Positioning strategy
Mercedes Benz is one of the most renowned car brands in the world. The organization Mercedes is one of the leading automotive organizations in the world and have consistently made top class high-end cars which have not only met the expectations of the consumers but it has also revolutionized the car market to a large extent. Its immediate competitors like Tesla and BMW have been given a hard time due to the constant innovation implemented by the organization. What stands to be important in this case is to understand that the organization has already aimed at capitalizing on the electric vehicle market which is the demand of the next generation consumers. This is where the competition is likely to get intense because companies like Tesla, BMW, Toyota et cetera have already focused on the market (Freeman, 2013).
It is important for the organization to make sure that it is able to develop an effective strategy which would help the company not only to overpower the competition but also helps to penetrate the market in the best possible manner. The strategic focus of the organization is to position its electric vehicle in such a way that it helps to reach the target market. In order to compete in the market, the organization has targeted two main segments of consumers who are likely to buy more cars. One of the segments is the income-oriented segment which is the executive class people who earn a huge amount of money and the other segment is based on psychographics I.e. lifestyle oriented segment (Nelson, 2013). The positioning strategy of the organization would mainly be price premium pricing positioning strategy which would help the organization to understand and meet the needs and demands of the targeted segments. The price positioning strategy has been decided by the organization to compete in this highly competitive market environment (Hollebeek, Conduit & Brodie, 2016).
Mercedes during its earlier days was a product-focused organization but later with the increase in competition the organization transformed into an organization much more focused on customer communication and intimacy. Over the years the organization has developed products which are suitable for the consumers rather than designing products and then pushing that to the consumers. This clearly shows that value is considered an important aspect of the organization and value creation has been the sole focus of the organization. The automobile industry is clearly one of the most competitive industries to survive hence, it is essential for an organization to make sure it emphasizes more on innovation which helps to gain a competitive advantage in the market (Dodgson, 2018). For Mercedes, it has taken more than 120 years to reach the sale of 1million cars per year but it also creates a problem for the organization especially in the supply chain. The market condition clearly shows that the supply chain is one of the major aspects in the automobile industry because time is money and supply chain is all about managing time. With companies like Tesla, BMW, Toyota being the immediate competitors it became important for the organization to create value by managing the supply chain effectively. Keeping in mind the aspect of value is important and this has helped the organization to take innovation into account (Lew & Sinkovics, 2013).
Value creation through innovation
IoT as the infrastructure has been one of the effective movements for the organization Mercedes which has helped the organization to focus on improving the production and supply chain as well. The application of IoT in the production has helped to transform the environment into a disruptive environment which is a great innovative decision to improve the supply chain system of the organization. This has helped the organization to receive materials faster and the production system has improved to a large extent which not only helped to compete effectively in the market but it has also helped to create value for the consumers by being able to deliver products faster (Boons & Lüdeke-Freund, 2013). Hence of the major competitive advantage that Mercedes Benz has, in this case, is its Internet of Things driven disruptive supply chain which is an extremely effective innovative strategy for the organization. In order to compete with companies like Tesla and BMW, it is important for the organization to reach the consumers as fast as possible giving proper choices to the consumer (Meissner, 2012).
Innovation is also implemented in terms of customer service and communication. Initially Mercedes Benz was not able to develop a strong strategy in regards to customer service but with the competition increasing and the market pressure as well the organization focused on developing a strong customer relationship management system which has not only helped the organization to understand the need and wants of the consumers but also tracking the consumers to improve on the service (Dodgson, 2018). Companies like Tesla and BMW have dedicated customer service setups but Mercedes has effective consumer intimacy based on its targeted consumer market that helps to keep in touch with the consumers which largely helps to build up a strong bonding. Hence it could be said that another key competitive advantage that creates value for the organization is the customer service strategy of the company which not only helps to sell products but it has also helped to analyze the customer base of the organization for future product development (Sierzchula et al., 2012).
The organization is aiming to digitalize the entire operations of the organization which would help to bring together the entire team deployed by Mercedes all across the world which would improve the ability to communicate with the consumers and also provides them the best possible service to the consumers (Eden & Ackerman, 2013). Hence it could be said that the two competitive advantages that the organization has been related to each other to a large extent. The rationale of Value, in this case, is visible because the organization focuses on creating value for the consumers through the value chain process of the company including innovation and communication. Overall to conclude it could be said that the organization is able to compete effectively with its immediate rivals with the help of the competitive advantages discussed as they help to create value for the organization as well as for the consumers (Gawer & Cusumano, 2014).
