Strategic Marketing And Marketing Strategy: Domain .

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J. of the Acad. Mark. Sci. (2010) 38:119–140DOI 10.1007/s11747-009-0176-7CONCEPTUAL/THEORETICAL PAPERStrategic marketing and marketing strategy: domain,definition, fundamental issues and foundational premisesRajan VaradarajanReceived: 20 April 2009 / Accepted: 24 September 2009 / Published online: 28 October 2009# Academy of Marketing Science 2009Abstract This paper proposes a domain statement forstrategic marketing as a field of study and delineates certainissues fundamental to the field. It also proposes a definitionfor marketing strategy, the focal organizational strategyconstruct of the field, and enumerates a number offoundational premises of marketing strategy. The domainof strategic marketing is viewed as encompassing the studyof organizational, inter-organizational and environmentalphenomena concerned with (1) the behavior of organizationsin the marketplace in their interactions with consumers,customers, competitors and other external constituencies, inthe context of creation, communication and delivery ofproducts that offer value to customers in exchanges withorganizations, and (2) the general management responsibilities associated with the boundary spanning role of themarketing function in organizations. At the broadest level,marketing strategy can be defined as an organization’sintegrated pattern of decisions that specify its crucial choicesconcerning products, markets, marketing activities andmarketing resources in the creation, communication and/ordelivery of products that offer value to customers inexchanges with the organization and thereby enables theorganization to achieve specific objectives. Chief among theissues that are fundamental to strategic marketing as a fieldof study are the questions of how the marketing strategy of aR. Varadarajan (*)Texas A&M University,4112 TAMU,College Station, TX 77843-4112, USAe-mail: Varadarajan@tamu.edubusiness is influenced by demand side factors and supplyside factors.Keywords Strategic marketing . Marketing strategy .Competitive marketing strategy . Market strategyIntroductionThe evolution of strategic marketing as a field of study, over thepast few decades, can be viewed as a confluence ofperspectives, paradigms, theories, concepts, frameworks, principles, methods, models and metrics from a number of relatedfields of study, chief among them being marketing, strategicmanagement and industrial organization (IO) economics.Although the cumulative body of literature is indicative ofsignificant advances along a number of fronts (substantive,theoretical and methodological), during almost every decade,marketing scholars have voiced concerns regarding the state offield (e.g., Wind and Robertson 1983; Day 1992; Reibstein etal. 2009). For instance, voicing concerns over marketing’sloss of influence in the academic discourse about strategy,Day (1992, p. 324) noted: “Within academic circles, thecontribution of marketing as an applied management discipline, to the development, testing and dissemination ofstrategy theories and concepts has been marginalized duringthe past decade.” In a recent guest editorial, Reibstein et al.(2009) note that the growing balkanization of academicmarketing into quantitative modeling and consumer behaviorhas diminished research on strategic marketing issues.In addition to the factors that Day (1992) attributes to thediminishing impact of research in the field of strategicmarketing and Reibstein et al. (2009) attribute to diminish-

120ing research on strategic marketing issues, strategicmarketing’s identity crisis may be a contributing factor toboth of the above. For instance, an examination ofmarketing strategy literature spanning more than fourdecades is indicative of diverse points of view concerningthe conceptual domain of strategic marketing as a field ofstudy, and the definition of marketing strategy as anorganizational strategy construct. Against this backdrop,the primary objectives of this paper are to delineate thedomain of strategic marketing as a field of study, andpropose a definition for marketing strategy as an organizational strategy construct. Exploration of issues fundamentalto the field of strategic marketing and enumeration ofcertain foundational premises of marketing strategy constitute the secondary objectives of the paper. The remainder ofthe paper is organized into four major sections thatcorrespond to the above objectives. These sections arepreceded by a section devoted