I

Lack of Creativity in Marketing

Strategy
 Table of Contents
Chapter 1: Introduction..................................................................................................4
1.1 Overview of the Chapter...................................................................................5
1.2 Background.......................................................................................................5
1.3 Problem Statement............................................................................................6
1.4 Justification of Research...................................................................................6
1.5 Research Question.............................................................................................6
1.6 Research Objectives..........................................................................................7
1.7 Organization of Thesis......................................................................................7
Chapter 2: Literature Review.........................................................................................9
2.1 Understanding Theories..................................................................................10
2.1.1 Understanding Creativity......................................................................10
2.1.2 Relationship between creativity and Innovation...................................10
2.1.3 Marketing strategy................................................................................11
2.2 Creativity in marketing strategies....................................................................11
2.3 Literature Review............................................................................................11
2.4. Hypothesis Development...............................................................................12
2.4.1 Hypothesis Statements..........................................................................13
2.5 Conceptual framework....................................................................................13
Chapter 3: Research Methodology...............................................................................15
3.1 Research Paradigm..........................................................................................16
3.2 Research Philosophy......................................................................................16
3.3 Research  Methodology...................................................................................16
3.3.1 Sample...................................................................................................16
3.3.2 Variable of study...................................................................................17
3.4 Data Analysis Technique.................................................................................17
..............................................................................................................................18
Chapter 4 : Results and Discussions.............................................................................19
4.1 Results.............................................................................................................20
4.1.1 Descriptive Analysis..............................................................................20
4.1.2 Correlation and regression Analysis......................................................21
4.2 Discussion.......................................................................................................22
Chapter 5: Conclusion..................................................................................................23
Conclusion.............................................................................................................24
Limitations............................................................................................................24
Chapter 1: Introduction
1.1 Overview of the Chapter

This chapter will offer a complete review of the study's background, based on
extensive research.This research had been conducted on why there is a lack of
creativity in the world of marketing. Why Does it’s been restricted to already tried
and tested. We will share a background of this study and then we will end up with
research questions and objectives.

1.2 Background

According to a recent World Federation of Advertisers research, the biggest

impediment to innovation is a risk-averse culture, not a lack of direction or a fear of
failure. Short-term thinking comes in second, with 51% of marketers mentioning it. A
global survey of 640 client-side marketers identified a number of additional barriers to
creativity, including a lack of focus on efficiency 6%, a lack of belief in creativity
24%, and a lack of talent within an organization  23%. 82% of the respondents of
surveys say that creativity is marketing’s most potent weapon, yet only 28% regard it
as critical to their success. It is believed that obsession with data has led to marketers
“stalking” consumers rather than inspiring them (Mishra, 2022). Creativity is the
oxygen which drives business, unless you engage with that, you won’t go on
developing, you won’t go on innovating. A 2020 study led by professors at the
University of Waikato found the reason “great” creative ideas from agencies don’t get
pitched to clients is disagreement over whether it’s “appropriate.” The researchers
wrote in the Journal of Advertising Research, “Particularly for highly original ideas, if
the idea isn’t expressed in a way that senior agency executives will recognize as work
that ‘fits established patterns’ and ‘has stood the test of time,’ it most likely will scare
risk-averse clients” (Ryan, 2022).Studies have shown that the more creative an
advertising campaign, the more likely it is to create a lasting impression on a
consumer. Even when the marketing role becomes more entangled and sophisticated,
we can manage and emphasize creativity as a means to contribute to corporate
success. If we want to take a more creative approach, we must urge our organization
to be able to survive in unfavorable conditions.
1.3 Problem Statement

Is it true that handling brand difficulties and engaging customers no longer requires
creativity? In a culture that is still struggling to make sense of so-called digital
channels, data and technology, and artificial intelligence, creativity seems to be out of
style.
Creativity, which is the oxygen of marketing, is necessary for the ability to
comprehend and work with people who use our categories, to comprehend brand
creativity barriers, and to innovate products and generate sales via innovative
solutions.

