An innovative, broader and integrated approach to marketing research and to customer insight management, leading to more effective marketing strategies, is key for gaining sustainable competitive advantage. In fact, MSI underlines among Top Tier Priorities 2010-2012 the following issues: a) using market information to identify opportunities for profitable growth; b) understanding customer experience and behavior; c) developing marketing capabilities for a customer focused organization; d) leveraging research tools and new sources of data. Are companies really able to transform market information into strategic marketing decisions leading to competitive advantage and superior performances? If not, are there other drivers different from analytic and strategic marketing competences leading to superior performances? We conducted in fall 2010 a research on 300 European Marketing and Sales Managers. We measured companies’ ability to manage marketing and sales competencies, the use of marketing metrics and perceived and objective companies’ performances. As regards market research, strategy and performances, we find counterintuitive results: a) companies’ execution competences are the most important driver of performance; b) competences related to market research and understanding and strategic decision making competences do not have a statistical positive impact on performance. These main findings show that, in our sample, marketing information does not translate into differential marketing strategies and that execution is, at the end, the main driver of performance. We then deepen our research on the financial industry because in this industry marketing and market information competences are playing a more and more critical role.
To research or to execute? Analysis of the drivers of marketing performances
SAIBENE, CHIARA;ANCARANI, FABIO GUIDO
2011
Abstract
An innovative, broader and integrated approach to marketing research and to customer insight management, leading to more effective marketing strategies, is key for gaining sustainable competitive advantage. In fact, MSI underlines among Top Tier Priorities 2010-2012 the following issues: a) using market information to identify opportunities for profitable growth; b) understanding customer experience and behavior; c) developing marketing capabilities for a customer focused organization; d) leveraging research tools and new sources of data. Are companies really able to transform market information into strategic marketing decisions leading to competitive advantage and superior performances? If not, are there other drivers different from analytic and strategic marketing competences leading to superior performances? We conducted in fall 2010 a research on 300 European Marketing and Sales Managers. We measured companies’ ability to manage marketing and sales competencies, the use of marketing metrics and perceived and objective companies’ performances. As regards market research, strategy and performances, we find counterintuitive results: a) companies’ execution competences are the most important driver of performance; b) competences related to market research and understanding and strategic decision making competences do not have a statistical positive impact on performance. These main findings show that, in our sample, marketing information does not translate into differential marketing strategies and that execution is, at the end, the main driver of performance. We then deepen our research on the financial industry because in this industry marketing and market information competences are playing a more and more critical role.
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