to elaboration of therationale for focusing on the above issues and are followedby a discussion section and a conclusion section.In the management discipline, the term strategic management refers to the field of study, and corporate strategy(strategy at the firm level in a multi-business firm) andbusiness strategy (strategy at the business unit level in amulti-business firm) are among the organizational strategyconstructs that are the focus of the field. However, in themarketing discipline, the terms strategic marketing andmarketing strategy are used interchangeably in reference tothe field of study, and marketing strategy is also used inreference to the organizational strategy construct that is theprincipal focus of the field. In the remainder of the paper,the term strategic marketing is used in reference to the fieldof study and marketing strategy in reference to theorganizational strategy construct that is the principal focusof the field (except in instances where the term marketingstrategy is used to refer to the field of study in the sourcesthat are cited).Objectives and rationaleDomain of strategic marketing as a field of studyThe American Marketing Association (AMA) MarketingStrategy Special Interest Group (SIG), in its recent call fornominations for the Mahajan Award for Lifetime Contributions to Marketing Strategy Research, states the domainof marketing strategy research as follows: “The domain ofmarketing strategy research is broadly defined to includeall firm-level strategic marketing issues, decisions, andproblems” (ELMAR 2009). Although the above does notconstitute an official domain statement of the SIG, itnevertheless serves to highlight the need for further debateJ. of the Acad. Mark. Sci. (2010) 38:119–140and discussion on this issue among the community ofmarketing strategy educators, researchers and practitioners.1First, the implications of broadly defining the domain ofmarketing strategy research as “includes all firm-levelstrategic marketing issues, decisions, and problems,” versusas “includes strategic marketing issues, decisions, andproblems at all levels in a firm,” are vastly different fromthe standpoint of questions that should be the focus ofscholarly research and topics that should be covered in amarketing strategy course. Second, defining the domain ofmarketing strategy research as including only firm-levelstrategic marketing issues, decisions and problems is clearlyat variance with the cumulative body of literature onstrategic marketing related topics that is published inmarketing journals under the rubric of “marketing strategyresearch.” Third, regardless of whether the domain ofmarketing strategy research is defined as including allfirm-level strategic marketing issues, or as including strategicmarketing issues at all levels in a firm (as arguedin this paper), there is a need to clarify what distinguishesstrategic marketing issues, decisions and problems fromthose that are not strategic. Fourth, defining the domain ofmarketing strategy research as being concerned withstrategic marketing issues, decisions, and problems suffersfrom the problem of circularity. Against this backdrop, thefirst objective of this paper is to delineate the domain ofstrategic marketing as a field of study.Definition of marketing strategyIn 2004, the American Marketing Association (AMA)adopted the following as its official definition of marketing(Marketing News 2004, p. 1): “Marketing is an organizational function and a set of processes for creating,communicating and delivering value to customers and formanaging customer relationships in ways that benefit theorganization and its stakeholders.” In 2007, the AMAadopted the following as its new official definition ofmarketing (Marketing News 2008, p. 28): “Marketing is theactivity, set of institutions, and processes for creating,communicating, delivering, and exchanging offerings thathave value for customers, clients, partners, and society atlarge.” These definitions were preceded during the pastcentury by four other official definitions of marketing thatwere adopted by the AMA in 1935, 1948, 1960 and 1985(Gundlach 2007). A special section of the Fall 2007 issueof the Journal of Public Policy and Marketing was devotedto a series of articles focusing on issues relating to the1Personal correspondence with the current co-chairs (Rajdeep Grewaland Raj Venkatesan) and the immediate past co-chairs (VenkateshShankar and Satish Jayachandran) of the American MarketingAssociation Marketing Strategy Special Interest Group.