1.4 Justification of Research

This section of the study will discuss the selection of this topic for a research study.
Being aware of the limitations that could stifle creativity and make it impossible for
innovators to come up with brilliant new solutions to challenges is essential for
successful creative thinking. One of the most prevalent barrier to creativity is fear of
failure. Since you are worried that someone will scorn your ideas or write them off
as non-conventional, this barrier may prevent you from sharing your thoughts.
Reliance on out-of-date concepts and conventional methods of thinking is another
major barrier to creativity. You can be doing this out of laziness or because you work
in a place where upholding the status quo is highly valued. You must start "thinking
outside the box," take uncommon detours, go out of your comfort zone, and give up
tried-and-true behaviors if you want to overcome these challenges. Fortunately, there
are methods you may employ to assist you get through the most common obstacles to
creativity.

1.5 Research Question

This section discusses the research topics that this project will address. The following
are the questions :
1. Marketers failing to overcome key barriers to creativity?
2. Why do great creative ideas get killed?
3. Where do marketers need to focus to boost their creative performance?
1.6 Research Objectives

This part of the research will tell the objectives of the study.
1. To examine why marketers are falling to overcome key barriers to creativity.
2. To examine why do great creative ideas get killed.
3. To check that where do marketers need to focus to boost their creative
performance.
4. To examine why a conventional approach is being followed in marketing.

1.7 Organization of Thesis

Research is needed in the areas of management, marketing, and business innovation.

This essay claims that the first step to innovation is being creative. We started by exa
mining the underlying causes. The organization of these five chapters will help to acc
omplish the goals outlined in the research questions. The next chapter, which is fully
based on earlier research on this case study, is now available. The study will evaluate
all pertinent academic writing on the subject. This is required to gain a better
understanding and a broader perspective on the subject at hand. The literature
evaluation also includes information on publications that have previously conducted
in-depth research on the issue at hand. This will allow you to discover any gaps or
places for improvement. Furthermore, it clarifies the relationships and organizational
structures of the variables mentioned in the study. the framework that will explain
how the relationships between the independent and dependent variables in the study's
data will be analyzed. This section also develops the study's hypothesis. It is now time
to move on to Chapter 3 after having a thorough comprehension of all of the subject's
fundamental material and the areas where prior research fell short. The research
techniques are defined and described in Chapter 3. It is stated what kind of data would
be gathered. Additionally, it displays the evaluations and research done on the
gathered information. When the analysis is complete, this chapter 4 will cover the
findings. In order to highlight differences between earlier study findings and the most
recent discoveries, earlier research findings are provided in a comparative discussion.
Chapter 5 then summarizes the study's findings on the factors. The limitations of the
study and future research prospects are also highlighted in this chapter.
Chapter 2: Literature Review
2.1 Understanding Theories

The current study sought to investigate how successful marketing plan execution and
creative marketing strategy influence a business performance.

2.1.1 Understanding Creativity

Creativity is defined by psychologists as the ability to generate ideas that are both
original and adaptable (Simonton, 2001). Authors define creativity as the
development of novel, beneficial ideas for use in problem-solving strategies,
procedures, processes, and products. Innovating involves putting new ideas into
action, which necessitates individual originality (Amabile et al., 1996). Furthermore,
the ability to create innovative items is critical to a company's profitability and long-
term viability. The influence of creativity and the creative industries may now be
observed at the global economic level as a result of globalization and the
accompanying possibilities of selling goods and services worldwide (Gouvea & Vora,
2018).

