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Marketing and Competitive performance: An Empirical Study

Doyle, Peter, Wong, Veronica (1998) Marketing and Competitive performance: An Empirical Study. European Journal of Marketing, 32 (5/6). pp. 514-535. ISSN 0309-0566. (doi:10.1108/03090569810216145) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
Official URL
http://dx.doi.org/10.1108/03090569810216145

Abstract

Hypothesises that high performance companies have a defined mission which includes specification of their target markets and broad goals. Competitive advantage is founded on customer satisfaction, which in turn is built on a market-led strategy, effective systems and committed and empowered staff. All these building blocks are influenced by a changing and increasingly competitive international environment. Influential government reports on industrial competitiveness have ignored the contribution of marketing. This is partly because academics themselves have not shown the link between marketing effectiveness and business performance. Explores the contribution of marketing within a broader model of the determinants of competitiveness using an empirical study.

Item Type: Article
DOI/Identification number: 10.1108/03090569810216145
Uncontrolled keywords: Competitive advantage, Customer satisfaction, Market orientation, Marketing strategy, Organizational performance
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Marketing
Depositing User: Cathy Norman
Date Deposited: 11 Jan 2013 11:59 UTC
Last Modified: 29 May 2019 09:55 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/32890 (The current URI for this page, for reference purposes)
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