Contents
Lecture 1................................................................................................................................................2
Verhoef & Leeflang (2009).................................................................................................................2
Srinivasan & Ramani (2019)...............................................................................................................3
Lecture 2................................................................................................................................................4
Kircha & Bearden (2005)....................................................................................................................4
Luca & Athuahene Gima (2007).........................................................................................................7
Lecture 3................................................................................................................................................8
Ramaswamy & Ozcan........................................................................................................................8
Woodruff (1997)................................................................................................................................9
Gourville (2006)...............................................................................................................................11
Lecture 4..............................................................................................................................................12
Rosa & Spanjol (2005)......................................................................................................................12
Tripsas & Gavetti..............................................................................................................................14
Lecture 5..............................................................................................................................................15
Chang & Taylor................................................................................................................................15
Coviello & Joseph.............................................................................................................................17
Lecture 6..............................................................................................................................................18
Arts, Frambach & Bijmolt (2011).....................................................................................................18
Zhenfeng, M. Tripad, Y. Ying............................................................................................................20
Lecture 8..............................................................................................................................................22
Lee & Colarelli O’Connor (2003)......................................................................................................22
Schuhmacher, Kuester & Hultink (2017)..........................................................................................23
Lecture 9..............................................................................................................................................24
De Wulf, K., Odekerken-Schröder, G., & Iacobucci, D. (2001)..........................................................24
Lecture 10............................................................................................................................................26
Gupta, S., and Zeithaml, V. (2006)...................................................................................................26
Rust, R.T., Lemon, K.N. & Zeithaml, V.A. (2004)...............................................................................28
Lecture 12............................................................................................................................................30
Fang, E., Palmatier, R. W. & Steenkamp, J. B. E., 2008.....................................................................30
Tuli, K. R., Kohli, A. K. & Bharadwaj, S. G., 2007...............................................................................32
,Lecture 1
Verhoef & Leeflang (2009)
Key constructs
Marketing department characteristics:
- Accountability: Ability to account for marketing’s contribution.
- Innovativeness: Degree to which it contributes to the developed new products within the
firm.
- Customer connection: Extent to which the marketing department is able to translate
customer needs into customer solutions and the extent to which it demonstrates the
criticality of external customers and their needs to other organizational functions.
- Creativity: Extent to which the marketing department develops actions to market products
or services that represent meaningful deviations from common marketing practices in
product or service categories.
- Integration/cooperation: Degree of communication, collaboration, and cooperative
relationships between marketing and other departments: sales, finance, and R&D.
Firm characteristics: institutional variables and competitive strategies.
External contingency factors: environmental characteristics.
Market orientation: Business culture that places the highest priority on the profitability creation and
maintenance of superior value for customers while considering the interest of other stakeholders.
Provides norms and behaviors regarding the organizational generation and dissemination of and
responsiveness to market information.
Key findings
Marketing’s influence is related to:
- External contingency variables: frequency and unpredictability of market-related changes
- Competitive strategies
- Institutional determinants
Measures of marketing department’s influence:
- Perceived important of the marketing department within the firm.
- Top management respect for marketing.
- Decision influence across both marketing and nonmarketing decisions.
The marketing concept posits that market-oriented firms should achieve better performance.
The actual decision influence of marketing departments is limited to advertising, relationship
management and segmentation, targeting and positioning.
Marketing department characteristics mainly explain the marketing department’s influence:
- Accountability and innovativeness: Key antecedents
- Creativity: no strong support is found.
- Connection: not an important determinant, but Customer-connecting role positively relates
to market orientation.
, - Integration/collaboration: with finance department is positively related to top management
respect but negatively to perceived influence.
Marketing department’s role within the firm:
- Organization wide adoption of the marketing concept, might lead to a declining influence of
the marketing function.
- There is no direct relationship between marketing influence and business performance
o Firms may have become more market oriented, creating a less strong need for an
influential marketing department.
o
- Firms with a strong marketing department are more market oriented, and subsequently
have better performance.
- Perceived marketing influence and top management respect remain significant antecedents
of market orientation.
- Importance of a dual culture-> Market-oriented firms tend to have stronger marketing
departments, and influential marketing departments induce a stronger market orientation.
They develop simultaneously.
- Influential marketing is mainly relevant when the firm is not market oriented.
Key take-aways
Regain influence of marketing departments:
- Marketing departments should become more aware for the link between marketing actions
and policies and financial results.
- Marketing departments should become more innovative by increasing their share in new
product/service concepts, which implies a greater contribution of marketing to organic
growth.
To achieve greater accountability, marketers should develop capabilities in analytics, finance and
cost accounting. Marketing departments require a financial behavioral change.
To increase innovativeness, marketers might capitalize on their market and customer knowledge to
develop successful new product a service concepts.
Srinivasan & Ramani (2019)
Key constructs
Myopic marketing spending cutting back of advertising and R&D spending.
Marketing CEO A CEO who has prior marketing experience before begin appointed
as CEO.
Firm’s power over its customers The ability to influence its customers’ behaviors.
Analyst coverage The number of financial analysts who follow a firm an monitor its
performance on behalf of the firm’s shareholders.
Key findings
Myopic marketing spending decreases firm value.