J. of the Acad. Mark. Sci. (2010) 38:119–140definition of marketing—articles advancing alternativedefinitions of marketing and critiques and commentarieson extant definitions of marketing. While, over the years,the AMA has devoted considerable thought and attention torevisiting and revising its official definition of marketing,definitions of related constructs such as marketing strategyand marketing management have not received similarscrutiny. Against this backdrop, a second objective of thispaper is to provide a review and critique of extantdefinitions of marketing strategy and propose a definitionof marketing strategy.The importance of the above objective is also highlighted by the diverse and contradictory points of viewevidenced in literature regarding the conceptual distinctionbetween (1) marketing strategy and marketing tactics, and(2) marketing strategy and marketing management. Consider, for instance, the distinction between marketingstrategy and marketing tactics. An examination of journalarticles and marketing textbooks (textbooks on principles ofmarketing, marketing management and marketing strategy)reveals diverse points of view including the following: (1)the marketing behaviors of firms in the realm of the 4Ps(product, promotion, price and place/distribution) arecharacterized as marketing strategy in some sources andas marketing tactics in other sources; in sources in the lattercategory, marketing behaviors pertaining to segmentation,target market selection and positioning are considered asthe domain of marketing strategy and behaviors pertainingto the 4Ps as the domain of marketing tactics; (2) in yetother sources, some elements of the 4Ps are characterized aspertaining to marketing strategy (product and place/distribution) and others as pertaining to marketing tactics (priceand promotion); and (3) in still other sources, certainmarketing behaviors in the realm of each of the 4Ps arecharacterized as marketing strategy (e.g., promotion—pushversus pull strategy; price—market skimming price strategyversus market penetration price strategy) and others asmarketing tactics (e.g., promotion tactics and pricingtactics). Three representative quotes (one each from the1980s, 1990s, and 2000s) are presented next to highlightthis point.In regard to the distinction between marketing managementand marketing strategy, in an editorial essay, Cunningham andRobertson (1983, p. 5) stated: “As presented in marketingliterature today, marketing management is concerned withtarget market selection and the design of the marketingprogram. The marketing management literature addressesissues at the level of the individual product or brand.Marketing strategy, on the other hand, addresses issues ofgaining long run advantage at the level of the firm orstrategic business unit.” A potential problem with distinguishing between “marketing strategy” and “marketingmanagement” along the above lines is that at the most121fundamental level, while the former pertains to the marketingbehavior of organizations, the latter pertains to managing themarketing behavior of organizations. However, both anorganization’s decisions concerning target market selection(choice of where to compete) and design of the marketingprogram (choice of how to compete) are primarily concernedwith its present and/or planned marketing behavior and notwith managing marketing behavior.In regard to the distinction between marketing strategyand marketing tactics, Webster (1992, p. 10) states: “Toconsider the new role of marketing within the evolvingcorporation, we must recognize that marketing reallyoperates at three distinct levels, reflecting three levels ofstrategy. These can be defined as the corporate, business orSBU and functional or operating levels. In addition to thethree levels of strategy, we can identify three distinctdimensions of marketing—marketing as culture, marketingas strategy and marketing as tactics. Marketing asstrategy is the emphasis at the SBU level, where the focusis on market segmentation, targeting, and positioning indefining how to compete in its chosen businesses. At theoperating level, marketing managers must focus on marketing tactics, the ‘4Ps’ of product, price, promotion, andplace/distribution, the elements of the marketing mix.”In a more focused context (new product launch),Crawford and Di Benedetto (2008, p. 372) state: “Nomatter how new-to-the-world the product is, the firm shouldthink of product commercialization in two sets of decisions.Strategic launch decisions include both strategic platformdecisions that set overall tones and directions, and strategicaction decisions that define to whom we are going to selland how. Tactical launch decisions are marketing mixdecisions such as communication and promotion, distribution, and pricing that are typically made after strategiclaunch decisions and define how the strategic decisions willbe implemented” (italics and bold font in original source).The characterization of marketing decisions pertaining tosegmentation, target market selection and positioning as“strategic marketing decisions” and those pertaining toproduct, promotion, price and distribution as “tacticalmarketing decisions” is arbitrary and conceptually flawed.Some marketing decisions made by organizations in everyone of the above realms are bound to be strategic and othersnon-strategic. Also, given the dynamic and evolving natureof the field, circumscribing the scope of strategic marketingdecisions as pertaining to specific issues (e.g., three—segmentation, target market selection and positioning;seven—segmentation, target market selection, positioning,product, promotion, price and distribution) is inherentlyproblematic. Drawing attention to the problem with thestrategy versus tactics dichotomy, Mintzberg (1987b, p. 14)notes: “The point is that these sorts of distinctions can bearbitrary and misleading, that labels should not be used to

