Strategic marketing in action

Abstract

PurposeTo contrast the role and practical application of strategic marketing in higher and lower‐performing firms.Design/methodology/approachIn‐depth personal interviews with senior marketing executives in three matched high/low performing manufacturing firms in the UK were recorded, transcribed and analysed. The interview agenda was derived from the authors' own previous research studies, plus precedents in the literature.FindingsThese are structured around four key strategic marketing activities previously found to be characteristic of higher performing firms. They clearly show that such companies implement them with a far greater degree of skill, sophistication and ingenuity than do their lower performing counterparts. Above all, for the higher performers, strategic marketing is a truly cross‐functional activity.Research limitations/implicationsThe methodology of this study indicates a fruitful approach to further research aimed at extending and refining the findings and recommendations, though details requiring methodological attention are identified.Originality/valueAs an aid to marketing practitioners and educators alike, these findings and conclusions identify and describes a number of specific, applicable characteristics of successful strategic marketing.