Strategic Marketing Management in the Nigerian Oil and Gas Industry:a Theoretical Framework

The purpose of this paper is to review the literature on strategic marketing management .. This study adopted a expost facto research methodology to examine the strategic marketing management literature in an attempt to attain their desired level of performance. The overall findings suggest that strategic marketing is a driver of organizational positioning in a dynamic environment, and that it helps to enhance the development of new product/service for existing markets. These findings, along with other interesting findings of the study, are discussed. From the empirical and anecdotal managerial evidence as well as from the literature implications are drawn for the efficient and effective strategic marketing practices in the Nigerian oil and gas industry. Based on the findings of the study, the concepts and principles of total quality management within a holistic framework it is recommended that (i) efforts should be made by organizational marketers towards understanding the relevant economic factors that affect both clients’ behaviour and the strategic options that may be adopted to cope with such behaviours; ((ii) in a constantly changing business environment, firms can adopt different strategic marketing practices since the yardstick is the enhancement of business performance

Strategic marketing management of oil and gas industry: A review of literature

The purpose of this paper is to review the literature on strategic marketing management. This study adopted an expost facto research methodology to examine the strategic marketing management literature in an attempt to attain their desired level of performance. The overall findings suggest that strategic marketing is a driver of organizational positioning in a dynamic environment, and that it helps to enhance the development of new products/services for existing markets. These findings, along with other interesting findings of the study, are discussed. From the empirical and anecdotal managerial evidence as well as from the literature, implications are drawn for the efficient and effective strategic marketing practices in the Nigerian oil and gas industry. Based on the findings of the study, the concepts and principles of total quality management within a holistic framework it is recommended that (i) efforts should be made by organizational marketers towards understanding the relevant economic factors that affect both clients’ behaviour and the strategic options that may be adopted to cope with such behaviours; (ii) in a constantly changing business environment, firms can adopt different strategic marketing practices since the yardstick is the enhancement of business performance.Strategic Marketing, Strategies, Dynamic environment, Deployment, Resources, Management

Strengthening the Role of Communication Departments: Positioning Communication Departments at the Top of and Throughout Organizations

Purpose – Corporate communications is often less successful when it is competing for influence with neighboring functions such as marketing or sales within organizations. This article addresses the internal positioning of communication departments by developing a conceptual framework which helps to understand, analyze and optimize their standing in organizations. Design/methodology/approach – The research is based on a literature review across several disciplines (e.g., organizational communication, strategic management) and supported by 26 qualitative in-depth interviews with board members, executives, and communicators in a global industry company. By combining the theoretical and empirical insights, a framework for positioning communication departments within organizations was developed. Findings – The framework depicts seven strategies (e.g., expectation and impression management, supporting ambassadors from other departments) and three spheres of influence (organizational integration, internal perceptions, and social capital) to strengthen the position of corporate communications. Research limitations/implications – The conceptual framework has been supported by one case study so far, and future research may further develop and verify it by applying it to a larger number of companies in different industries. Practical implications – Practitioners can use the framework as an analytical tool to reflect the current situation in their organization and identify opportunities for strengthening it. Originality/value – This article introduces a novel view in the academic debate about the role and influence of corporate communications. It establishes a framework that helps to identify different drivers and strategies, and lays ground for future research

Strategic Positioning and Competitive Advantage in Banking Industry in Kenya: A Descriptive Statistics of Private Sector Banks

This research paper focused on the strategic positioning and competitiveness of Kenyan banking industry with greater focus being pegged on private sector banks. This research forms a framework for understanding both the policy and individual decisions that bank executive managers have to consider when making strategic management decisions. These have been based on the identification of concrete financial and economic issues from the results of comprehensive and in depth research carried out through primary research, and also study of related banking journals. Purpose: The core purpose of this research was to find out the strategies employed by private sector banks in Kenya to attain strategic positioning and competitive advantage through technology, innovation, cost reduction and nature of products offered. Methodology: The paper employed a survey research design. The sample size of this research was estimated at 250 executive bank managers. The data was analyzed using standard software. The variables were measured using correlation analysis.Findings: The most significant finding in this research is that strategic positioning and competitiveness of banking industry is affected by its ability to innovate and embrace technology so as to yield high results. Though it is a generic finding, the implications of the results regarding both research and practice are really prominent.Contribution: The research holds great value to firms based not only in Kenya, but also in the whole world. This is highly aggravated by the fact that most banks are seeking to achieve sustained competitiveness but cannot securely be placed unless they work on their preferences as well as their ability to innovate and develop key Technologies. Keywords: Strategic Positioning, Competitive Advantage, Banking industry, Commercial Private sector bank

A study of organisational response to the management of operational property assets and facilities support services as a business resource - real estate asset management. Vol. 1-2