Customer service strategy
Innovation is a major aspect for the survival in the automobile industry. It is extremely important to note that Mercedes directly competes with some of the big names in the industry hence; it stands to be essential for the company to implement innovation that stands to be the most important competitive advantage (Gerritsen, D., & van Olderen, 2014). The innovation planned for the organization would mainly be internal in nature but it will largely help the organization to maintain a strong competitive advantage for the organization all across the world. The implementation of IoT in the supply chain is extremely important because it not only helps to bring the technical aspects of the supply chain to the table but also helps to manage the supply chain in the best possible way (Rothaermel, 2015). The implementation of the internet of things in the supply chain is effective because it keeps track of all the different segments of the supply chain and accordingly performs each step to good effect. Apart from that having IoT has largely helped the organization to focus on the strategic roles. The company is focused on bringing a new product to the market that is the new software-based self-driven cars which are directly run by electric systems. This is an excellent implementation of innovation in the product line because it realizes the competition in the market. In order to sustain in the global market Mercedes Benz needs to bring in self-driven cars with no flaws that would help the organization to go ahead against its competitors (Lasserre, 2017).
It is important to note that implementing IoT not only helps the organization to come up with new ideas for improvement in the product but it also helps to manage the lead time to a large extent. When companies like BMW, Volkswagen, Toyota, and even Tesla are planning to sell a significant amount of electric self-driven cars it is important for Mercedes to make sure they are prepared to join the party with an effective strategy. Bringing IoT into practice has helped to streamline the system effectively for better supply chain management. The implementation of IoT has been effective for the development of a new product line in the market and given the targeted segment being the executive class people and lifestyle oriented segments that are well focused on having the best and price is not an issue (Nelson, 2013). What has changed for Mercedes is their thinking which is highly customer oriented and this has helped the organization to a large extent. In the recent series of events where Volkswagen stirred the market with the issues of emission bringing the electric self-driven cars in the market is extremely effective. This creates market leadership to a large extent. This is where with this kind of innovation the organization will be able to reposition itself in the market as a reliable brand. Cost reduction has been possible with the application of IoT in Supply chain which also creates a margin in costs for the cars designed by the organization providing cost leadership in the market which is likely to improve the market share of the organization as well (Dodgson, 2018).
Digitalization of operations
To launch the electric cars has been an effective idea for the organisation because the lifestyle-oriented and executive class customers are highly ethical in the context of environment which has made the organization make such a decision which is extremely effective in nature and is likely to get upper hand because of the effective customer service it is able to provide the customers. Even in the existing product line, the innovation of IoT will be implementing direct customer service option effectively for better results (Kapferer, 2012). The technology is being exploited in a novel manner which is important in this highly competitive market environment to gain a sustainable competitive advantage. Overall it could be said that innovation in the form of IoT in the supply chain is an excellent decision taken by the organization Mercedes Benz as it is likely to provide a competitive advantage in the market and will help to contribute to the cause of the environment effectively (Lasserre, 2017).
Mercedes Benz has to face significant competition from companies like BMW and Tesla have focused on capturing the market through technical features and premium pricing. It is extremely important that Mercedes is able to compete in the market through a direct offensive strategy. In this case, the offensive strategy for the organization would be to directly attack these challenges by introducing new features in the form of direct access to customer service and also marketing in new targeted areas where competitors have not reached. It is important that the organization is able to drop its prices a bit to add to the marketing stunt of the company which would be an excellent strategy to implement an offensive competitive strategy for the organization (Goetsch & Davies, 2014).
When the organization is able to implement an offensive strategy it is important for the organization to also have a strong defensive strategy which would help the organization to make sure it is able to combat the competition or any offensive strategy from the competitors. The defensive strategy that the organization could implement is price cuts in order to counterbalance the pressure as long as the situation doesn’t get out of hands which would be integrated with counter parrying which is an extremely effective defensive strategy for the organization (Hill, Jones & Schilling, 2014). Counter parrying is effective because it helps the competitor to relinquish the strategy implemented against the subjected organization and gives importance to the home market because as a defensive strategy the Mercedes will penetrate the home market of the competitor which is an excellent tactic to compete in the market. Hence it could be said that price cuts and counter parrying are extremely effective to be integrated as an effective defensive strategy for the organization Mercedes Benz when it comes to promoting or strategizing the promotion for a product like Electric self-driven cars (Hill, 2017).