2.1.2 Relationship between creativity and Innovation

It is essential to emphasize the differences between their definitions in order to

completely understand the connection between creativity and innovation. Sternberg
(2006) defines creativity at work as the generation of original and potentially practical
ideas for implementation in different crucial areas of the organization, such as
products, practices, services, or processes . Ideas are also considered beneficial if they
have the potential to provide direct or indirect benefit to the organization, in the short-
or long-term, and fresh if they are different from other ideas already available in the
organization (Hassanzadeh et al., 2015). The term "innovation" contrasts this and
refers to the creation and application of ideas, or, to put it another way, the translation
of ideas into a tangible organizational element, which may be a process or a product.
It was amply shown by Hulsheger, Anderson and Salgado(2009) that there is a causal
relationship between creativity and innovation. As ideas are selected, combined,
reorganized, and synthesized to emerge as an output or a novel product, for example,
creativity is the process by which ideas are produced in order to be utilized in the
innovation mechanism. It is possible to categorize innovation as a process or a
product, spectacular or gradual.Previously accepted behaviors have a substantial
impact on the degree of radicalization in terms of structural processes and creativity-
related components. The innovation that results is usually associated with a new or
improved version of a product or technique (Çokpekin and Knudsen, 2012).

2.1.3 Marketing strategy

A marketing strategy is a collection of decisions that enable a company to outperform

its competitors. The most important theoretical groundwork for comprehending the
nature of strategic decisions was offered by Porter, Miles, and Snow in 1980. Four
organizational strategy types have been developed based on how a corporation defines
its product-market area, methodologies, and structures to accomplish business
manifestation. Defenders, as opposed to prospector-oriented businesses, which are
fast to spot new market and product prospects, create long-lasting partnerships with
consumers and goods on the international market.Analyzers  employ a transitional
approach to link Defenders and Prospectors in order to create a loyal client base and
extend their product offers while keeping a close eye on Prospectors. The fourth kind,
reactors, are not always aware of a problem that organizations face (Olson, 2022). The
entrepreneurial problem is centred on how a product defines its market coverage area
and how an organization builds consumer values.

2.2 Creativity in marketing strategies

Businesses that want to increase their profits must  induce creativity in  marketing
strategy. It is usually difficult to achieve this  due to resource competitiveness,
environmental unpredictability, and cultural obstacles(Ishaq and Hussain, 2016). For
example, Pakistan's current economic and social situation has produced an unstable
and harsh economic outlook, affected all business sectors, hampered marketing
efforts, and badly impacted both individual and organizational performance.

2.3 Literature Review

Creativity in marketing strategies and effective execution have been well-documented

frameworks in academic study due to their relevance in strategy formulation.
However, when it comes to how creative processes are employed and difficulties with
creativity, the scientific literature is still ambiguous. This literature review
considerably contributes to the body of knowledge by investigating the simultaneous
influence of creative marketing strategy and strong execution on business unit
success.The first study on the topic examined the factors that led to creative marketing
and found that it had a significant impact on corporate success (Andrews & Smith,
1996). These results are supported by earlier research (Menon et al., 1999). On the
other hand, Im and Workman (2004) were unable to find a significant link between
innovative marketing strategies and economic success. Noble and Mokwa (1999)
looked into how well implemented strategies affected performance. When compared
to high-performing organizations in competitive sectors, businesses with average
performance are unable to appropriately implement marketing strategies. Senior
marketing department professionals are not given an easy assignment when it comes
to carrying out any corporate plan .
According to Bennett and Cooper, (1979), even marketing has shifted its
concentration in a way that reduces the possibility of innovations and breakthroughs.
In conjunction with marketing strategy, a customized marketing mix that assists firms
in reaching their market objectives is produced (Varadarajan and Clark, 1994). "The
extent to which the actions employed to promote a product represent a major
divergence from marketing practices in the product category," say Andrews and
Smith (1996), is what they refer to as marketing strategy creativity. According to
Hamel (1998), strategy innovation is the only method for incumbents to extend their
lease on success and for new entrants to thrive in the face of significant resource
disadvantages. The most innovative organizations are more likely to use cutting-edge
techniques to strengthen their position and obtain an advantage over competitors
(Slater et al., 2010). They stated that innovative marketing techniques may include
unique pricing structures, customer-driven networks, and improved means of
communicating with target clients who have specific preferences. Customers may
receive a unique benefit or incentive to purchase while using these
marketing strategies.