122imply that some issues are inevitably more important thanothers. . Thus there is good reason to drop the word‘tactics’ altogether and simply refer to issues as more orless ‘strategic,’ in other words, more or less ‘important’ insome context, whether as intended before acting or asrealized after it.” In the remainder of the paper, marketingdecisions are broadly distinguished as strategic versus nonstrategic (for simplicity of exposition, more strategic versusless strategic marketing decisions are referred to as strategicversus non-strategic marketing decisions).2 Understandably,the characterization of marketing decisions as strategicversus non-strategic (i.e., more strategic versus less strategic) is essentially transformation of an intrinsically continuous variable (i.e., marketing decisions that are strategic tovarying degrees) into a categorical variable.Issues fundamental to the field of strategic marketingExtant literature provides valuable insights into issues thatare fundamental to marketing as a field of study. Forinstance, Hunt (1983) describes marketing science as thebehavioral science that seeks to explain exchange relationships and focuses on four inter-related sets of fundamentalexplananda: (1) the behaviors of buyers directed atconsummating exchanges, (2) the behaviors of sellersdirected at consummating exchanges, (3) the institutionalframework directed at consummating and/or facilitatingexchanges, and (4) the consequences on society of thebehaviors of buyers, the behaviors of sellers, and theinstitutional framework directed at consummating and/orfacilitating exchanges. Day and Montgomery (1999) delineate the following as issues fundamental to the field ofmarketing: (1) How do customers and consumers reallybehave? (2) How do markets function and evolve? (3) Howdo firms relate to their markets? (4) What are thecontributions of marketing to organizational performanceand societal welfare? Teece, Pisano and Shuen (1997) notethat the fundamental question in the field of strategic2As might be noted, there are scholarly journals such as the StrategicManagement Journal and Journal of Strategic Marketing, but nonesuch as Tactical Management Journal and Journal of TacticalMarketing. Countless educational institutions, worldwide, offercourses on marketing strategy. However, it is doubtful as to whetherany offer courses explicitly labeled as “marketing tactics.” A numberof marketing academicians and doctoral students identify themselvesas specialized in the field of marketing strategy. However, it isdoubtful as to whether any identify themselves as specialized inmarketing tactics. The American Marketing Association MarketingStrategy Special Interest Group is one of the largest special interestgroups, but there isn’t a Marketing Tactics Special Interest Group.Most journals in marketing list only “marketing strategy” as acategory under which manuscripts can be submitted for review andpublication consideration, and use only “marketing strategy” as acategory for indexing articles published in the journal.J. of the Acad. Mark. Sci. (2010) 38:119–140management is how firms achieve and sustain competitiveadvantage. In a similar vein, enumeration of certain issuesthat are fundamental to strategic marketing as a field ofstudy constitutes a third objective of this paper.Foundational premises of marketing strategyKotler (1997, p. xxxii) notes: “Marketing is not likeEuclidean geometry, a fixed system of concepts andaxioms. Rather, marketing is one of the most dynamicfields within the management arena. The marketplacecontinuously throws out fresh challenges, and companiesmust respond. Therefore, it is not surprising that newmarketing ideas keep surfacing to meet the new marketplace challenges.” Similar sentiments have also been voicedby other marketing scholars. For instance, Sheth andSisodia (1999) point out that due to the contextual natureof marketing as a field of study, in the face of majorcontextual discontinuities, there is a need for a criticalreassessment of the field’s law-like generalizations. Theynote that when one or more of the numerous contextualelements surrounding it (e.g., economic forces, technological forces, societal norms, and public policy) change, it canhave a significant impact on the nature and scope of thediscipline. Case in point is the impact of the Internet onmarketing education, practice and research. The nature andscope of the marketing discipline has been significantlyimpacted by the large body of research published duringthe past decade that focuses on myriad facets of firmbehavior and customer behavior in an Internet-enabledmarket environment. Similarly, the current high level ofinterest among marketing academics and practitioners insustainability-related issues is destined to have a significantimpact on the nature and scope of the marketing discipline.Notwithstanding the contextual nature of the field, themarketing discipline is not completely void of generalizationsthat transcend different types of products (e.g., goods,services, ideas, experiences, and places), markets (e.g.,consumer markets and institutional markets), and timehorizons (e.g., pre-Internet and post-Internet). Against thisbackdrop, the fourth objective of this paper is to enumeratecertain foundational premises of marketing strategy.Domain of strategic marketingAny attempt to set limits to a field of intellectualendeavor is inherently futile. Whatever boundaries weset will inevitably omit men whose work should beincluded. Yet when we stretch the boundaries to bringthese men and these works within the field, weinevitably incorporate some we otherwise would have

