Michael P. Mokwa

Implementing marketing strategies: Developing and testing a managerial theory.

Implementation pervades strategic performance. It is a critical link between the formulation of marketing strategies and the achievement of superior organizational performance. Research conducted i...

SERV*OR: A managerial measure of organizational service-orientation

Abstract An organizational service orientation scale (SERV ∗ OR) is developed and validated in this study. Service orientation is defined as an organization-wide embracement of a basic set of relatively enduring organizational policies, practices and procedures intended to support and reward service-giving behaviors that create and deliver “service excellence.” The SERV ∗ OR managerial measure captures the extent to which an organization is perceived bu its employees as having adopted and embraced specific policies, practices and procedures that represent an organizational service orientation. A comprehensive and rigorous program to develop the valid and reliable measure was undertaken. Key features of the methodology included executive focus group interviews, multiple rounds of pre-testing, multi-sample assessment, and multi-industry replication. The results strongly indicate that organizational service orientation may be represented by a structure comprised of ten factors. The factors are carefully described and theoretically based. Managerial implications and future research directions are discussed.

Success-Producer and Failure-Preventer Marketing Skills: A Social Learning Theory Interpretation

This study examines organizations that emphasize differing types of marketing skills. It is based on a national survey of Health Maintenance Organizations. The organizations are first classified into groups based on their distinctive marketing skill configurations. Six groups were identified. Next, differences between these organization types are examined with respect to organization strategy, characteristics of the chief marketing executive, organizational environment, and performance. These results suggest that more successful organizations develop particular constellations of marketing skills. The results generally appear consistent with a social learning theory perspective on marketing skill development.

Creativity in Advertising: A Janusian Perspective

Abstract Creativity is usually defined and studied as an elusive phenomenon that defies adequate description and effective management. However, in this discussion, “Janusian thinking” is presented as “a logic of creativity” that can be described and managed. Janusian thinking involves the emotive mental resolution of apparent opposite or contradictory ideas. It is a natural mental process. Janusian thought can be found in many advertising executions and might be a cornerstone of the advertising process. This paper illustrates the Janusian approach to creativity and provides specific examples of Janusian thinking in campaign themelines, television commercials and print ads. In addition, implications (of the Janusian perspective) are offered for advertising research, management and education.

Students are Important Consumers: Assessing Satisfaction in a Higher Education Context

Satisfaction assessment is a vital dimension of strategic marketing consciousness and practice. Yet the study of student satisfaction in higher education is underdeveloped. This empirical study tests, and demonstrates, the utility of the disconfirmation perspective of consumer satisfaction as a theoretical foundation and method for evaluating student satisfaction within the context of an MBA program.

Strategic groups, mobility barriers, and competitive advantage: An empirical investigation

Abstract Strategic groups analysis is a relevant framework for investigating competitive advantage and identifying the variables that create and sustain competitive advantage in an industry. Using the perfumes, cosmetics, and toiletries industry, a multi-year analysis was conducted: (1) to illustrate how strategic group analysis can be employed to identify firms that have achieved competitive advantage over their rivals in an industry; (2) to identify functional variables that create mobility barriers and thus competitive advantage for these firms; and (3) to explore the relationships among group structure, performance, and competitive advantage over time. The results indicate that strategic groups achieving a significant competitive advantage can be identified and that the key variables creating competitive advantage are not stable.

Management styles and marketing strategies: an analysis of HMOs.

The results of a recently conducted national study indicate that a variety of strategic management styles are being pursued by HMOs, and that relationships exist between these styles and marketing strategies. The findings themselves have strategic relevance for HMOs and other health service providers.

Paradox, advertising and the creative process

Abstract Creativity often is perceived to be an elusive and unmanageable dimension of advertising, typically delimited to the work of the “creative” copywriter or artist. But creativity pervades the advertising process. Moreover, it can be understood and managed. In this review, we illustrate that paradox also pervades the advertising process. We propose and demonstrate that confronting and comprehending the oppositional forces of paradox can lead to creative thought and activity throughout the advertising process, from account management to sales performance.