Amir Zakaria Consulting Group | Intelligent marketing strategy (IMS)
creativity, innovation, IMS, marketing strategy, intelligent
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Intelligent marketing strategy (IMS)

Intelligent marketing strategy (IMS)

Intelligent marketing strategy (IMS) is a source of think-tank or pool of creativity, innovation and knowledge creation. IMS can play mutual important role for organizational success. In one hand it can provide requirements of sustainable competitive advantage (SCA) and in the other hand it can result in superior business performance using SCA through marketing assets. Applying marketing assets (informational and relational), IMS creates value for customers and satisfy them. As a consequence, satisfied customers return to the organization and bring it prosperity (Tomaz Cater, 2003).

IMS as a thoughtful strategy of strategic marketing think tank, must enable the organization to identify its customers’ needs, to create value for them (providing their desired products – goods, services and ideas), to deliver created value in a way that satisfies them, to encourage them to return, to make a beneficial, mutual and long term relationship with them, etc (Kotler, 2000; Perraultt and McCarthy, 2003; Solomon and Stuart, 2000; Fahy and Smithee, 1999; Harmsen and Jensen, 2003; McNaughton et al., 2002; Sirvastava et al., 2001; Deshpande, 1993; Moutinho and Southern, 2010; O’Gorman, 2005; Trim and Lee, 2008).

Some factors and attributes must be prepared before and during the implementation process of IMS. These include: market/customer orientation, marketing resources, relationship marketing/customer relationship management (CRM), marketing learning/intelligence, etc (Liu et al., 2003; Harmsen and Jensen, 2003; Weerawarden and O’cass, 2003; Hooley et al., 2003; McNaughton et al., 2002; Sirvastava et al., 2001; Fahy and Smithee, 1999; Das, 1995; Day, 1994; Kohli and Jaworski, 1990; Sinkula, 1994; Aaker, 1994 ; Aghazadeh, 2015).

Reference

  • Aghazadeh, H. (2015). “Strategic Marketing Management: Achieving Superior Business Performance through Intelligent Marketing Strategy”. Procedia – Social and Behavioral Sciences, Volume 207, Pages 125-134.
  • Aaker, D.A. (1994). “Strategic Market Management”. 4th ed., John Wiley and Sons, New York, NY.
  • Das, T.K. (1995). “Managing Strategic Flexibility: Key to Effective Performance”. Journal of General Management, Vol. 20(3), pp.60-75.
  • Day, G.S. (1994). “The capabilities of market driven organisations”. Journal of Marketing, Vol. 58, pp.37-51.
  • Deshpande, R., Farley, J.U. and Webster, F.E. (1993). “Corporate culture, customer orientation, and innovativeness in Japanese firms, a quadrad analysis”. Journal of Marketing, Vol. 57, January, pp. 23-7.
  • Fahy J., smithee A. (1999). “Strategic marketing and the resource based view of the firms”. Academy of marketing science review, Vol.1999, No.10.
  • Harmsen, H. Jensen, B. (2003). “Identifying the determinants of value creation in the market: A competence – based approach”. Journal of Business Research, 5727.
  • Hooley, J.G. Greenley, E.G., Gadogan, W.J. and Fahy, J. (2003). “The performance impact of marketing resources”. Journal of business Research, Article in press.
  • Kohli, A. K. and Jaworski, B. J. (1990). “Marketing orientation: the construct, research propositions and managerial implications”. Journal of Marketing, Vol. 54, pp.1-18.
  • Kotler, P. (2000). “Marketing Management”. Prentice hall.
  • Liu, S.S., Luo, X. and shi, Y. (2003). “Market-oriented organizations in an emerging economy: a study of missing links”. Journal of Business Research, No.56.
  • McNaughton, B. R., Osborne, P. and Imire, C.B. (2002). “Market-oriented value creation in service firms”. European Journal of marketing, vol. 36, No.910.
  • Moutinho, L. Southern, G. (2010). “Strategic Marketing Management: A Business Process Approach”. 1st Edn., Cengage Learning, Hampshire, UK.
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  • Perreault, D.W., McCarthy, J.E. (2003). “Essentials of marketing”. McGraw-Hill.
  • Sinkula, J. M. (1994). “Market Information Processing and Organization Learning”. Journal of Marketing, Vol.58 (January), pp35-45.
  • Sirvastava, K.R., Fahey, L. and Christensen, K.H. (2001). “The resource – based view and marketing: the role of market-based assets in gaining competitive advantage”. Journal of management, No.27.
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  • Tomaz Cater. (2003). “The Relevance of Four Schools of Thought on the Sources of a Firm’s Competitive Advantage: A Case of Slovenian Firms”, Economic and Business Review for Central and South – Eastern Europe; 5, 4.
  • Trim, P.R.J. Lee, Y.I. (2008). “A strategic marketing intelligence and multi-organisational resilience framework”. Eur. J. Market., 42: 731-745.
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