J. of the Acad. Mark. Sci. (2010) 38:119–140excluded. And what seems to us today firmlyentrenched as part of our little community, mayyesterday have been an alien enclave and tomorrowmay have set itself outside our walls as an independent discipline trying to define its own boundaries. To define the limits of a field of inquiry may prove,in the long run, to be only a gesture, but for a start,delimitation, however tentative, is indispensable. Thedanger is not too great if we keep in mind that anyboundaries we establish are an aid to understanding.(Inkeles 1964, p. 1)Inkeles’ above observations serve to highlight (1) theneed for and the importance of delineating the domain ofany field of study, (2) the attendant challenges andlimitations of any such endeavor, and (3) the need forperiodically revisiting the issue, given the evolving natureof any field of study. Against this backdrop, the remainderof this section is organized as follows. First, the question ofwhat distinguishes strategic marketing decisions from thosethat are not strategic is addressed. Next, a representative listof broad streams of research that provide a perspective intothe evolution of the field of strategic marketing ispresented. Third, a domain statement for the field ofstrategic marketing is proposed. Fourth, a conceptualframework (Fig. 1) that provides additional insights intothe proposed domain statement is presented.Strategic marketing decisions: some distinguishingcharacteristicsStrategic marketing decisions can be viewed as anorganization’s decisions in the realm of marketing that areof major consequence from the standpoint of its long-termperformance (decisions that can have a major impact onan organization's long-term performance for better or forworse—ranging from positive impact to adverse impact onperformance). Chief among the distinguishing characteristics of strategic marketing decisions that stem by virtue oftheir long-term performance implications are the following.Strategic marketing decisions:&&&&&entail resource commitments that are either irreversibleor relatively difficult to reverse (see Ghemawat 1991);entail resource commitments that are relatively larger inmagnitude;entail resource commitments that are made with arelatively longer term outlook;entail resource commitments that are spread over arelatively longer time period;entail resource commitments that are made with arelatively greater emphasis on the achievement of acompetitive cost and/or differentiation advantage;123&&&entail tradeoffs (i.e., pursuing course of action Aimplying that courses of action B, C and D must beforegone, in light of the relatively large resource outlaysthat pursuing any of these courses of action wouldentail);are made in the context of other strategic decisions, inlight of inter-dependencies between them; andare made at higher levels in an organization (e.g. the topmanagement level—the CEO and executives directlyreporting to the CEO), and/or at higher levels within themarketing function (e.g. the CMO and executivesdirectly reporting to the CMO).Strategic marketing decisions, actions, activities andbehaviors Although the foregoing discussion is framed inthe context of an organization’s marketing decisions, it alsoholds in regard to its marketing actions, activities orbehaviors. To elaborate, a cursory examination of marketing strategy and business strategy literature is indicative ofextensive reference to an organization’s decisions, actions,activities and behaviors. For instance, Mintzberg (1987a)points out that while a statement of strategy that is futurefocused is an explicit guide for consistent future behavior ofthe firm, one that is past focused describes consistency inpast behavior. Porter (1996) views the essence of strategyas activities—a business’ decision to perform differentactivities (choice of activities to perform) and/or performspecific activities differently (the manner in which specificactivities are performed) relative to its competitors. Hepoints out that competitive cost advantage is the result of abusiness’ performing specific activities more efficientlythan competitors, and competitive differentiation advantageis a consequence of a business’ choice of activities toperform and the manner in which they are performed. Dayet al. (1990) note that marketing strategy focuses onmarketing activities and decisions that are related tobuilding and maintaining a sustainable competitive advantage. Within reason, the terms actions, activities andbehaviors can be used interchangeably. An organization’smarketing decisions specify the marketing actions ormarketing activities or marketing behaviors to engage in(in the marketplace). While a number of marketing relatedactivities may occur within the boundaries of an organization (e.g., new product development related activities),customers respond to and competitors react to an organization’s marketing actions, activities or behaviors in themarketplace (e.g., actions such as the distinctive features ofa firm’s product offering, the channels through which theproduct is made available, and the price of the productoffering). Illustrative examples that provide insights intosome of the distinguishing characteristics of strategicmarketing decisions are presented next.

