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dc.contributor.authorMason, Roger B.
dc.contributor.authorStaude, Gavin
dc.date.accessioned2009-07-21T14:47:06Z
dc.date.available2009-07-21T14:47:06Z
dc.date.issued2009-07-21T14:47:06Z
dc.identifier.citationIndustrial Management & Data Systems, 109(2) :173-190
dc.identifier.issn0263-5577
dc.identifier.doi10.1108/02635570910930082
dc.identifier.urihttp://hdl.handle.net/2436/74779
dc.descriptionResearch paper
dc.description.abstractThis paper proposes that the choice of marketing tactics is influenced by the company’s external environment. It aims to illustrate the marketing tactics suggested for a complex, turbulent environment, when marketing and the environment are viewed through a complexity lens. Design/Methodology/Approach: A marketing mix model, derived from complexity literature, was assessed via a multiple case study to identify the type of marketing mix suggested for a complex, turbulent environment. The study was exploratory, using depth interviews with two companies in the IT industry. Findings: The results tentatively confirmed that the more successful company used a destabilizing marketing mix, and suggest that using complexity theory to develop marketing tactics could be helpful in turbulent environments. Research limitations/implications: The findings are limited by the study’s exploratory, qualitative nature and the small sample. Generalizing should be done with care and therefore further research with larger samples and in different environments is recommended. Practical Implications: This paper will benefit marketers by emphasizing a new way to consider future marketing activities of their companies. The model can assist marketers to identify the tactics to use, dependent on the nature of their environment. Originality/Value: Most work on complexity in marketing has concentrated on strategy, with little emphasis on tactics and the marketing mix. Therefore, this paper is an important contribution to the understanding of marketing mix choices, of interest to both practicing marketers and marketing academics.
dc.language.isoen
dc.subjectComplexity theory
dc.subjectChaos theory
dc.subjectExternal environment
dc.subjectMarketing mix
dc.subjectMarketing tactics
dc.titleAn exploration of marketing tactics for turbulent environments
dc.typeJournal article
html.description.abstractThis paper proposes that the choice of marketing tactics is influenced by the company’s external environment. It aims to illustrate the marketing tactics suggested for a complex, turbulent environment, when marketing and the environment are viewed through a complexity lens. Design/Methodology/Approach: A marketing mix model, derived from complexity literature, was assessed via a multiple case study to identify the type of marketing mix suggested for a complex, turbulent environment. The study was exploratory, using depth interviews with two companies in the IT industry. Findings: The results tentatively confirmed that the more successful company used a destabilizing marketing mix, and suggest that using complexity theory to develop marketing tactics could be helpful in turbulent environments. Research limitations/implications: The findings are limited by the study’s exploratory, qualitative nature and the small sample. Generalizing should be done with care and therefore further research with larger samples and in different environments is recommended. Practical Implications: This paper will benefit marketers by emphasizing a new way to consider future marketing activities of their companies. The model can assist marketers to identify the tactics to use, dependent on the nature of their environment. Originality/Value: Most work on complexity in marketing has concentrated on strategy, with little emphasis on tactics and the marketing mix. Therefore, this paper is an important contribution to the understanding of marketing mix choices, of interest to both practicing marketers and marketing academics.


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