaakkola, M., Möller, K., Parvinen, P., Evanschitzky, H., & Mühlbacher, H. (2010). Strategic marketing and business
performance: A study in three European ‘engineering countries’. Industrial Marketing Management, 39(8),
1300-1310.
Jaworski, B., Kohli, A. K., & Sahay, A. (2000). Market-driven versus driving markets. Journal of the Academy of
Marketing Science, 28(1), 45-54. doi:10.1177/0092070300281005
Kaewmungkoon, S., Ussahawanitchakit, P., & Raksong, S. (2016). Marketing excellence strategy and firm survival.
The Business and Management Review, 7(5), 347-356.
Kaynak, E., & Kara, A. (2004). Market orientation and organizational performance: A comparison of industrial versus
consumer companies in mainland China using market orientation scale (MARKOR). Industrial Marketing
Management, 33(8), 743-753.
Kim, C. W., & Mauborgne, R. (1999). Blue ocean strategy. Harvard Business Review, 82(10), 76-84.
Kotler, P. (2003). Marketing management. (11th ed.). Pearson Education, Upper Saddle River: New Jersey.
Kotler, P., & Armstrong, G. (2012). Principles of marketing (14th ed.) Upper Saddle River, NJ: Pearson Prentice Hall.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Psycholological Measurement,
30(3), 607-610.
Kumar, N., Scheer, L., & Kotler, P. (2000). From market driven to market driving. European Management Journal,
18(2), 129-142.
Lankinen J, Rökman M., & Tuominen P. (2008). Market sensing in the food industry in Pirkanmaa. The Finnish Journal
of Business Economics, 57(4), 434-439.
Lee, Y., & O'connor, G. C. (2003). The Impact of communication strategy on launching new products:
The moderating role of product innovativeness. Journal of Product Innovation Management, 20(1), 4-21.
doi:10.1111/1540-5885.t01-1-201002
Li, Y., Huang, J., & Tsai, M. (2009). Entrepreneurial orientation and firm performance: The role of knowledge creation
process. Industrial Marketing Management, 38(4), 440-449.
Lieberman, M. B., & Montgomery, D. B. (1988). 1st-mover advantages. Strategic Management Journal,
9, 41-58.
Lin, C. Y., & Chen, M. Y. (2007). Does innovation lead to performance? An empirical study of SMEs in Taiwan.
Management Research News, 30(2), 115-132. doi:10.1108/01409170710722955
Lumpkin, G. T., & Dess, G. G. (2001). Linking two dimensions of entrepreneurial orientation to firm performance.
Journal of Business Venturing, 16(5), 429-451.
Martin-Consuegra, D., Molina, A., & Esteban, A. (2006). The customers’ perspective on relational benefits in banking
activities. Journal of Financial Services Marketing, 10(4), 98-108.
McLoughlin, D., & Aaker, D. A. (2010). Strategic market management: Global perspectives. Hoboken, NJ: Wiley.
Meesuptong, J., & Ussahawanitchakit, P., (2013). Marketing creativity and marketing performance: An empirical study
of Jewelry exporting businesses in Thailand. European Journal of Management, 13(4): 45-62.
Morris, M. H., Schindehutte, M., & LaForge, R. W. (2002). Entrepreneurial marketing: A construct for integrating
emerging entrepreneurship and marketing perspectives. Journal of Marketing Theory and Practice, 10, 1–19.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: Toward a unified perspective.
Journal of Business Research, 58(6), 726-735.
Narver, J. C., Slater, S. F., & Maclachlan, D. L. (2004). Responsive and proactive market orientation and new-product
success. Journal of Product Innovation Management, 21(5), 334-347. doi:10.1111/j.0737-6782.2004.00086.x.
Nasution, H. N., Mavondo, F. T., Matanda, M. J., & Ndubisi, N. O. (2011). Entrepreneurship: Its relationship with market
orientation and learning orientation and as antecedents to innovation and customer value. Industrial Marketing
Management, 40(3), 336-345. doi:10.1016/j.indmarman.2010.08.002
Nunnally, J.C., & Bernstein, I. H. (1994). Psychometric Theory. (3rd ed.). New York: McGraw-Hill.
Oliver, C., & Holzinger, I. (2008). The effectiveness of strategic political management: A dynamic capabilities
framework. Academy of Management Review, 33(2), 496-520. doi:10.5465/amr.2008.31193538
Panya, N., & Ussahawanitchakit, P. (2013). Marketing resource richness and marketing survival of auto parts
businesses in Thailand. International Journal of Business Research, 13(3): 115-136.
Patibandla, M., & Petersen, B. (2002). Role of transnational corporations in the evolution of a high-tech industry:
The case of India's software industry. World Development, 30(9), 1561-1577.
Perks, H., Kahn, K. B., & Zhang, C. (2010). The nature of R and D-marketing integration in Chinese high-tech
companies. International Journal of Innovation Management, 14(1), 19-40.
Porter, M. E. (1996). “What is strategy?” Harvard Business Review, 74 (November-December), 61-78.
Saekoo, A., & Ussahawanitchakit, P. (2009). Market-driving concentration, innovativeness, and organizational value
creation: An empirical study of electronic businesses in Thailand. International Journal of Business Strategy,
9(2), 111-127.
Sajjaviriya, C., & Ussahawanitchakit, P. (2015). Market-driving strategy orientation and marketing performance:
An empirical investigation of software businesses in Thailand. The Business and Management Review, 7(1): 68-81.
Saxena, K. B., Deodhar, S. J., & Ruohonen, M. (2016). Business model innovation in software product industry bringing
business to the bazaar. New Delhi: Springer India.
Schindehutte, M., Morris, M. H., & Kocak, A. (2008). Understanding market-driving Behavior: The role of
entrepreneurship. Journal of Small Business Management, 46(1), 4-26. doi:10.1111/j.1540-627x.2007.00228.x
Schultz, D.(1998). What’s in a name? Your brand could be your most valuable long-term asset. Industry Week,
247 (6), 20-21.
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25-10-2018
How to Cite
Pansuppawat, W., Jhundra-Indra, P., & Pratoom, K. (2018). Strategic Market-Driving Orientation and Marketing Profitability:An Empirical Investigation of Software Businesses in Thailand. Journal of Accountancy and Management, 10(3), 199–217. Retrieved from https://so02.tci-thaijo.org/index.php/mbs/article/view/222962
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