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Marketing and business performance

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Abstract

Academics and managers have struggled for many years to understand and delineate the role of marketing in explaining business performance differences between firms. Most of the theory base for any such attempts has to be informed by strategic management theory, since the primary question that strategic management seeks to answer is why some firms outperform others over time. This paper synthesizes three major streams of thought in strategic management with the empirical and theoretical literature on strategic marketing to develop an integrative theory-based conceptual framework linking marketing with firms’ business performance.

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Notes

  1. At the individual level, capabilities are usually referred to as “competencies” in the management literature.

  2. While supply chain management has also been identified as another relevant cross-functional capability, it is not considered here since this capability is almost never driven by marketing personnel in practice.

  3. The term architectural is used to denote that these capabilities combine various other components—multiple resources and capabilities—into a cohesive whole.

  4. While The Hitchhiker’s Guide to the Galaxy readers may know that the answer to this question is 42, I have been unable to reduce the number of variables needed in the model to this number. This may be taken as an indication that linking marketing with business performance is more complex than finding the answer to the question of life, the universe, and everything.

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Authors and Affiliations

  1. Kelley School of Business, Indiana University, 1309 East Tenth St., Bloomington, IN, 47405-1701, USA

    Neil A. Morgan

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Acknowledgements

Doug Vorhies contributed to much of the thinking represented in this paper—a version of which we set out to write together more than a decade ago but never got time to drive to completion in the face of competing projects. Naturally, all errors in the present paper remain mine alone. The author also gratefully acknowledges insightful comments and suggestions in the development of this paper from Costas Katsikeas and Lopo Rego, and the JAMS Editor (Tomas Hult) for his helpful feedback.

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Morgan, N.A. Marketing and business performance. J. of the Acad. Mark. Sci. 40, 102–119 (2012). https://doi.org/10.1007/s11747-011-0279-9

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