Professional Documents
Culture Documents
Shahriar Azizi
is an assistant professor of Marketing in the Department of Management and Accounting at Shahid Beheshti University, Tehran,
Iran. He has published more than 20 articles and three books on marketing topics in Iranian journals, and also serves as reviewer
of three Persian-language journals.
ABSTRACT In this article, the relationship between marketing strategy and the
marketing capability of three categories of business performance overall, financial
and non-financial has been investigated using a questionnaire including 30
parameters. The acceptable Cronbachs in the questionnaire is considered to be
0.80. The multiple regression tests indicate that marketing strategy has no effect
on the overall performance (b = 0.001; t = 0.005), whereas it shows a positive effect
on non-financial performance (b = 0.412; t = 3.067), and a negative effect on financial
performance (b = 0.293; t = 2.081). The results also indicate that marketing capability
has positive effects on all three investigated categories, that is, the overall
performance (b = 0.727; t = 5.680), the non-financial performance (b = 0.481; t = 3.580)
and the financial performance (b = 0.649; t = 4.612).
Journal of Medical Marketing (2009) 9, 309317. doi:10.1057/jmm.2009.33
Keywords: marketing capability; marketing strategy; performance; medical equipment
Correspondence:
Shahriar Azizi
Department of Business
Administration, IRANTehran-Evin-SBU UniversityFaculty of Management and
Accounting, Shahid Beheshti
University of Tehran,
PO Box 1983963113,
Tehran 1967933759, Iran
E-mail: s-azizi@sbu.ac.ir
INTRODUCTION
Health care is among the essential
concerns and challenges of societies
worldwide, and it has a direct effect
on the economic efficiency of the
community. One of the major
www.palgrave-journals.com/jmm/
Azizi et al
310
Year
Value
(US$ million)
Annual growth
(%)
2001
2002
2003
2004
2005
2006
2007
397.79
423.56
465.39
363.14
336.21
425.98
534.31
0.065
0.0985
0.22
0.074
0.267
0.25
BACKGROUND
Marketing strategy and
performance relationship
A number of factors, including the
increased competition among local and
international companies, the emergence
of more demanding customers and great
technological advances in medical
equipment, have led to a complex market
in this sector. In this complex market
environment, the marketing strategy of
the company could be a competitive
advantage versus other companies
provided that they deliver services and
values that not only meet the customer
demands, but surpass them. Therefore, it
goes without saying that companies need
to investigate and apply a differentiated
strategy versus others to stand out in the
crowd. Six main corporate operations are
usually categorized as follows: Marketing,
R&D, Technology, Operations, HR and
Finance. The objective of marketing
activities is to increase organizational
311
Azizi et al
ANSOFFS MATRIX
To illustrate the growth strategies, Ansoff
has developed a matrix focusing on a
companys product(s) and its existing and
potential markets.8
Existing
market(s)
New market(s)
Existing
product(s)
New
product(s)
Market
penetration
Market
development
Product
development
Diversification
312
Marketing capability
Performance
(Overall, financial,
non-financial)
Marketing strategy
METHODOLOGY
In order to collect the required data for
our study, a questionnaire was designed
containing 30 items in which 27 items
were assigned to four latent variables and
three items to demographics variables
(see Appendix). For investigation and
analysis of marketing strategy, a
questionnaire containing six statements
(one statement for defensive strategy, four
statements for four types of aggressive
strategy, and one for focus strategy) was
designed. The questionnaires were
submitted to 50 large, well-reputed
companies involved in Irans medical
equipment industry, and the investigation
team was constantly and closely in contact
with involved companies. Thirty-six
questionnaires out of 50 sent were
received , which is equal to a response
rate of 72 per cent. Three replies were
excluded because of non-reply to most
of the questions. The final analysis was
performed based on 33 questionnaires.
The Cronbachs in the questionnaire
was equal to 0.80, which is an acceptable
range (see Table 2).
313
Azizi et al
Number of
questions
Marketing
capability
Marketing strategy
Financial
performance
Non-financial
performance
10
Source
6
7
Weerawardena
(2003)20
Ansoff (1965)8
Vorhies (1998)10
Vorhies (1998)10
Frequency
Percentage
Valid
percentage
Age (years)
< 30
3140
4150
>50
14
10
6
3
42.4
30.3
18.2
9.1
42.4
30.3
18.2
9.1
Gender
Men
Women
28
5
84.8
15.2
84.8
15.2
12.1
54.5
33.3
12.1
54.5
33.3
314
MKS
MC
PE
NFP
FP
Means
SD
MKS
MC
PE
NFP
FP
2.69
3.74
3.60
4.2
3.27
0.683
0.482
0.377
0.484
0.390
0.202
1
0.147
0.727*
1
0.509*
0.564*
0.702*
1
0.162
0.590*
0.862*
0.245
1
*P < 0.01.
Abbreviations: FP Financial performance; MC Marketing capability; MKS Marketing strategy; NFP Non-financial performance;
PE Overall performance.
Significance
R2
FANOVA
MKS
MC
0.001
0.727
0.005
5.680
0.996
0.000
0.529
16.824**
NFP
MKS
MC
0.412*
0.481*
3.067
3.580
0.005
0.001
0.481
13.894**
FP
MKS
MC
0.293*
0.649**
2.081
4.612
0.046
0.000
0.430
11.324**
Dependent
variables
Independent
variables
PE
CONCLUSION
There are limited studies on the marketing
aspects of the medical equipment industry
worldwide. The majority of companies in
this industry cannot disclose their data
owing to business confidentiality reasons.
The results show that both marketing
strategy and marketing capability have
relatively high positive effects on the nonfinancial performance of the sample
companies. In the overall performance
model, only the marketing capability
shows an effective impact. In the financial
performance model, marketing strategy
and marketing capability have negative
315
Azizi et al
REFERENCES
5
6
8
9
10
11
12
13
14
15
16
17
18
19
316
20
APPENDIX
Questionnaire items
Marketing Capability:
Quality of customer service
Effectiveness of promotional activities
(for example advertising) in gaining
market share/sales growth
Quality of salespersons
Strength of distribution networks
Advertising expenditure as percentage of
sales
Firms market research efforts
Ability to differentiate products
Speed of new product introduction
The extent of marketing activities
The extent of firms marketing
capabilities enabling it to compete
successfully
Marketing Strategy (please mark only one
option):
Our company tries to retain its current
market share (defensive marketing
strategy)
Our company tries to increase its sales
volume via increasing sales to current
customers (aggressive marketing strategy)
Our company tries to increase its sales
volume via selling new products to
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