How dynamic marketing and service innovation capabilities translate into hotel performance: The roles of service excellence and brand identity

This study explores the relationships among Dynamic Marketing Capabilities (DMC), Implementation of Government Regulations (IGR), Regional Economic Trends (RET), Service Innovation Capabilities (SIC), and Sales Performance (SP) in the context of heavy equipment sales at UT Padang.Utilizing Structural Equation Modeling (SEM) with a questionnaire distributed to 70 Sales Operation Division respondents, the analysis reveals that DMC significantly influences SP (R Square: 73.2%).Strategies like KOMTRAX technology and the OTIF program positively impact sales.SIC also strongly affects SP (R Square: 95.2%), with strategies such as Minang Mining Menang and The Mood & Character sales attack.No significant relationships are found between DMC and IGR, DMC and RET, DMC and SP, IGR and SP, RET and SP.However, a significant relationship exists between SIC and IGR, SIC and SP.This study reveals the factors influencing heavy equipment sales at UT Padang, emphasizing the crucial role of adaptability and innovation in marketing strategies for optimal sales results.

PurposeThis paper aims to introduce dynamic marketing capability (DMC) as a construct relevant for business research and business practice, and to test its validity in relation to company product innovations and company agility.Design/methodology/approachThis study tests a hypothesized model using partial least squares structural equation modeling on data from a survey conducted with 155 companies based in Poland.FindingsThis study provides evidence that DMC facilitates company innovations in terms of their speed and market success. Thus, DMC complements other organizational capabilities that were previously found effective for new product development (NPD) with regard to intra- and inter-organizational processes. However, the influence of DMC on company innovation success is stronger in the case of companies that operate without the pressure to customize. Thus, this approach is more relevant for companies that provide standardized offerings and which target various customer segments, rather than companies that operate in customer niches or when their NPD processes are strongly orchestrated by their customers, e.g. in B2B sales within hierarchical supply chains.Research limitations/implicationsThis study is limited by the cross-sectional empirical setting in that one country is used to test the research hypotheses. Further studies may focus on the combined effects of DMC and other important organizational capabilities, for example, flexible manufacturing, and may provide a detailed picture of DMC development by applying a longitudinal approach and case studies.Practical implicationsGenerally, managers can use this research to rethink their corporate strategies. The study proposes a specific strategic approach to corporate innovativeness: companies may acquire meaningful market benefits through systematic reconfiguration of their marketing assets, combined with the introduction of new products. However, managers should analyze their business model and industrial setting to verify to what extent their companies operate in a context relevant for reconfiguring marketing resources. If the pressure for strong customization is high in the existing customer base, investing in DMC may not be relevant, as new offerings are rather customer tailored, i.e. designed by “big fish” buyers. On the other hand, many companies may leverage their innovations with DMC in both B2B and B2C settings, as long as they can provide standard solutions as their market offerings.Originality/valueThe study contributes to marketing theory in three ways. Firstly, the study conceptualizes DMC as a distinct dynamic capability aligned with dynamic capabilities view (from which DMC logically originates), and proposes how DMC is linked nomologically with company innovativeness and agility. Secondly, a measurement instrument for DMC and an empirical test for the model are both provided. Thirdly, the paper presents evidence that the link between DMC and product innovations becomes restricted in the presence of certain contingencies, specifically with regard to the so-called customization norm.

In recent years, the dynamic capabilities view has attracted attention in the management literature, and theoretical papers note many research challenges. Currently, one of the most significant issues is the role of the marketing function in the development of dynamic capabilities, and some recent discussions have even introduced the new term ‘dynamic marketing capabilities’. The main area of interest is how to achieve a well‐integrated framework to serve as the starting point for empirical papers. Although the most recent research proposes a wide range of processes as possible dynamic marketing capabilities, it is difficult to find consensus among these proposals. To resolve this difficulty, this paper seeks to define the dynamic marketing capabilities construct based on accepted components in the generic dynamic capabilities view. More specifically, it defines the role of dynamic marketing capabilities through absorptive capacity and knowledge management. By identifying these components and relating them in an integrative model, the authors propose to explain how dynamic marketing capabilities work and precisely which marketing processes promote both components.

The Covid-19 epidemic has resulted in a dramatic decline in hotel public consumption. Hotel performance must be enhanced through the use of a hotel marketing strategy to compete with others. The aim of this paper is to examine the relationship between the innovation of the brand, dynamic capability of marketing, brand communication, brand experience, and brand performance in Indonesian 3-5 star international hotels. The data for this study were acquired using an electronic questionnaire on Google Forms from 530 customers who stayed in hotels throughout Indonesia prior to and during the Covid-19 pandemic. Smart-PLS 3.2.9 was used to analyze the data using the outer model and the inner model. The findings indicated as follows: brand innovation has a positive effect on brand communication; dynamic marketing capability has a positive influence on brand communication; brand communication directly has a positive effect on brand experience; brand experience significantly has a positive effect on brand performance; brand communication directly has a positive effect on brand performance; brand innovation has a positive influence on brand performance, and dynamic marketing capability has a positive effect on brand performance. This study contributes to the worldwide hotel strategy’s global marketing efforts in order to compete and improve performance in an increasingly competitive hotel business.

