Strategic Marketing, Innovation Culture and Competitive Advantage of Selected Petroleum Products Marketing Companies: Evidence from Nigeria (Published)
This paper investigated the effect of strategic marketing (SM) on innovation culture (IC) and competitive advantage (CA) of selected petroleum products marketing companies in Lagos State, Nigeria. It further examined relative moderating role of resource capabilities (RC). A cross-sectional survey research design was used in the study. Target population comprised 1568 managerial staff of the selected companies. Cochran’s formula was used to determine a sample size. Stratified random sampling and proportionate sampling techniques were used to group the sample to definite categories of directors, senior managers, marketing managers and supervisors and for adequate representation. A validated questionnaire was administered and a total of 497 retrieved for analysis. The data collected were analysed using multiple regression analysis. The findings revealed that strategic marketing had a positive and significant effect on innovation culture (Adj.R2= 0.390, F (1, 491) = 80.180, p < 0.05) and competitive advantage (Adj.R2 = 0.627, F (4, 491) = 208.685, p < 0.05). The study recommended that the management of petroleum products marketing companies should be committed to adopting strategic marketing towards building innovation culture and achieving competitive advantage.
Electronic Marketing Practices, Competitive Environment and Performance of Telecommunications Companies in Kenya (Published)
The objective of the study was to ascertain the effect of e-marketing practices on the performance of telecommunications companies in Kenya. The population of the study was drawn from all telecommunications companies Kenya. Primary and secondary data were used where a semi-structured questionnaire was used to collect primary data while secondary data was extracted from industry performance reports. Data was analyzed using descriptive statistics, factor analysis and regression analysis. The findings showed statistically significant relationship between e-marketing practices and organizational performance. Results of the moderating effect of competitive environment on the relationship were equally statistically significant. The results imply that organizations that have adopted e-marketing practices have also been able to record better performance. This relationship is however moderated by competitive environment meaning that while e-marketing practices contribute to organizational performance, the competitive environments within which they operate require that they develop mechanisms that enable scanning and adapting to competitive environment for competitiveness and better performance. Failure to adapt to the competitive environment can result into organizational demise despite adopting appropriate marketing strategies including, e-marketing practices.