2.4. Hypothesis Development

The extent to which respectable products differ from competing alternatives has a
substantial influence on their profitability. Creating new marketing activities on a regular
basis aids in maintaining a high level of distinctiveness. According to market research,
established things are seldom creatively promoted, although certain product managers are
capable of developing unique marketing methods for their products. Prior studies have
demonstrated the influence of individual problem-solving inputs on marketing programme
creativity, including marketing environment knowledge, diversity of experience and
education, intrinsic motivation, risk-taking, and situational factors like formalization of the
planning process, interpersonal interaction, and time constraints. There is a window of
opportunity for businesses with the best capacity for innovation and creativity to
restructure their operations in order to obtain a sustainable competitive edge.New pricing
strategies, widened distribution channels, customer-driven supply networks, discrete touch
points, and value propositions tailored to their individual interests and preferences are all
provided by creative marketing strategies. These creative and marketing-mixed
characteristics help firms build distinctive skills that rivals cannot imitate, leading to long-
term competitive success. The capacity to be creative assists organizations in solving
problems and developing unique goods and methods to appeal to their target markets
and clientele. A corporation with creative talent is more likely to generate unique
goods and methods that command a significant market share and are difficult for
competitors to duplicate. Most organizations are effective at introducing new items
and processes to the market because they have a complete marketing plan based on
their employees' creativity, aptitude, and market orientation. Because of their
uniqueness and creativity, these companies have established a strong competitive
position in the market, making it difficult for their competitors to compete. The ability
of an organization to produce and market original, valuable, and imperfectly imitable
things and processes is determined by its creativity.

2.4.1 Hypothesis Statements

H1. In an unpredictably changing environment, creativity significantly improves long-

term competitive performance.
H2: Improved business marketing strategy is positively reliant on creativity
H3: Marketers are unable to overcome barriers to creativity.
2.5 Conceptual framework

Present research will follow the above devised research model. The model consists of
two independent variables which are creative marketing strategy and effective
execution and one dependent variables which is business unit performance whereas
strategic orientation & environmental uncertainty is being investigated as moderator
which influences the effect of independent variables on dependent variable i.e.
business unit performance.

Figure 1: Conceptual Framework

Chapter 3: Research Methodology
3.1 Research Paradigm

The research paradigm includes research epistemology, research methodology, and

research ontology (Michael Quinn Patton and Dakota, 1975). Epistemology and
ontology are combined in research philosophy (Thakurta and Chetty, 2015).
Methodology refers to the strategy utilized to collect and analyse data . It should
describe your approach to conducting research and provide evidence to back up your
findings (Welman, Kruger and Mitchell, 2015). Scientific output is influenced by the
underlying presumptions and guiding concepts of research paradigms. Understanding
paradigm-specific assumptions highlights areas that need reliable confirmation as well
as the calibre of the data supporting scientific investigations.

3.2 Research Philosophy

The research approach adopted in this study is positivism (Park, Konge and Artino,
2020). The deductive research approach, which permits the construction of functional
linkages between independent factors and dependent variables, is the foundation of
positivism (Reyes, 2004). This technique is used to validate a priori statements that
are usually expressed quantitatively. A cross-sectional research design and a survey
technique are used to support the investigation.

3.3 Research  Methodology

This quantitative research employs descriptive analysis. The data utilized in this study
is secondary data derived from existing research on creative marketing strategy and
effective execution on performance in Pakistan.

3.3.1 Sample

We used samples from prior research that covered the Lahore and Karachi stock
exchanges as sources for this study (Ishaq and Hussain, 2016b). For the purpose of
random selection, eight groupings of industries are initially generated from the two
stock exchanges. Following stratification, 700 firms are chosen at random to
participate in a questionnaire-based study. A cover letter and survey are delivered to
key informants in Pakistan, including business unit executives, marketing and sales
directors, national sales managers, and brand managers.Eight weeks after the original
round of data collecting began, 290 questionnaires were returned. In response to
repeated reminders, 105 further surveys were completed in four weeks. Out of a total
of 368 completed questionnaires, 27 were removed from the study owing to errors and
missing information, for a response rate of 52%. To overcome non-response bias used
an exploration technique by Armstrong and Overton (1977).

