Rajendra K. Srivastava

Market Orientation and Organizational Performance: Is Innovation a Missing Link?

In recent years, a market-oriented corporate culture increasingly has been considered a key element of superior corporate performance. Although organizational innovativeness is believed to be a pot...

Market-Based Assets and Shareholder Value: A Framework for Analysis

The authors develop a conceptual framework of the marketing–finance interface and discuss its implications for the theory and practice of marketing. The framework proposes that marketing is concern...

Marketing, Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and the Discipline of Marketing

The authors develop a framework for understanding the integration of marketing with business processes and shareholder value. The framework redefines marketing phenomena as embedded in three core b...

Measuring Marketing Productivity: Current Knowledge and Future Directions

For too long, marketers have not been held accountable for showing how marketing expenditures add to shareholder value. As time has gone by, this lack of accountability has undermined marketers’ credibility, threatened the standing of the marketing function within the firm, and even threatened marketings existence as a distinct capability within the firm. This article proposes a broad framework for assessing marketing productivity, cataloging what is already known, and suggesting areas for further research. The authors conclude that it is possible to show how marketing expenditures add to shareholder value. The effective dissemination of new methods of assessing marketing productivity to the business community will be a major step toward raising marketings vitality in the firm and, more important, toward raising the performance of the firm itself. The authors also suggest many areas in which further research is essential to making methods of evaluating marketing productivity increasingly valid, reliable, and practical.

The resource-based view and marketing: The role of market-based assets in gaining competitive advantage

This article posits a framework that shows how market-based assets and capabilities are leveraged via market-facing or core business processes to deliver superior customer value and competitive advantages. These value elements and competitive advantages can be leveraged to result in superior corporate performance and shareholder value and reinvested to nurture market-based assets and capabilities in the future. The article also illustrates how resource-based view (RBV) and marketing considerations in the context of generating and sustaining customer value can refine and extend each other’s traditional frames of analysis. Finally, the article posits a set of research directions designed to enable scholars to further advance the integration of RBV and marketing from both theory-driven practice management as well as a problem-driven theory development perspectives.

Customer-Oriented Approaches to Identifying Product-Markets

The need to identify the boundaries of increasingly complex product-markets has spawned a number of analytical methods based on customer behavior or judgments. The various methods are compared and ...

Determination of Adopter Categories by Using Innovation Diffusion Models

Using the analytical logic underlying the classical adopter categorization approach proposed by Rogers, the authors suggest that adopter categories for a product innovation can also be developed by...

Linking Brand Equity to Customer Equity

Customer equity and brand equity are two of the most important topics to academic researchers and practitioners. As part of the 2005 Thought Leaders Conference held at the University of Connecticut, the authors were asked to review what was known and not known about the relationship between brand equity and customer equity. During their discussions, it became clear that whereas two distinct research streams have emerged and there are distinct differences, the concepts are also highly related. It also became clear that whereas the focus of both brand equity and customer equity research has been on the end consumer, there is a need for research to understand the intermediary’s perspective (e.g., the value of the brand to the retailer and the value of a customer to a retailer) and the consumer’s perspective (e.g., the value of the brand versus the value of the retailer). This article represents general conclusions from the authors’ discussion and suggests a modeling approach that could be used to investigate linkages between brand equity and customer equity as well as a modeling approach to determine the value of the manufacturer to a retailer.

Linking Customer Assets to Financial Performance

As more firms adopt a customer asset management approach to their business, it has become increasingly important to understand how customer management efforts relate to the financial performance of the firm. Of specific interest to shareholders is the relationship between traditional financial measures and customer-centric measures. The customer-centric measure that has received the most attention is customer lifetime value (CLV). In this article, the authors argue that the basic CLV model represents a useful foundation from which to begin to fill the gap between marketing actions and shareholder value. However, much work remains to be done before appropriate models can be developed that reflect the true value of a customer to the firm. Specifically, this article elaborates on how factors such as risk associated with customer behavior dynamics, social and competitive effects, and the effect of the product life cycle can be incorporated into the basic CLV model.

A Customer-Oriented Approach for Determining Market Structures

A framework for market analysis based on customer perceptions of substitutability-in-use is presented. An empirical application in the financial/banking services market is used to illustrate that w...