Innovation implemented by the organization analyzing its strategic role
Mercedes Benz has been successful in its car making business except for a few hiccups in its business operation. Competition is always stiff for the firm to steer its business through markets. However, the above analytical explanation strongly suggests that Mercedes Benz is graced with some resources being segmented as tangible and intangible assets for achieving the set offensive and defensive strategies in the car market to compete with the competitors (Finch, Nadeau & O’Reilly, 2013, pp.54-67). Strategy preparation that connects offensive and defensive strategy achieve more logical basis when it is justified with better use of tangible and intangible resources of Mercedes Benz (Morrish, Miles & Deacon, 2010, pp. 303-316). The firm’s offensive strategy like entering into an unexplored market and more effective and dynamic form of customer services are worth assisting to edge out the competitors in the market. When it comes to strategic functions the firm does seem to be dependent on human resources and better infrastructure which arrange smooth functioning of the said factors for becoming the most effective brand in the car market. Therefore, human resources who are supposedly responsible for working on ensuring the implementation of strategies need to be properly trained (Weerawardena & Mavondo, 2011,pp.1220-1223). They need to be more engaged with the firm and must remain motivated. The infrastructure of the firm is the strength of the company and the entire supply chain and working infrastructure happen to be the best support for the firm’s strategic performance (Hollebeek, 2011, pp.555-573). This requires the firm to use the benefits of the infrastructure to the best advantage by reducing the idle time and increasing the productive time of production and customer service with proper manpower allocation and optimization of the supply chain as well as production floor along with better handling of the talented workforce. Defensive strategy of Mercedes Benz includes competing in local markets with a price reduction for cars like electric self-driven units (Papasolomou et al, 2014, pp.5-24). This strategy in order to fructify, need the support of planning and implementation and the best tangible resource for using this strategy is the marketing people of the company who are responsible for planning and advertising for products awareness along with planning interaction with the prospective customers (Wilson, 2010).
When competition is existent in large volume then the only determinant of survival with better market positioning is possible through the devising of competitive strategies. Mercedes Benz has several competitors among which BMW is the most important contender. The comprehensibility of offensive and defensive strategies by Mercedes Benz in terms of the possibility of a better outcome is proportionate to the efficacy of the identified resources relative to the competitive strategy preparation. The strategy like entry into new and unexplored markets and digitally powered innovative form of customer service seek for support of better ability of human resources (Kim, Shin & Min, 2016). If the working force of the firm can contribute more to system performance then the possibility of seamless and fast customer service becomes achievable. Moreover, marketing functions can also be strengthened. As an example, it can be said that if the firm enters into a new market with artificial intelligence backed customer service through chatbot, then efficient human resources are required to perform backend and upfront activities like marketing as well as customer services. Infrastructure like supply chain platform with CRM integrated into it could elevate the overall performance of logistics and supply with a better focus on production (Varadarajan, 2015). These factors out of the resources are of assistance to build the competitive strategies of the firm. Defensive strategies like focus on the home market and price reduction will similarly involve the effort of manpower to build a business in the home market (Le Meunier-FitzHugh, K., & Lane, 2013). Therefore, the effort of marketing department through marketing people is essentially supportive of justifying the strategy to be competitive in the local market with a price reduction. With an example, it can be said that for business development in local markets with existing products in new and reduced rate, the marketing people need to develop awareness through advertisements and promotional strategies. This is required for making strategies to be competitive from the business point of view of Mercedes Benz (Hollebeek, Conduit & Brodie, 2016).