3.3.2 Variable of study

This method compares the first and last third of respondents' averages for each
research variable; the results show no statistically significant variations in the mean
scores. We may infer that the non-response biases are unimportant because the data
do not demonstrate a statistical difference between late and early answers (Armstrong
& Overton, 1977).

3.4 Data Analysis Technique

Andrews and Smith (1996) devised a 10-item measure to evaluate the uniqueness of
marketing strategies, whereas Noble and Mokowa (1993) developed a 5-item scale to
evaluate the success of plan execution (1999). Slater et al. (2010) created three
standards to evaluate relative price and quality . According to Jaworski and Kohli,
(1993), market and technological volatility are scored on a 5-point scale, while the
intensity of competition is measured on a 6-point scale. For each strategic orientation,
the one-item measurements were provided  named as Prospectors, Analyzers,
Differentiated Defenders, Low-Cost Defenders, and Rectors. Olson et al. developed a
scale for assessing business performance (2005a). However, in unsure situations, a
second order reflective scale is used to grade the structures. Scales of first order
reflection are used to rate each component. Environmental uncertainty is a result of
consumer behaviour that is unpredictable and technological innovation (Miller,
Droge, & Toulouse, 1988). As a result, first-order competitive intensity, market
volatility, and technical volatility are all components of environmental
unpredictability.
 Table 1: Companies that participated in the study
Industries Number of companies /
Business units
Insurance 35
Banking 43
Chemical 44
FMCG 60
Pharmaceutical 19
Engineering 31
Textile 126
Telecommunication 10
Chapter 4 : Results and Discussions
4.1 Results

The study's results are game changers for Pakistani business. The findings revealed
that innovative marketing approaches and their use had a positive influence on
performance in a variety of Pakistani businesses. Previous studies that emphasized the
relevance of creativity and application in enhancing performance give data to back up
this study.

4.1.1 Descriptive Analysis

The range of the research constructs' Cronbach's alpha coefficients, with 0.6 serving
as the cutoff, is 0.65 to 0.87 (Miller, 2010). This criterion is met by all variables. The
proper internal consistency of each construct is present, and each construct has
undergone factor analysis. For factor analysis to be interpretable, each construct must
contain at least three items with large loadings (>0.30). The analyses include all items
since the loading range for each construct is higher than 0.30. To evaluate the validity
of a concept, Bartlett's and Kaiser-Meyer-Olkin (KMO) tests are utilized. The factor
analysis is appropriate when KMO is between 0.5 and 1.0, indicating that this
particular set of data may be used for exploratory factor analysis. Additionally, the
Bartlett's Test was used to confirm each construct's statistical significance (p 0.001).
Table 2 Kaiser-Meyer-Olkin (KMO)
Variable Kaiser-Meyer-Olkin (KMO), Bartlett’s
test of sphericity: p = 0.001
Creative marketing strategy 0.829

Strategy implementation effectiveness 0.816

Relative cost 0.743

Relative quality 0.796

Market turbulence 0.905

Technology turbulence 0.845

Competitive intensity 0.871

Business performance 0.799

 Kaiser-Meyer-Olkin (KMO) and Bartlett’s Test
Business performance

Competitive intensity

Technology turbulence

Market turbulence

Relative quality

Relative cost

Strategy implementation effectiveness

Creative marketing strategy

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Figure 2 Kaiser-Meyer-Olkin (KMO) and Bartlett’s Test

