Strategic Marketing Capabilities And Enterprise Competitiveness In Digital Platform Ecosystems: A Conceptual Smpc Model For Emerging Markets

Purpose: This paper develops a Strategic Marketing–Platform Competitiveness (SMPC) model to explain howenterprise competitiveness is shaped by the interaction between strategic marketing capabilities and platform-governancerisks in digital platform ecosystems. The study addresses an underdeveloped intersection between marketing capabilitytheory, dynamic capabilities, market orientation, service-dominant logic, and platform ecosystem research.Design/methodology/approach: The paper is conceptual and theory-building in nature. It synthesizes establishedtheoretical streams and develops a testable structural model for future empirical validation using partial least squaresstructural equation modelling (PLS-SEM). The proposed empirical design targets enterprises operating in digital platformecosystems in Uzbekistan and comparable emerging markets.Findings: The SMPC model proposes that strategic marketing capability, customer analytics capability, innovationorientation, and omnichannel integration contribute to enterprise competitiveness through customer value creation,customer engagement, platform positioning, and digital trust. However, platform dependence, switching costs, algorithmicvisibility risk, and ecosystem concentration are theorized to weaken or condition these relationships. The model introducesthree platform-specific theoretical constructs: the platform governance paradox, platform reconfiguration agility, and thecustomer analytics asymmetry penalty.Originality/value: The paper contributes a cross-theoretical framework that translates platform-governance risks intomeasurable marketing strategy constructs. It provides a falsifiable research architecture for examining how enterprisesin emerging markets can build platform-resilient competitiveness under conditions of algorithmic intermediation andgatekeeper power.