Lecture 1................................................................................................................................................2
Verhoef & Leeflang (2009).................................................................................................................2
Srinivasan & Ramani (2019)...............................................................................................................3
Lecture 2................................................................................................................................................4
Kircha & Bearden (2005)....................................................................................................................4
Luca & Athuahene Gima (2007).........................................................................................................7
Lecture 3................................................................................................................................................8
Ramaswamy & Ozcan........................................................................................................................8
Woodruff (1997)................................................................................................................................9
Gourville (2006)...............................................................................................................................11
Lecture 4..............................................................................................................................................12
Rosa & Spanjol (2005)......................................................................................................................12
Tripsas & Gavetti..............................................................................................................................14
Lecture 5..............................................................................................................................................15
Chang & Taylor................................................................................................................................15
Coviello & Joseph.............................................................................................................................17
Lecture 6..............................................................................................................................................18
Arts, Frambach & Bijmolt (2011).....................................................................................................18
Zhenfeng, M. Tripad, Y. Ying............................................................................................................20
Lecture 8..............................................................................................................................................22
Lee & Colarelli O’Connor (2003)......................................................................................................22
Schuhmacher, Kuester & Hultink (2017)..........................................................................................23
Lecture 9..............................................................................................................................................24
De Wulf, K., Odekerken-Schröder, G., & Iacobucci, D. (2001)..........................................................24
Lecture 10............................................................................................................................................26
Gupta, S., and Zeithaml, V. (2006)...................................................................................................26
Rust, R.T., Lemon, K.N. & Zeithaml, V.A. (2004)...............................................................................28
Lecture 12............................................................................................................................................30
Fang, E., Palmatier, R. W. & Steenkamp, J. B. E., 2008.....................................................................30
Tuli, K. R., Kohli, A. K. & Bharadwaj, S. G., 2007...............................................................................32
,Lecture 1
Verhoef & Leeflang (2009)
Key constructs
Marketing department characteristics:
- Accountability: Ability to account for marketing’s contribution.
- Innovativeness: Degree to which it contributes to the developed new products within the
firm.
- Customer connection: Extent to which the marketing department is able to translate
customer needs into customer solutions and the extent to which it demonstrates the
criticality of external customers and their needs to other organizational functions.
- Creativity: Extent to which the marketing department develops actions to market products
or services that represent meaningful deviations from common marketing practices in
product or service categories.
- Integration/cooperation: Degree of communication, collaboration, and cooperative
relationships between marketing and other departments: sales, finance, and R&D.
Firm characteristics: institutional variables and competitive strategies.
External contingency factors: environmental characteristics.
Market orientation: Business culture that places the highest priority on the profitability creation and
maintenance of superior value for customers while considering the interest of other stakeholders.
Provides norms and behaviors regarding the organizational generation and dissemination of and
responsiveness to market information.
Key findings
Marketing’s influence is related to:
- External contingency variables: frequency and unpredictability of market-related changes
- Competitive strategies
- Institutional determinants
Measures of marketing department’s influence:
- Perceived important of the marketing department within the firm.
- Top management respect for marketing.
- Decision influence across both marketing and nonmarketing decisions.
The marketing concept posits that market-oriented firms should achieve better performance.
The actual decision influence of marketing departments is limited to advertising, relationship
management and segmentation, targeting and positioning.
Marketing department characteristics mainly explain the marketing department’s influence:
- Accountability and innovativeness: Key antecedents
- Creativity: no strong support is found.
- Connection: not an important determinant, but Customer-connecting role positively relates
to market orientation.
, - Integration/collaboration: with finance department is positively related to top management
respect but negatively to perceived influence.
Marketing department’s role within the firm:
- Organization wide adoption of the marketing concept, might lead to a declining influence of
the marketing function.
- There is no direct relationship between marketing influence and business performance
o Firms may have become more market oriented, creating a less strong need for an
influential marketing department.
o
- Firms with a strong marketing department are more market oriented, and subsequently
have better performance.
- Perceived marketing influence and top management respect remain significant antecedents
of market orientation.
- Importance of a dual culture-> Market-oriented firms tend to have stronger marketing
departments, and influential marketing departments induce a stronger market orientation.
They develop simultaneously.
- Influential marketing is mainly relevant when the firm is not market oriented.
Key take-aways
Regain influence of marketing departments:
- Marketing departments should become more aware for the link between marketing actions
and policies and financial results.
- Marketing departments should become more innovative by increasing their share in new
product/service concepts, which implies a greater contribution of marketing to organic
growth.
To achieve greater accountability, marketers should develop capabilities in analytics, finance and
cost accounting. Marketing departments require a financial behavioral change.
To increase innovativeness, marketers might capitalize on their market and customer knowledge to
develop successful new product a service concepts.
Srinivasan & Ramani (2019)
Key constructs
Myopic marketing spending cutting back of advertising and R&D spending.
Marketing CEO A CEO who has prior marketing experience before begin appointed
as CEO.
Firm’s power over its customers The ability to influence its customers’ behaviors.
Analyst coverage The number of financial analysts who follow a firm an monitor its
performance on behalf of the firm’s shareholders.
Key findings
Myopic marketing spending decreases firm value.