The automotive industry is considered as a sector which involves capital and labors in larger volumes in order to flourish. This industry is highly led by competition and the factors that are influential for the growth and complexity of the sector are the customers’ perception and the fast changes in demand which force many organizations to shift their business from domestic to the international market. Mercedes Benz is an international company with types of cars ranging from luxury automobiles, coaches, buses and Lorries. The business in this sector is driven by the customers who have influenced the competitiveness in the industry. Thus the firm has always viewed the customers as the most important resources for supporting sales of luxury cars and other varieties of vehicles. Thrassou, et al (2012, pp. 21-44), opined that customers are always the stakeholders of a firm and are not internal resources of the firms. But Jamil (2013, pp. 463-472), opined that customers when convinced by the firms to remain loyal to the business, then the possibility of brand loyalty and brand reputation are possible. These essentially develop inner strengths of the firms which are in turn viewed as assets. Ilieska (2013,p.327) agreed on this and stated that if a firm in the automobile gain advantages out of their customer orientation, then it is better to be described as a customer based asset. With this elaboration, some customer-centric strategic moves have been initiated by Mercedes Benz. But strategic moves and assets are not the same and as some scholars like David, David, & David (2017, pp. 342-352), argued that strategic moves do not become the immediate resultant in form of a perceptible resource or asset and even failure is highly probable. However, according to Amirkhanpour, Vrontis & Thrassou (2014, pp. 252-269), strategic moves led by considerations on customers if could be afforded by a firm in a competitive business sector like automotive industry then, this reflects the core competence of the particular firm to achieve certainty of a competency-based success. In this respect, Mercedes Benz is not wrong and its several expertise for backing its strategies and new innovation is surely on par with assets like importance in the industry. The company is the first in the industry to have chatbot which is based on artificial intelligence for answering questions from customers for improving interactivity with the customers. The digital footprints of the firm are enhanced by the latest websites that include a content management system for remaining largely responsive to the customers (Theodosiou, 2012, pp.1058-1070). This has been the reason for customers’ delight and better experiences with the firm. The firm employs state-of-the-art safety in its car segments for the satisfaction and safety of the customers. Intelligent drive and integral safety are always focused by the firm for its customers’ delight. Mercedes Benz believes in the adage, ‘intelligence meets efficiency’. The firm believes in endearing strategies to get customers introduced into the knowledge of engine making and the philosophy of ‘one man one engine’. The firm is more focused on making cars that are attractive and even affordable in view of meeting demands among the new class of customers. Therefore, from the discussion above it is clear that the firm based on its customer based assets has been able to maintain its competitive advantage and in future also this could be ensured (Truong, Y., & Simmons, 2010, pp. 239-256).
The supply chain strategies of Mercedes Benz are viewed as an asset base owing to some reasons. The firm view logistics and supply chain as tools of immense importance for controlling the costs. Moreover, the electrification and utilization of the related know-how and technology are supported by the firm’s supply chain efforts and logistics support. Kuester (2012, pp. 393-404) stressed the importance of supply chain management to cut down the transportation costs and the overall cost of production. It has been argued by Banerjee (2017, pp.16-40) that supply chain efficiency is not only a lone factor which helps in minimizing cost but is dependent on other related functions like production, inventory and the logistics. Mercedes Benz always counts on the supply chain as a whole function connected with inventory, logistics, plant operation, and production and this is the cause for the firm to reach the mark of 1 million cars per year. But is it only the supply chain management that helped the business to ensure this surge in business?
Le Meunier-FitzHugh & Lane, (2013, pp. 109-124) opined that if supply chain has been propelled as an entire production and logistics related efforts then what could be the reason that took the firm 120 years to reach the mark of the 1m car per annum. But according to Sutiksno et al, (2017, pp. 59-73) the supply chain ensures the sought after advantages for a firm helping business to reach a better position. Mercedes Benz snatched the international luxury crown from one of its competitor like BMW. The supply chain management initiatives are overhauled by the firm which enabled the functions of the supply chain to change into an end-to-end concept from the focus of transport business. Capacity planning and arrangement, purchase as well as operations across inbound and in-plant have been major sources of efficiency development since being incorporated into an end-to-end concept (Weerawardena & Mavondo,2011, pp.1220-1223). The cost controlling and quality improvement mechanism for ensuring productions and supply are better coordinated. The supply chain of the firm helped to manage and improve the growth and flexibility in transferring production parts and products among thirty assembly plants of Mercedes Benz. It has helped the company to ensure that the industrial network is balanced. The flexibility is more helpful for their firm as it was decided by the business that the model line-up needs to electrified. The firm has a full flex plant concept which is a different sized model and drives system with powertrains that run across a similar type of assembly line (Le Meunier-FitzHugh & Lane, 2013, pp. 109-124).
Management of Mercedes Benz deemed it comparatively convenient to integrate electric vehicles into the present plant so long as the company finds its logistics and production departments engaged in development and designs of the models from the initial stages. Distribution and production system have become dependent on digital technology and this has increased the importance and role of the logistics department. The firm thinks about better coordination among supply chain and customers with facilities that are likely to come up such as customers changing their orders as well as deliveries from the firm Lee, K., & Carter,2011). Mercedes Benz has plans for bringing facility at Sindelfingen plant that will launch a set of digital pilots as well as expertise, and a driver-less transport system. The firm applies a digital twin recreation and uses driving features that are an automated form of better handling of vehicles (Hakimpoor, Tat & Arshad, 2011, pp.1013-1025).
