Marketing logics for competitive advantage?

Abstract

PurposeThis paper aims to address two issues facing marketing management: firstly, the need to make marketing a more central function of the firm; and secondly to explore ways in which marketing can be more innovative.Design/methodology/approachThe logic of marketing management as practised by corporate marketing executives (CMEs) is investigated. Logics describe the sensemaking activities of managers which help explain the disparate ways in which marketing managers approach similar marketing problems. The paper develops a framework for analysing managerial decision making. The research applies a grounded theory technique and 15 personal in‐depth interviews are carried out with top managers in marketing (CMEs) in three financial services companies, three telecommunications and IT companies, and nine pharmaceutical companies.FindingsThe results suggest four main logics, i.e. performance, communication, stakeholder and innovation. These are then defined in terms of management and marketing capabilities.Research limitations/implicationsThe paper develops a framework in which to examine the use of logics in marketing management. In the actual survey the authors examined only a relatively small sample of organisations in a few industries, but in considerable depth. The research does however give the basis for a more quantitative study to generalise the existence of these logics and investigate their links with company performance.Practical implicationsThis paper gives important managerial insights into the ways in which managers' logics both limit and provide opportunities for managerial action. The findings will help managers become more reflexive towards the tacit assumptions they make about the business environment, the tasks that they undertake and the capabilities that they need to develop.Originality/valueThe paper represents a new and unique way of addressing marketing management. Management logics and sensemaking have been studied in the management literature but their repercussions for marketing managers have not been fully explored. The paper paves the way for further research into the role of marketing logics in influencing managerial action.