Topic: Marketing Management
Author: Vaibhav Ghane
What drives acquirers’ myopic marketing management?
BOO, C. et al.(2022)This study examines the impact of immediate stock market reactions to merger announcements on the strategic decisions of acquiring firm managers, particularly in terms of marketing investments. While prior literature has focused on the long-term effects of marketing strategies post-merger, this research addresses the gap by investigating the influence of investor pressure induced by stock market reactions. Drawing on signaling theory, the study suggests that managers are incentivized to counter negative market predictions by reporting performance that exceeds expectations, often leading to myopic management practices, such as cutting marketing investments. The hypothesis posits that acquirers facing higher investor pressure are more likely to engage in myopic management by reducing marketing investments post-merger. The analysis utilizes data from mergers and acquisitions involving U.S. public firms between 2010 and 2017, examining abnormal stock returns around merger announcements as a proxy for investor pressure and measuring myopic management through changes in advertising and R&D investments relative to total assets. Control variables include financial strength, firm size, and industry concentration. The findings contribute to understanding how immediate stock market reactions influence managerial decisions in mergers and acquisitions, particularly regarding marketing investments.
A Crisis Management model for marketing education: Reflections on marketing education system’s transformation in view of the covid-19 crisis
SPAIS, G. et al.(2021)This study introduces a strategic crisis management framework applied to marketing education during the COVID-19 pandemic, offering insights into how universities navigate the challenges and opportunities presented by the crisis. By analyzing examples of practices and decisions by universities, especially business schools, across three phases of crisis management—goal setting, threat analysis, and planning and response—the study provides a comprehensive understanding of how educational institutions adapt to crises. Building on previous research, the study emphasizes the need for crisis management frameworks in maintaining learning continuity and highlights significant changes in business school and marketing education due to the pandemic. These changes include shifts in management expectations, loss of international students, and adjustments to learning modalities. The study identifies a transition to healthier communication approaches and strategic attempts to repair learning trajectories, such as investments in online infrastructure and hybrid learning models. Despite limitations inherent to managing public health crises, the study underscores the flexibility and applicability of the crisis management model in guiding universities through uncertain times. It also suggests the need for new theories, concepts, and topics in marketing education to adapt to evolving circumstances.
Institutional ownership and marketing myopic management
BOO, C. et al.(2021)The analysis responds to the call for more research on myopic marketing management, as highlighted by Mizik and Jacobson (2007). It emphasizes the prevalence of marketing myopia in various managerial contexts, suggesting that short-term gains often lead to long-term negative consequences. To address this issue, several preventive measures are proposed. These include adopting zero or activity-based budgeting approaches, redesigning managers’ compensation packages to prioritize long-term performance, enhancing transparency through voluntary information disclosure or corporate governance policies, and developing screening mechanisms to identify myopic behavior. Adjusting marketing investments strategically is seen as crucial for firms to navigate changing market conditions effectively. Although determining optimal responses to myopic strategies may be challenging, efforts to develop relevant metrics can benefit both investors and managers.
Navigating the New Era of Influencer Marketing
HAENLEIN, M. et al.(2020)Influencer marketing represents a $10 billion industry in 2020 and is becoming of increasing relevance for many firms, especially those operating in a businessto-consumer environment. Few firms in the fashion, beauty, travel, food, or beverage industries are running marketing campaigns these days that do not include, at least to some share, a collaboration with popular users on platforms such as Instagram and TikTok. However, many marketing managers still have a less than adequate understanding of those platforms compared with their knowledge of more traditional media channels and often find it hard to make the right decision in this fast-moving environment. To provide some guidance in this respect, this article aims to give an introduction to the most critical platforms for influencer marketing. It then presents advice to firms who want to engage in influencer marketing as well as specific questions on identifying the right influencers to collaborate with
Can design improve the performance of marketing management?
KRISTENSEN, T. et al.(2007)The articles collectively provide insights into the integration of design and marketing management within companies. Montana, Guzman, and Moll develop a unified model for new product development, emphasizing its potential to facilitate better integration processes for companies. Ainamo introduces participative coordination mechanisms, stressing the importance of self-managed design teams and formal structures for sustainable integration. Moll, Montana, Guzman, and Parellada analyze the close relationship between market and design orientation, proposing a systems model for better integration. Falay, Salimaki, Ainamo, and Gabrielsson highlight the significance of founders’ marketing management competencies for successful global engagement in design-intensive companies. Person, Snelders, Karjalainen, and Schoormans discuss styling as a strategic tool, emphasizing the integration of marketing and styling for impactful product presentation. Clement emphasizes the role of design in enhancing packaging effectiveness through integration with marketing research methods. Finally, Bruce and Daly underscore the complementarity between design and marketing management, emphasizing top management commitment and effective project management as essential for coordination between the two domains, setting the stage for further research.
From the New Editors – Welcome to the Journal of Marketing Management
TADAJEWSKI, M. et al.(2011)The editorial outlines the vision for the Journal of Marketing Management (JMM), aiming to strengthen its global academic reach and maintain its reputation as a platform for diverse perspectives in marketing scholarship. Building upon the groundwork laid by previous editors, the new team emphasizes the importance of fostering debate and discussion within the marketing community. They welcome interdisciplinary research and reject reductionist views of marketing scholarship, advocating for inclusivity and pluralism. The editorial commits to fair and constructive peer review processes and encourages submissions from scholars worldwide, including those whose first language is not English. Additionally, the editorial pledges to diversify the editorial board to better represent the international nature of the marketing field. The subsequent issue’s contributions illustrate the journal’s commitment to advancing key debates in marketing theory and practice, covering topics such as professional identity formation, consumer perceptions of pricing strategies, transaction cost economics, and the effectiveness of social marketing approaches.