4.1.2 Correlation and regression Analysis

There is no multicollinearity in the 0.28 to 0.45 range between the lowest and highest
correlation values. The research hypothesis is tested using regression analysis. A
collection of control variables are provided to the model in the first phase of the
hierarchical regression. Only the environmental uncertainty component, which
accounts for 15% of the total variation covered by the model, was shown to have a
substantial and favourable connection with business unit performance. The model
could explain 33% of the variation in the dependent variable when two independent
variables, creative marketing strategy (CMS) and strategy effective implementation
(SEI), were added in the second stage. The model (F = 98.677, p = 0.01) is sufficient,
according to the ANOVA findings, to explain the variation in firm performance in
terms of predictive power. According to the beta coefficients, creative marketing
strategy improved business unit performance (= 0.349, t = 2.96, p = 0.01) and strategy
success (= 0.42, t = 4.85, p = 0.01) and was associated with both. The study's
hypotheses are therefore confirmed. To assess the moderating influence of
environmental uncertainty, both the linkages between CMS and performance and the
ties between SEI and performance are employed. An interaction term between SEI,
environmental uncertainty, and CMS was incorporated in the model. (F = 63.55, p =
0.01) 30% of the variation in the dependent variable was explained by this interaction
factor. The data confirm the prediction that environmental uncertainty influences the
relationships between CMS and performance (r = 0.40, t = 4.49, p = 0.01) and SEI
and performance (r = 0.37, t = 3.12, p = 0.01). The results support our study's
hypothesis that, in a particular circumstance, effective strategy execution has a greater
impact on company performance than inventive marketing strategy does in the face of
uncertainty. The market strategy of a firm is influenced by the surroundings.

4.2 Discussion

This study, which is primarily concerned with Asia and the Pakistani setting, also
addresses environmental uncertainty in nations with extremely volatile economic
markets, such as Pakistan. It has been established that a variety of constraints limit
how unique marketing strategy may be. Issues with infrastructure, administration, and
corruption, as well as money and the economy, may all contribute to an incapacity to
innovate. The biggest barriers to implementing innovations are a lack of operational
capital or competing enterprises. Owners are unable to obtain financing for their
enterprises because of the tight restrictions and regulations enforced by financial
institutions and governments. In the past, businesses had little government support,
which prevented them from using cutting-edge marketing techniques. Identifying a
company's processes for coming up with innovative marketing ideas and organizing
their successful implementation may be challenging in today's fiercely competitive
industry. Marketing strategies can only be developed with the help of appropriate
organizational characteristics and professional planning, these strategies must then be
implemented to achieve the intended results. According to research, innovative
marketing strategies can influence situational forces as well as individual factors such
as low time pressure, formal planning processes, organizational processes, formal
business education, the macro-environment, and managers' familiarity with various
business operations. Frequent, effective cross-functional team communication
promotes marketing strategy innovation. Market orientation and uniqueness are
strongly connected in their meta-analysis of the causes and effects of market
orientation. This conclusion shows that businesses with creative business plans are
laser-focused on their consumers' primary demands.
Chapter 5: Conclusion
Conclusion

This study is one of few studies that have analyzed organizational traits from a
variety of areas been studied. This study includes some crucial data about the Asian
market. It has significant strategic ramifications, yet it has a number of fundamental
limitations. A cross-sectional study design and survey methods are used to support the
investigation. Creativity and innovation are two different yet related ideas. There is no
such thing as individual or organizational creativity or innovation. Organizational
innovation necessitates creativity, which is a personal characteristic. Professionals
should place a greater focus on innovation. One aspect contributing to a lack of
originality is a lack of creativity. Organizations should induce creativity in their
marketing strategy to generate more revenues and gain clients. Marketing managers
commitment mediates the link between the successful execution of a marketing
strategy and the organization's goal, as well as the prerequisites for effective
implementation.

Limitations

There are definitely limitation to this research. It is hard to demonstrate how

innovation comes from creativity. This research, however, makes it very evident that
creativity is a vital prerequisite for innovation since it is built on years of observations
and research. Longitudinal research should be used in future studies to investigate the
link between the factors under consideration. In future research, numerous evaluators
from the same industry should be utilized to boost the validity of the findings.
Investigating methods to improve creativity in business schools might be one of the
next stages. The effort must start at the institution where academics live and work.
More attention needs to be paid to creativity if innovation is to be encouraged.
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