Although organisational capabilities have been recognised as a key source of competitive advantage, the empirical understanding of marketing capability and its associated components is still relatively under-developed. There is little consistency in approaching what constitutes organisational marketing capability, proposed conceptual frameworks have not been empirically tested and little attention has been paid to how organisational marketing capabilities are developed over the longer term. The purpose of this study was to empirically test how proposed conceptual frameworks of marketing capabilities match real-life organisational marketing capabilities, explore which marketing resources act as inputs into marketing capability and how these resources are transformed into marketing capability. The following key questions were answered: what are components of marketing capability in real-life organisational contexts, what resources inputs does it incorporate and how are these resources transformed into capabilities? This study employed an innovative (in this theoretical context) multiple embedded case study design using multiple data sources to provide a rich and detailed understanding of marketing capability. The target population for the cases was any South African organisation marketing products and services to domestic consumers/ customers. Based on this definition, four company cases were identified, representing the two target groups (business to business and business to customer) as well as products and services. Data was derived from 22 in-depth interviews with multiple interviews conducted for each case, as well as documentation and archival records. This study contributes at the theoretical level by developing a framework of marketing capability and sub-capabilities, providing an enhanced understanding of the nature of marketing knowledge resources underpinning marketing capability and outlining the mechanisms that integrate marketing knowledge resources in the development of marketing capability and sub-capabilities. At practitioner level, the findings can contribute to enhancing effective marketing within organisations by providing a route to building stronger underlying marketing capabilities, which in turn will improve competitiveness. / Thesis (DBA)--University of Pretoria, 2018. / Gordon Institute of Business Science (GIBS) / DBA / Unrestricted

The purpose of this study was to examine the relationship between market orientation and business performance mediated by marketing resources and moderated by contextual factors. The study also examined the extent to which the conceptual model was a good fit to the sample data. A quantitative approach was used to test if there was a significant relationship between market orientation, marketing resources, and business performance. For the purpose, a cross-sectional survey was carried out to obtain data pertaining to market orientation, marketing resources, contextual factors and business performance. The unit of analysis of the study was banks consisting of 3 public and 15 private banks. A sample size of 507 consisting of 492 branch managers and 15 top level marketing managers was used in the survey. With a response rate of 87.97%, 446 questionnaires were collected of which 377 were used for data analysis. A SEM was used to test the extent to which the theoretical model fits the sample data. Mediation analysis was used to test the indirect effect of market orientation on business performance and hierarchical regression analysis was used to test whether the relationship was moderated by market dynamism, competitive intensity, and government regulation. Finally, an independent t – test was used to examine the statistical variations between public and private banks in terms of market orientation, marketing resources, and business performance. The confirmatory factor analysis revealed that the modified model was fit with the observed data in terms of chi-square and the individual indices. The total effect of market orientation on business performance was moderate with a 0.36 regression coefficient. The indirect effect was high with a 0.91 regression coefficient where complete and inconsistent mediation was found due to suppression effect. The moderation analysis revealed that the interaction effect of market dynamism, competitive intensity, and government regulation was not statistically significant. Finally the result showed that there was a statistically meaningful difference between public and private banks in terms of market orientation, marketing resources, and business performance. Banks in Ethiopia shall strive to segment the market, differentiate their services, and build a strong brand with clear identity. Banks in Ethiopia shall also build on their marketing resources to enhance their business performance. / Business Management / D.B.L.