From the identified strengths underlined in the above discussion, the capability of the firm is attributed to strategic resource or strength of Mercedes Benz. Moreover, business is centered much on its effort of sustaining core competence that supports the business orientation involving a customer-centric business. Mercedes Benz has revamped its policy of customer services and supply chain network. The firm’s ability driven success is propelled by two factors like customer based services and efficiency and the secondary one is supply chain expertise. From these two factors, the important cause that could be derived for the success of the firm in the car making industry is the customer based strategic ability to continue business operation with a focus on sustaining the competitive advantage (Sutiksno et al, 2017,pp.59-73). Customers are considered an important resource and their needs analysis and factors for improving satisfaction level have been the logical ground for devising strategies to stay competitive in the industry. Business efforts, strategies, and strategic thinking are all led by customer orientation for making maximum use of the strategic abilities to the firm’s advantage. From the analysis of business strengths and marketing assets relating to customer based strengths and supply chain effectiveness, the firm’s focus on competitive advantage is fairly understandable (West, Ford & Ibrahim, 2015).
The firm could relate its success to several aspects that find connections between each activity in the line of customer service motive derived from customers based business thoughts. As an example, this could be better described. Mercedes Benz has undertaken several activities among which some are worth mentioning like the customer-centric approaches and supply chain strategies being revamped for the sake of customers’ satisfaction. If broadly viewed these are all in accordance with customers’ viewpoints so that they can be served better by the firm’s better responses towards service delivery and expectation fulfillment. This again encourages several activities of the firm for satisfying its customers by keeping business performance and service delivery quotient proportionate with digital technology and supportive interferences which in turn helps both the firm and customers to stay virtually connected. Innovation, quality, and design of cars are the results of consideration for customers (Felzensztein, Brodt & Gimmon, 2014, pp. 498-507).
Moreover, this is the main reason that has prompted the firm to opt for artificial intelligence to facilitate fast interactivity with customers to ensure that problems are resolved. Customers are enabled by Mercedes Benz to make changes in their orders and deliveries quickly. The supply chain has been revamped by the firm to ensure better coordination among production, logistics and distribution and the system have been redefined by the firm with facilities like digital pilots and better transportation system, and a coordinated and balanced logistics and supply chain system (Hakimpoor, Tat & Arshad 2011, pp. 1013-1025). This again clarifies the firm’s position and strategic ability driven by resources like a huge customer base and business orientation that center on them. The elaboration with stress on exemplifying the justified moves of the company for leading its business in the industry further strengthens the basis and ability. If the basis is customer based perception then the strategic ability to use customer based resources is aimed towards the better advantage of the firm (Smith, 2011, pp. 489-499).
Car markets across the globe are crippled by some challenges and Mercedes Ben faces some specific issues, which if not managed, could lead to loss of business profit. The company faces challenges from BMW which is a strong contender to grab premium car crown in luxury car segments in countries of operations. For customers of Mercedes Benz usually the second option for opting for a luxury car is BMW. Moreover, style and looks of BMW are also preferred by many customers (Wilson & Gilligan, 2012). Mercedes Benz has the youngest customer base in India and though they represent high-income group families, some factors like higher fuel cost, ad prices of cars discourage them to make purchase decisions. Presence of so many luxury brands is a deterrent for them to stay loyal to a specific car brand. Mercedes Benz has focused on improving its digitally powered customer service to make it faster and effective for customers. Its artificial intelligence based chatbot for replying to customers is somewhat viewed as cumbersome for some customers since they are not fully conversant with the new facet of digitally enhanced customer services. Mercedes has a product portfolio which generally includes service willingness to serve customers across their total lifecycle. The brand is sometimes focused more on a transactional relationship which has been the reason for the firm to stay behind in the segment of personalization (Varadarajan, 2010, pp. 119-140)
Although the car maker has renovated its supply chain network system, there is still a requirement of an enhanced level of digitally power packed CRM for managing the customer related knowledge. Increase in fuel price is yet another challenge which the firm is still grappling with. However, the firm could opt for some strategies to mitigate the problem (Hollensen, 2010). Increase in fuel price cannot be curbed but a strategy to control cost through revamped supply chain management can be helpful. Personalization for customers is to be ensured with more engagement of customers through an interactive session. Customers need to be made interested and informed about new interfaces of the firm to serve through effective services. Data need to be managed more properly through its enhanced CRM and staffs responsible for handling it need to be properly trained. Strategy evaluation and wiliness to retain and practice world-class innovation can keep business ahead in competition with BMW in car markets (Proctor, 2014).
Conclusion
Mercedes Benz is a most renowned name in the car industry. The business of the firm encounters competition with another leading automobile firm like BMW. Innovation and technology are its most prominent aspects of competitive advantage to support strategies to remain competitive in the market. The business of the company is customer-centric which has offered several strategic advantages to the firm. The supply chain of the company is revamped and has been a source of advantage and capability to remain in better position in markets.
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