Creativity in Marketing Management—A Unified Approach
KNOX, S. et al.(1990)The author investigates how marketing management can play a more creative and entrepreneurial role in innovation, particularly at the idea generation stage. They discuss both proactive and reactive approaches to innovation strategy within the context of change factors and idea sourcing. Four loci of idea initiation are identified, with varying importance across industry sectors. While heuristic techniques are utilized to enhance creativity in idea generation, their effectiveness is constrained by organizational perceptions and strategic modes. To address these limitations, the concept of the marketing-centred creative circle (M-CCC) is introduced. Through training in creative thinking techniques, M-CCCs serve as a bridge for generating new ideas and extending existing ones. Additionally, they foster a more creative and entrepreneurial atmosphere by facilitating lateral relationships. As M-CCCs influence permeate the organization, a unified approach to creative innovation emerges, blending traditional proactive and reactive strategies.
Global contributions to marketing management
TADAJEWSKI, M. et al.(2012)The collection of contributions in this volume of the Journal of Marketing Management offers diverse insights into key aspects of marketing theory and practice, reflecting its international orientation. Ang and Buttle address the issue of complaints handling processes, emphasizing the role of best practice guidance in improving customer satisfaction. Teller and Schnedlitz explore retail agglomeration effects from the shopping mall tenant’s perspective, shedding light on factors driving business success within such environments. Ivens and Valta examine consumer brand personality perception, revealing heterogeneous interpretations that challenge traditional assumptions in brand management. Oakley provides a holistic understanding of market orientation by integrating behavioral and cultural approaches, highlighting the impact of employee motivations on customer interactions. Qiu delves into the boundary-spanning activities of marketing managers, emphasizing the importance of a supportive organizational culture for effective collaboration across functional boundaries. Ryan and Fahy offer a critical review of sponsorship management approaches, advocating for a network perspective that considers sponsorships within broader interconnected relationships. Grant, Clarke, and Kyriazis discuss consumers’ real-time information needs in online environments, proposing an integrated approach using clickstream data analysis and consumer-to-consumer exchanges. Rafiq, Lu, and Fulford focus on e-service quality in online grocery shopping, identifying efficiency, system availability, and fulfillment as key dimensions influencing consumer behavior. Evangelista, Poon, and Albaum investigate strategies to enhance consumer participation in market research surveys, examining the effectiveness of different theoretical frameworks in Australia and Hong Kong. Overall, these contributions contribute valuable insights into contemporary marketing challenges and offer practical guidance for marketing practitioners and scholars alike.
Management Science and Marketing Management
CHARNES, A. et al.(1985)The article discusses the symbiotic relationship between management science and marketing management, highlighting the importance of methodological developments and data utilization in both fields. It stresses the need for ongoing interactions between theory, methods, and real-world problems to drive scientific progress and enhance managerial practice. Challenges for the future include organizing activities to facilitate these interactions, evolving methods for handling complex problems, and leveraging advances in computer technology for model development aimed at managerial control rather than pure prediction. Recognizing the active role of managers in shaping outcomes, the article suggests integrating analytical methods into marketing management while maintaining a balance between science and practice. It proposes organizational arrangements similar to those in other fields like medicine and engineering to strengthen research and its application in marketing, ultimately enhancing the relationship between market research and marketing managers.
Historical Perspective in Marketing Management, Explicating Experience
VINK, N. et al.(1992)The article discusses the historical neglect within marketing scholarship and practice, proposing a renewed emphasis on incorporating historical perspectives into marketing management. It critiques traditional approaches, such as the Production/Sales/Marketing Eras concept, and advocates for a more nuanced understanding of marketing’s historical development, emphasizing the importance of integrating historical analysis into the marketing curriculum, research, and professional practice. The author suggests various strategies, including revising textbooks, incorporating case histories into coursework, and offering courses on applied historical perspective analysis, to promote a deeper understanding of marketing’s historical context and its implications for contemporary practice and scholarship.
Overall Summary
Vaibhav Y.G(2023)The collection of articles and studies provides a multifaceted exploration of key themes in marketing management. One study investigates the impact of immediate stock market reactions to merger announcements on managerial decisions, highlighting the influence of investor pressure on post-merger marketing investments. Another study introduces a crisis management framework applied to marketing education during the COVID-19 pandemic, emphasizing adaptive strategies employed by universities to maintain learning continuity. Addressing the call for research on myopic marketing management, a third analysis proposes preventive measures against short-term-focused practices and emphasizes the importance of strategic marketing investments. Additionally, influencer marketing’s growing relevance is discussed, offering guidance on platform selection and collaboration strategies. The integration of design and marketing management is explored, focusing on models for new product development and the significance of founders’ marketing competencies. The editorial outlines the vision for the Journal of Marketing Management, emphasizing inclusivity, pluralism, and interdisciplinary research. Finally, discussions on innovation, retail agglomeration effects, consumer brand perception, and the symbiotic relationship between management science and marketing management contribute diverse insights into contemporary marketing challenges. Renewed emphasis on incorporating historical perspectives into marketing management is proposed, advocating for a nuanced understanding of marketing’s evolution and its implications for practice and scholarship.
Reference
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