التفاصيل البيبلوغرافية
| العنوان: |
A resource-advantage theory typology of strategic segmentation. |
| المؤلفون: |
Thoeni, Andrew T., Marshall, Greg W., Campbell, Stacy M. |
| المصدر: |
European Journal of Marketing; 2016, Vol. 50 Issue 12, p2192-2215, 24p |
| مصطلحات موضوعية: |
MARKET segmentation, MARKETING management, MARKETING research, CLASSIFICATION, MARKETING strategy |
| مستخلص: |
Purpose The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing managers’ practice of strategic segmentation, thereby formulating a new theoretical basis to bridge the current theory–practice literature gap in strategic segmentation.Design/methodology/approach Based on the resource-advantage theory, this paper defines a typology of strategic segmentation that depicts how a firm’s access to imperfectly mobile resources relates to the marketing manager’s assumed heterogeneity of the market and to the manager’s approach to the market.Findings The authors postulate a typology of firms’ strategic segmentation and approach to the market that is heavily influenced, and potentially limited, by the firm’s available resources to effectively segment and address the market.Research limitations/implications The typology suggests that resource availability affects a manager’s view and approach to the market. Therefore, testing of this typology should be performed to provide an empirical basis for a taxonomical foundation of strategic segmentation. Empirical testing should examine whether: resource availability is directly related to managers’ views of market heterogeneity, resources are negatively correlated with market approach, market-based intelligence (customer needs) are linked to the market approach, and there is relationship between a firm’s position within the typology and its long-term performance.Practical implications This paper provides an understanding that a manager’s knowledge of resource availability may be strategically counter-productive when creating a strategic segmentation. This limitation may lead to short-run choices for segmentation and market approach. Managers should, therefore, consider their strategic goals both with and without limiting their view based on current resources.Originality/value This paper provides the first typology of strategic segmentation by considering theoretical foundations of business that could bridge the often-noted theory–practice gap of segmentation. [ABSTRACT FROM AUTHOR] |
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| قاعدة البيانات: |
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