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Linking customer resources to firm success: The role of marketing program implementation

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  • Lee, Ruby P.
  • Naylor, Gillian
  • Chen, Qimei
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    Abstract

    Drawing from both resource-based view and dynamic capabilities theory, this research investigates how customer resources (i.e., knowledge and network size) influence firm performance through marketing program implementation. The current research shows that customer resources are critical to the development and execution of marketing programs, which can then lead to firm success. Through surveying 269 retailers, this study finds that while customer knowledge directly affects marketing program implementation, it does not directly influence firm performance. In contrast, customer network size not only directly contributes to marketing program implementation and firm performance, but also serves as a significant moderator.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 64 (2011)
    Issue (Month): 4 (April)
    Pages: 394-400

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    Handle: RePEc:eee:jbrese:v:64:y:2011:i:4:p:394-400

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    Web page: http://www.elsevier.com/locate/jbusres

    Related research

    Keywords: Customer knowledge Customer network size Marketing program implementation Retailing;

    References

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    1. Merlo, Omar & Bell, Simon J. & Menguc, Bulent & Whitwell, Gregory J., 2006. "Social capital, customer service orientation and creativity in retail stores," Journal of Business Research, Elsevier, vol. 59(12), pages 1214-1221, November.
    2. Kuenzel, Johanna & Musters, Pieter, 2007. "Social interaction and low involvement products," Journal of Business Research, Elsevier, vol. 60(8), pages 876-883, August.
    3. Barry L. Bayus & Gary Erickson & Robert Jacobson, 2003. "The Financial Rewards of New Product Introductions in the Personal Computer Industry," Management Science, INFORMS, vol. 49(2), pages 197-210, February.
    4. Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and Sustainability of Competitive Advantage," Management Science, INFORMS, vol. 35(12), pages 1504-1511, December.
    5. Greenley, Gordon E. & Hooley, Graham J. & Rudd, John M., 2005. "Market orientation in a multiple stakeholder orientation context: implications for marketing capabilities and assets," Journal of Business Research, Elsevier, vol. 58(11), pages 1483-1494, November.
    6. Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and the Sustainability of Competitive Advantage: Reply," Management Science, INFORMS, vol. 35(12), pages 1514-1514, December.
    7. Katz, Michael L & Shapiro, Carl, 1986. "Technology Adoption in the Presence of Network Externalities," Journal of Political Economy, University of Chicago Press, vol. 94(4), pages 822-41, August.
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    Cited by:
    1. Abdul Alem Mohammed & Basri bin Rashid, 2012. "Customer Relationship Management (CRM) in Hotel Industry: A framework Proposal on the Relationship among CRM Dimensions, Marketing Capabilities and Hotel Performance," International Review of Management and Marketing, Econjournals, vol. 2(4), pages 220-230.
    2. Carraresi, Laura & Mamaqi, Xhevrie & Albisu, Luis Miguel & Banterle, Alessandro, 2012. "Strategic Capabilities and Performance: An Application of Resource-Based View in Italian Food SMEs," 2012 International European Forum, February 13-17, 2012, Innsbruck-Igls, Austria 144955, International European Forum on Innovation and System Dynamics in Food Networks.
    3. Arnett, Dennis B. & Wittmann, C. Michael, 2014. "Improving marketing success: The role of tacit knowledge exchange between sales and marketing," Journal of Business Research, Elsevier, vol. 67(3), pages 324-331.

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