Prioritising Marketing Activities in Different Types of Marketing Functions

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Abstract

Marketing functions (MFs) differ in how they practise marketing roles. The purpose of this article is to differentiate between MFs that practice marketing roles in a particular manner and then study how these different types of MFs differ with regard to the marketing roles’ effect on business performance (BP) and top management's respect. An empirical survey identifies four types of MFs: (1) the broad spectrum; (2) the hesitant; (3) the traditional and (4) the market-creating. Findings show that for each of the four types, the effect of investing in a particular role varies: all roles are not equally important to practise. Moreover, all roles are not equally important to all marketing functions, but depend on the marketing function's unique starting point. Since MFs differ, relevant investments in marketing roles also differ, making it beneficial to prioritise them. However, management dilemmas exist, because to gain top management respect the MFs may have to perform roles that will not improve BP.
Original languageEnglish
JournalTotal Quality Management & Business Excellence
Volume28
Issue number11-12
Pages (from-to)1264-1284
Number of pages21
ISSN1478-3371
DOIs
Publication statusPublished - 2017

Bibliographical note

Published online: 16 Feb 2016

Keywords

  • Prioritising marketing investment
  • Types of marketing functions
  • Business performance
  • Top management's respect
  • Structural equation modelling
  • Online survey

Cite this

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abstract = "Marketing functions (MFs) differ in how they practise marketing roles. The purpose of this article is to differentiate between MFs that practice marketing roles in a particular manner and then study how these different types of MFs differ with regard to the marketing roles’ effect on business performance (BP) and top management's respect. An empirical survey identifies four types of MFs: (1) the broad spectrum; (2) the hesitant; (3) the traditional and (4) the market-creating. Findings show that for each of the four types, the effect of investing in a particular role varies: all roles are not equally important to practise. Moreover, all roles are not equally important to all marketing functions, but depend on the marketing function's unique starting point. Since MFs differ, relevant investments in marketing roles also differ, making it beneficial to prioritise them. However, management dilemmas exist, because to gain top management respect the MFs may have to perform roles that will not improve BP.",
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Prioritising Marketing Activities in Different Types of Marketing Functions. / Martensen, Anne; Mouritsen, Jan.

In: Total Quality Management & Business Excellence, Vol. 28, No. 11-12, 2017, p. 1264-1284.

Research output: Contribution to journalJournal articleResearchpeer-review

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