Achieving market performance via industry 4.0 enabled dynamic marketing capability, sustainable human resource management, and circular product design

PurposeThe purpose of this paper is to explore mechanisms of the overseas marketing assets needed for marketing dynamic capability in Chinese multinational enterprises (MNEs) settings. Marketing assets of foreign subsidiaries contribute to the dynamic capability of MNEs, which are crucial for their sustained competitiveness. This kind of mechanism attracts much attention in academia and industry. However, there are few studies on how dynamic capabilities are developed in MNEs considering the organizational structure of geographically dispersed assets in multiple locations. This paper aims to examine the effect of knowledge-based and relational-based marketing assets on dynamic marketing capabilities and the mediating effect of customer orientation on Chinese MNEs.Design/methodology/approachIntegrating the dynamic capability approach and the international marketing literature, this study examines the impact of two types of marketing assets of foreign subsidiaries, focusing on knowledge-based and relationship-based marketing assets, on the dynamic marketing capabilities of Chinese MNEs. A large-scale empirical study of Chinese MNEs operating in overseas markets was performed, and the questionnaires were distributed and collected.FindingsThe results suggest a positive impact of knowledge-based and relationship-based marketing assets on marketing dynamic capability. We find that customer orientation has a positive mediating effect on the relationship between marketing assets and marketing dynamic capability. We also find that the competitive strength of the overseas market negatively moderates this relationship.Research limitations/implicationsThis study aims to contribute to the existing literature with a more fine-grained understanding of marketing assets and marketing dynamic capability, then provides theoretical guidance and management suggestions for the formulation and implementation of internationalization strategies of Chinese MNEs.Practical implicationsThe findings outline several important implications for MNEs seeking into expand to overseas markets.Originality/valueThis paper contributes a novel, combined perspective on marketing assets and marketing dynamic capability.

Although prior research has recognized the value of dynamic marketing capabilities in enhancing market performance, limited empirical evidence exists on the contextual conditions under which they are most effective. This study addresses this gap by examining how and when dynamic marketing capabilities contribute to new market development and sales growth. Drawing on dynamic capabilities theory, the research investigates both the direct effects of dynamic marketing capabilities and the moderating roles of structural inertia and environmental dynamism. We employ a multistudy design using two independent samples of B2B firms. Study 1 draws on logistics service providers across East Africa countries, whereas study 2 examines commodity supplier firms operating in Ethiopia. Across both studies, dynamic marketing capabilities positively influence new market development and sales growth. These relationships are contingent on structural inertia and environmental dynamism: firms with lower structural inertia and those operating in more dynamic environments leverage dynamic marketing capabilities more effectively. Overall, the findings clarify the contingent mechanisms through which dynamic marketing capabilities enhance firm marketing performance. • Examine how dynamic marketing capabilities contribute to new market development and sales growth. • Reveals how structural inertia moderates the effect of dynamic marketing capabilities on new market development. • Investigates how environmental dynamism influences the relationship between dynamic marketing capabilities and sales growth. • Explores multiple contexts with diverse data from African countries.

The competitive environment within which organizations operate is evolving faster than ever, prompting organizations to change to keep up with the environmental changes. The dynamic capabilities (DCs) view seeks to answer how organizations attain and sustain competitive advantage in changing environments. In the past two decades, there has been a proliferation of research in the DCs domain; yet much remains to be investigated regarding the antecedents and outcomes of DCs. The term “dynamic marketing capabilities” (DMCs) refers to a subset of DCs with the emphasis on customer value. This research studies four DMCs: proactive market orientation, agility, opportunity creation, and value innovation. The development of DCs may be triggered by the necessity to reconfigure resources in dynamic environments or by managers’ decisions to change the current way of doing things in an attempt to improve performance. Therefore, environmental dynamism and dynamic managerial capabilities are antecedents of DCs. To achieve competitive advantage, organizations can employ two distinct but complementary strategies. First, they can match environmental demands by reconfiguring and renewing their organizational resource base. Second, they can create market turbulence. Therefore, these two strategies act as mediators between DMCs and organizational outcomes. A conceptual framework is developed in order to examine the relationship between DMCs, their antecedents, and outcomes. A sample of 270 usable responses was obtained from top and senior managers working in Australia. After ensuring the constructs’ reliability and validity, the hypotheses were tested by means of hierarchical regression analysis and structural equation modeling. The results indicate that environmental dynamism and dynamic managerial capabilities positively affect the studied DMCs; however, the effect of dynamic managerial capabilities is stronger. Moreover, DMCs have a positive impact on operational marketing capabilities and induced market turbulence; these in turn positively affect organizational outcomes. The multi-mediation tests confirmed that operational marketing capabilities and induced market turbulence mediate the effect of DMCs on organizational outcomes. This study contributes to and extends the knowledge of DCs by proposing an integrative conceptual framework, explaining the antecedents of DMCs and the mechanism by which DMCs are linked to organizational outcomes. The findings re-emphasize the need for DCs in dynamic environments and highlight the critical role of dynamic managerial capabilities. Another contribution is that the study incorporates the element of induced market turbulence, hitherto missing in the literature pertaining to DMCs. This study also emphasizes that operational marketing capabilities mediate the relationship between DMCs and organizational performance. Moreover, four distinct DMCs (i.e., proactive market orientation, agility, opportunity creation, and value innovation) are identified, and scales are developed and validated to measure them. The findings suggest that these DMCs perform as anticipated. This research provides several insights for managers regarding DCs and how to apply them to organizations. The results of this study demonstrate that it is necessary for organizations to invest in developing DMCs, not to achieve performance improvement directly, but to optimize their operational marketing capability configuration. This, in turn, improves organizational outcomes. Moreover, managers are encouraged to invest in the development of DCs as a strategic rather than tactical approach. Another implication is that in ambiguous environments, organizations need to not only adapt to the environment, but also to employ strategies of environment constructing.