1241. Marketing Strategy Scope Organizational Scope2 Market Scope32. Marketing Strategy Process4 Strategy Formulation ProcessStrategy ContentStrategy Implementation3. Marketing Strategy Behaviors Competitive Behavior Cooperative Behavior Collusive Behavior4. Marketing Strategy Context:Internal and ExternalOrganizational Environment Market Orientation Organizational Culture andClimate Organizational Learning Market and Marketing KnowledgeManagement Web 1.0, 2.0, Technologies Sustainable Business Practices Corporate Social Responsibility Social MediaJ. of the Acad. Mark. Sci. (2010) 38:119–140A1. Principal Concerns:Issues Pertaining To Marketing Strategy General ManagementResponsibilities ofMarketing inOrganizations (e.g.Role of Marketing inStrategy Formulationat the Corporate andBusiness Unit Levels)A2. Study of:Describing,Understanding,Explaining andPredicting Theories, Principles,Concepts, Methods, Metrics,Models, Tools,Techniques, 5. Marketing StrategyRelationships Antecedents (Drivers) Consequences(Outcomes) Moderators Mediators9. Intra-Organizational Horizontal Interfaces Marketing Strategy R&D Strategy Marketing Strategy Manufacturing Strategy 8. Intra-Organizational Vertical Interfaces Distinctive and overlapping domains of marketingstrategy, business strategy and corporate strategy Influence of business and corporate strategy onmarketing strategy Influence of marketing strategy on business andcorporate strategy Locus of decision making for marketing strategy 7. Inter-Organizational Horizontal Interfaces Strategic Marketing Alliances Multi-point (multi-market and multi-product)competition 6. Inter-Organizational Vertical Interfaces Marketing StrategyCooperation andCoordination with Suppliers Marketing StrategyCooperation andCoordination with Intermediate Customers (ChannelMembers) Figure 1 Domain of the Field of Strategic Marketing: RepresentativeOrganizational, Inter-organizational and Environmental Phenomena.1The issues delineated in the figure are only representative of thedomain of strategic marketing as a field of study, and do not constituteeither an extensive or a comprehensive mapping of the domain of thefield. 2Organizational Scope of Marketing Strategy: Firm, businessunit, product class, product category, brand, etc. 3Market Scope ofMarketing Strategy: Geographic market scope, market types scope andmarket segments scope. Geographic Market Scope: Global, multi-country, country, region of a country, etc. Market Types Scope:Business-to business market, business-to-consumer market, businessto-business and business-to consumer markets, etc. Market SegmentsScope: All market segments, subset of market segments, specificmarket segment, etc. 4Although for ease of exposition, the marketingstrategy process is shown as a linear sequence, in reality, it as aniterative process. For example, firms routinely make ongoingchanges in strategy content in the aftermath of the outcomes ofimplementation.Sizeable resource commitments that are either irreversibleor relatively difficult to reverse The Boeing 787 Dreamliner(currently under development) and the recently launchedAirbus 380 airplane by EADS (European AeronauticDefense and Space Company, the European parent company of Airbus) represent new product initiatives entailingmulti-billion dollar (euro) resource outlays. These newproduct decisions are reportedly based on different scenarios and assumptions about how the market for commercialpassenger aviation is likely to evolve. While the Boeing787 Dreamliner is a response to a future scenario in which agrowing proportion of international air travel will be pointto-point between city-pairs, the Airbus 380 is a response toa future scenario in which a growing proportion ofinternational air travel will be between major internationalhub airports (at substantially lower costs per passengermile). When introduced, the Boeing 787 Dreamliner isexpected to be able to connect with nonstop flights morepairs of cities worldwide than is possible with currentairplanes. The 787 would be a relatively more fuel-efficientpla

Marketing strategy, on the other hand, addresses issues of gaining long run advantage at the level of the firm or strategic business unit.” A potential problem with distin-guishing between “marketing strategy” and “marketing management” along the above lines is that at the most fundamental level, wh

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