La littérature attribue au marketing un rôle d’interface et de connexion avec l’extérieur, renforçant le postulat d’un marketing naturellement « ouvert ». Toutefois, l’ouverture de l’organisation marketing spécifiquement n’est pas si évidente. Dans un article théorique, Day (2011) introduit le concept d’Open Marketing, défini comme la capacité de l’organisation de s’ouvrir à des réseaux de partenaires pour capter des insights et capacités marketing afin d’enrichir le marketing de l’entreprise. Le concept est intéressant, mais sa définition n’est pas formalisée et présente des lacunes. De plus, la question de l’apprentissage et du renforcement de l’organisation marketing grâce au réseau de prestataires est peu traitée dans la littérature. Aussi, dans une visée compréhensive, la thèse propose de répondre à la problématique suivante : « Quelle compréhension offrir du concept d’Open Marketing et de son intérêt pour renforcer les ressources, les capacités et les compétences marketing dans l’organisation ? ». Deux études empiriques qualitatives sont conduites. L’étude 1, de nature exploratoire, génère plusieurs résultats. (1) Une conceptualisation claire et validée empiriquement de l’Open Marketing est apportée. Le postulat normatif d’ouverture est d’ailleurs remis en cause : les organisations marketing ne s’appuient pas toutes sur leur réseau de prestataires pour développer les ressources et les compétences de leurs collaborateurs avec la même intensité, ni avec la même intention stratégique. (2) Les dimensions et formes du concept sont mises à jour : deux types d’Open Marketing (Organisé et Intuitif) et deux modes d’Open Marketing (Orchestration et Maîtrise) sont distingués. (3) Une analyse du contexte permettant à l’Open Marketing de se déployer est fournie. (4) Une décomposition du flux d’apports provenant du réseau de prestataires en ressources, capacités et compétences marketing est proposée, illustrant les actifs qui peuvent être captés par les collaborateurs marketing dans le cadre de l’Open Marketing. L’étude 2 se base sur l’étude d’un cas d’Open Marketing « Organisé » et d’un cas d’Open Marketing « Intuitif ». Elle montre que la structure relationnelle dans laquelle se déploie l’Open Marketing influence les apports captés et le processus de captation de ces apports. Au final, la thèse montre aux organisations marketing l’intérêt de s’ouvrir et de déployer une capacité d’Open Marketing pour développer les connaissances et compétences de leurs collaborateurs à budget constant, grâce au réseau de prestataires marketing extérieurs. / Marketing has been given a strong interface and connection role within the literature, creating the assumption of a naturally “open” marketing. However, specifically, the opening of the marketing organization is not so obvious. In a theoretical paper, Day (2011) introduces the Open Marketing concept, defined as a capability to open the marketing organization to partners’ networks so as to gain marketing insights and capabilities in order to enrich the firm’s marketing. The concept is interesting, but its definition is not formalized and presents some drawbacks. Besides, the literature does not fully address the question of the marketing organization’s learning and enrichment thanks to marketing suppliers’ networks. Therefore, in a comprehensive intent, our work aims at answering the following question: “Which comprehension can be offered of the Open Marketing concept and of its interest to develop the organization’s marketing resources, capabilities and competences?” We conduct two empirical qualitative studies. Study 1 is exploratory and leads to several results. (1) A clear and empirically validated conceptualization of Open Marketing is brought to the literature. Besides, the normative “opening” assumption is reversed: marketing organizations do not rely on their suppliers’ network to develop their employees’ resources and competences with the same intensity and strategic intent. (2) The dimensions and forms of Open Marketing are revealed: two Open Marketing types (Organized and Intuitive) and modes (Orchestration and Mastery) are distinguished. (3) An analysis of the context allowing the Open Marketing deployment is offered. (4) The inputs flow coming from the suppliers’ network is disaggregated into marketing resources, capabilities and competences, thus illustrating the assets that can be captured by marketing employees in the Open Marketing process. Study 2 is a case study of an “Organized” Open Marketing organization and an “Intuitive” Open Marketing organization. It shows that the relational structure in which Open Marketing is deploying influences the inputs captured, as well as the process through which these inputs are gained. Finally, the thesis shows to marketing organizations that it can be interesting to engage in an opening process and to deploy an Open Marketing capability in order to develop marketing employees’ knowledge and competences, without supplementary expenses, thanks to the marketing suppliers’ network.

The objective of the study was to examine the marketing strategies of Ethiopian medium and large textile companies. The textile sector became the focus of this study because it has performed far below expectation, despite the government‘s unreserved support to the sector and the country‘s comparative advantage in the sector. To attain the stated objective, qualitative research approach with case study design was employed. The cases were selected based on two criteria; production of finished textile products and operation in both local and global markets. Accordingly, nine companies qualified these criteria and all of them were used as cases. The RBV was the theory employed to explain the differences in performances among firms‘ in similar environment. Furthermore, within and cross case analyses were employed to get in-depth understanding and to explain about the marketing strategies of the firms. The major findings of the study indicate that the emphasis given to marketing strategy and the marketing resources and capabilities commitment thereof were found to be so low that the companies seemed to equate marketing strategy with selling strategy. Furthermore, the companies failed to link their marketing enabling environment with their marketing strategy. Similarly, such weak link was reflected between the firms‘ marketing strategy and their market performances. Hence, the marketing strategies of the case companies are so weak that with their current marketing strategy, it is difficult for them to be competent in the local market, let alone in the international markets. Generally, both empirical and conceptual conclusions were drawn from the findings. As a result, the cross-case findings indicate that marketing resources commitment is linearly linked to marketing strategy which in turn is linked to export performances. Therefore, it can be understood that the link between enabling environment and marketing strategy is direct and the link between marketing strategy and marketing performances is linear. Hence, it can be understood from this transitivity that there exists a link between firms‘ enabling environment and their marketing performances. / Business Management / D.B.L.

The purpose of this study was to examine the relationship between market orientation and business performance mediated by marketing resources and moderated by contextual factors. The study also examined the extent to which the conceptual model was a good fit to the sample data. A quantitative approach was used to test if there was a significant relationship between market orientation, marketing resources, and business performance. For the purpose, a cross-sectional survey was carried out to obtain data pertaining to market orientation, marketing resources, contextual factors and business performance. The unit of analysis of the study was banks consisting of 3 public and 15 private banks. A sample size of 507 consisting of 492 branch managers and 15 top level marketing managers was used in the survey. With a response rate of 87.97%, 446 questionnaires were collected of which 377 were used for data analysis. A SEM was used to test the extent to which the theoretical model fits the sample data. Mediation analysis was used to test the indirect effect of market orientation on business performance and hierarchical regression analysis was used to test whether the relationship was moderated by market dynamism, competitive intensity, and government regulation. Finally, an independent t – test was used to examine the statistical variations between public and private banks in terms of market orientation, marketing resources, and business performance. The confirmatory factor analysis revealed that the modified model was fit with the observed data in terms of chi-square and the individual indices. The total effect of market orientation on business performance was moderate with a 0.36 regression coefficient. The indirect effect was high with a 0.91 regression coefficient where complete and inconsistent mediation was found due to suppression effect. The moderation analysis revealed that the interaction effect of market dynamism, competitive intensity, and government regulation was not statistically significant. Finally the result showed that there was a statistically meaningful difference between public and private banks in terms of market orientation, marketing resources, and business performance. Banks in Ethiopia shall strive to segment the market, differentiate their services, and build a strong brand with clear identity. Banks in Ethiopia shall also build on their marketing resources to enhance their business performance. / Business Management / D.B.L.