This study examines the interaction between dynamic marketing capabilities, service innovation capability on performance in the context of hotel industry. The conceptual framework used in this research has been drawn from marketing and innovation theory. Specifically, relationships related to dynamic marketing capability, service innovation capability, marketing communication, and performance have been identified. This research develops a framework about interaction both capabilities and its performance in an organization and link four main variables: service innovation capability, dynamic marketing capability, marketing communication, and performance. This link has been given little attention by prior research particularly in the hospitality industry. The proposed model is discussed in the paper.

International new venture performance: Role of international entrepreneurial culture, ambidextrous innovation, and dynamic marketing capabilities

PurposeThe purpose of this paper is to examine the indirect relationship between dynamic capabilities (DCs) and organizational outcomes through matching and creating market change. In addition, the research aims to gain a deeper understanding of the role of marketing in DCs and to extend beyond a simplistic discussion of DCs by studying proactive market orientation and value innovation as specific DCs.Design/methodology/approachA questionnaire was developed and data were collected from 270 senior executives. After ensuring reliability and validity, the hypotheses were examined by applying structural equation modeling and Monte Carlo simulation.FindingsThe findings indicate that dynamic marketing capabilities (DMCs) are critical in the reconfiguration of operational marketing capabilities, which in turn lead to enhanced organizational performance. The results also suggest that organizations with enhanced DMCs are able to initiate market disruption and achieve superior performance by out-competing their rivals.Practical implicationsThe research provides guidelines for managers wanting to exploit their DMCs by showing that organizations can match the environment, create market turbulence or combine both strategies to fully exploit their DMCs. This study also provides managers with actionable tools that are specific, robust and easily applied.Originality/valueThis study is one of the few to incorporate induced market turbulence into the DC literature and conceptualize, develop and validate scales to measure it. The study provides empirical evidence for the claim that operational marketing capabilities are necessary to utilize the benefits of DMCs.

Examining the role of information technology in cultivating firms’ dynamic marketing capabilities

Facilitating dynamic marketing capabilities development for domestic and foreign firms in an emerging economy

Dynamic capabilities and marketing paradigm shifts have become central topics in contemporary marketing research. This study investigates the evolution, key contributors, and thematic trends in these domains through bibliometric analysis, addressing the research question: “Which authors, themes, and trends have most significantly influenced the literature on dynamic marketing capabilities and marketing paradigm shifts?” Using Scopus-indexed publications from 1990 to 2023, we conducted citation, co-citation, and keyword co-occurrence analyses to identify influential authors, thematic clusters, and emerging research directions. Results indicate that Grönroos, Brodie, and Gummesson are the most cited authors, while thematic clusters reveal three dominant research streams: dynamic marketing capabilities, relationship marketing, and digital transformation. Bibliometric mapping highlights emerging topics such as artificial intelligence, sustainability, and digitalization, reflecting a paradigm shift in marketing research focus. Longitudinal citation trends show a steady increase in publications since 2011, peaking in 2021, indicating growing scholarly attention. The study contributes theoretically by integrating dynamic capabilities and paradigm shift theories into a unified framework, clarifying their interrelation in marketing strategy. Practically, it guides researchers and practitioners in identifying thought leaders, monitoring emerging trends, and adapting marketing strategies to evolving market and technological environments. These insights provide a historical perspective on the field’s development and inform future research and practical applications in dynamic marketing contexts.

PurposeUsing the resource-based view (RBV), the purpose of this paper is to examine the potential mediation effect of customer relationship management capability, branding capability and service innovation capability on the established link between market orientation (MO) and hotel performance. It further investigates the complementarity between these capabilities in relation to hotel performance.Design/methodology/approachThe survey data were collected from 216 UK hotels. AMOS 23 was used to analyse the research data.FindingsThe link between MO and hotel performance appears to be indirect via customer relationship capability, branding capability and service innovation capability. The three capabilities also appear to play different complementary roles when affecting hotel performance.Practical implicationsThe current study offers hotel managers a ranking of the contribution of individual capabilities to hotel performance. It also helps them to make better investment decisions in developing the right capability combinations to enhance their hotel performance.Originality/valueThe research is based on integrating MO and RBV into a single framework to gain a deeper understanding of the relationship between MO and high-order marketing capabilities and how these factors shape hotel performance.