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Živa Kolbl,Maja Arslanagic-Kalajdzic,Adamantios Diamantopoulos,Vesna Žabkar 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07
Drawing both on international marketing literature (Steenkamp, Batra, & Alden, 2003) and value/risk research (Sweeny & Soutar, 2001; Mitchell, 1999), the current study investigates (1) how consumers’ perceptions of brand globalness/localness (PBG/PBL) influence their assessment of different dimensions of perceived value as well as the risk associated with making a purchase decision; and (2) how these value and risk assessments mediate the relationships between PBG/PBL and brand purchase intentions. We apply signaling theory (Kirmani & Rao, 2000) to relate PBG and PBL to consumers’ perceptions of risk as well as their perceptions of functional, emotional and social value. For empirical verification of the hypothesized relationships, we use comparable samples from two European countries that vary substantially in terms of economic development (Slovenia and Bosnia & Herzegovina). Results show that only emotional value serves as a consistent mediator of PBG and PBL on purchase intentions in both countries, whereas no mediating role could be identified for perceived risk. In terms of managerial implications, our findings reveal the importance of emphasizing the emotional value of a brand, which serves as a stable facilitator through which PBG/PBL influence consumers’ purchase intentions across the distinct market settings.
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LONG-TERM STRATEGIC ORIENTATION IN MARKETING-DRIVEN ORGANIZATIONS: THE ROLE OF MARKETING ANALYTICS
Zabkar Vesna,Arslanagic-Kalajdzic Maja 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.3
The strategic orientation of a firm contributes positively to its business performance. However, there are still many unexplored facets of strategic orientation of a firm and its antecedents, thus preventing researchers and practitioners from fully understanding how this contribution takes place. Strategic orientation assumes corporate-level perspective, where differences in perspective can be expected between marketing-driven and finance-driven organizations. If strategic orientation is placed in the context of today’s Big Data era, marketing analytics becomes an increasingly important tool in shaping strategic orientation. Hence, this paper has two objectives: (1) to investigate how marketing-driven and finance-driven organizations achieve long-term strategic orientation and (2) to examine the role of marketing analytics for long-term strategic orientation. The participants in a quantitative survey were managers responsible for marketing from a cross-industry sample. The results indicate that marketing-driven organizations achieve long-term strategic orientation indirectly through marketing analytics. Finance-driven organizations are not significantly related to long-term strategic orientation. Authors confirm a positive relationship between long-term strategic orientation and business performance.
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LONG-TERM STRATEGIC ORIENTATION IN MARKETING-DRIVEN ORGANIZATIONS: THE ROLE OF MARKETING ANALYTICS
Zabkar Vesna,Arslanagic-Kalajdzic Maja 글로벌지식마케팅경영학회 2014 Global Marketing Conference Vol.2014 No.7
The strategic orientation of a firm contributes positively to its business performance. However, there are still many unexplored facets of strategic orientation of a firm and its antecedents, thus preventing researchers and practitioners from fully understanding how this contribution takes place. Strategic orientation assumes corporate-level perspective, where differences in perspective can be expected between marketing-driven and finance-driven organizations. If strategic orientation is placed in the context of today’s Big Data era, marketing analytics becomes an increasingly important tool in shaping strategic orientation. Hence, this paper has two objectives: (1) to investigate how marketing-driven and finance-driven organizations achieve long-term strategic orientation and (2) to examine the role of marketing analytics for long-term strategic orientation. The participants in a quantitative survey were managers responsible for marketing from a cross-industry sample. The results indicate that marketing-driven organizations achieve long-term strategic orientation indirectly through marketing analytics. Finance-driven organizations are not significantly related to long-term strategic orientation. Authors confirm a positive relationship between long-term strategic orientation and business performance.
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