The research was driven by three objectives: • to clarify the nature and strength of the link between strategic business planning and the contributory role of the corporate real estate assets; • to model the management processes that are necessary for a proactive approach to real estate provision and their ongoing management as operational facilities; and • to develop an integrated management development model for real estate asset management that is built on continuous improvement. The underlying aim of the study is to develop models and frameworks that justify and provide for the competencies necessary for the continuous alignmof the operational real estate assets to changing business requirements. The above research objectives were operationalised by investigating three related organisational variables - structure, processes and competencies. The main findings reflect a situation in which organisations are looking to optimise on all its business resources. The dynamics of the market place and the pace of technological development are forcing many organisations to look at their operational assets more closely. The evidence from the case studies organisations supports the following: Structure - It is not so much the positioning in terms of closeness to corporate management, but the level of influence that real estate/facilities executives have on the corporate decision making processes that relate to operational facilities issues. Processes - A proactive management approach must provide for procedures that incorporate the strategic business intentions in facilities dimensions and be in a position to provide solutions to business needs. Competencies - It is incumbent upon the real estate/facilities department to understand the nature of the business they are supporting and develop competencies that support the corporate strategic intent. The research proposes an integrated resource planning framework that incorporates the requirements of three principal business resources; people, technology and property. The proposed framework regards Real Estate Asset Management, REAM, as an integrative planning and management process that considers the outcome in operational facilities provision as matching the requirements of people, technology and property; to consciously create the desired workplace environment as defined by real estate variables (via the strategic facilities brief) and facilities services variables (via the service levels brief). The proposed framework was validated against a panel of experts practising in the field of real estate and facilities management. The contribution in knowledge in the field may be viewed in terms of a critical examination of the role of operational facilities as a business resource and the implications this has on the practice of real estate asset management in an organisational setting

The nature of the relationship between strategic management and corporate taxation : the use of strategic management by the UK tax practitioner in corporate taxation

Tax is a critical function in any organisation. In most developed countries, it is common for an organisation to pay nearly a fifth of its annual profit to the tax authorities before distributing value to shareholders. Suppose the primary goal of the organisation is to add value for shareholders. In that case, the expectation is that it will be strategic with its tax planning to achieve and sustain a competitive advantage. To accomplish this aim, the organisation can choose from several different strategic management theories and models. This variety leads to fragmentation in academia. Similarly, research in corporate taxation also lacks integration due to the different backgrounds of scholars. This commonality between the two subjects may explain why there is limited literature on the nature of the relationship between strategic management and corporate tax strategy. This research investigates three pertinent research questions. Is there a relationship between strategic management and corporate tax planning? Does an integrated strategic management framework show a relationship between strategic management and corporate taxation? Does the tax practitioner act strategically in corporate tax planning? A pragmatic paradigm is adopted using an interpretive research method with document analysis, questionnaire, and interview techniques. A defined, integrated framework of strategic management is established after an extensive review of the strategic management literature. The framework consists of the design, planning and positioning schools with the resource-based view and dynamic capabilities with creative action. This framework facilitates collecting empirical data from the tax strategy documents of the one hundred largest listed organisations in the UK (FTSE 100) and interviews and questionnaires with seventeen senior tax practitioners. Qualitative data is collected and reviewed through thematic and content analysis using NVivo software. Where appropriate, quantitative data is presented to support the qualitative evidence. An iterative approach is adopted for reviewing the tax strategy documents, helping to refine the data and improve the approach to interviews. The findings of the research show that tax practitioners are strategic in formulating the tax strategy. Therefore, the contribution to theory is that the research demonstrates that strategic management and corporate tax are aligned by analysing tax strategy using various interconnected strategic management concepts. The research concludes that tax strategy follows the commercial strategy and is both deliberate and emergent depending on the organisation's size and nature. The research contributes to practice by developing a strategic management tool kit for the tax practitioner to use in tax planning. The use of an integrated framework allows the tax practitioner to consider critical themes in strategic management. The paper advocates a checklist, which addresses the fundamental questions that the tax practitioner should consider for each theme. By embracing the integrated framework of strategic management and using it when formulating the organisation's tax strategy, the tax practitioner will ensure that the tax strategy is aligned with the organisation's commercial objectives

Optimal Distinctiveness: The Role of Platform Size and Identity

Recent theoretical advances hold that platforms comprise a second strategic dimension next to size, called identity, which describes the platform’s techno-logical and market scope. Letting go of platform size as the main criterion for platform value opens the possibility for platforms to pursue differentiation strategies with a distinct market positioning. The concept of optimal distinctiveness (OD) implies that differentiation can be optimized so that it maximizes performance. In this paper, we draw on recent OD research in and outside of the field of platforms and elaborate on the role of platform size within the distinctiveness framework. We discuss platform size and identity in the context of OD and suggest propositions for future research. The paper contributes to the management of platforms and OD in platform markets by showing how a platform’s distinctiveness strategy may depend on its size. We contribute to platform management across various platform sizes and to research on OD in platform markets

Branding as a strategic tool to reposition a destination : a survey of key tourism stakeholders in Zimbabwe

The main purpose of this study was to develop a destination branding and positioning framework, with particular reference to the Zimbabwean experience. The theoretical underpinnings and concepts used in this study were destination marketing, destination branding and positioning, image and destination competitiveness. To provide a strategic context to the study, branding as a key element of destination marketing was clarified; the strategic role of branding /re-branding in the positioning/repositioning of a destination was outlined; international trends and best practices in branding and positioning were evaluated; and the destination marketing situation in Zimbabwe, with particular emphasis on the status of branding and positioning, was determined. To determine key stakeholder attitudes, experiences and expectations regarding the branding and positioning of Zimbabwe as a tourism destination, a stakeholder survey was carried out during 2006 and 2007. Stakeholder groups included in the survey were key industry representative bodies, national tourism authorities, publicity associations, tour operators and airlines flying into Zimbabwe. The study concludes that the concept of branding has varied interpretations in destination marketing. While branding can be used as a strategic tool to reposition a destination, the study notes that there are a number of non-tourism factors which can erode brand equity rendering a destination brand obsolete. It observes that unless and until these non-tourism factors are addressed the destination brand may not perform optimally. Any destination that needs to re-brand has to deal with the image issues before any meaningful re-branding activities can take place. The consistent use of well focused promotional and public diplomacy strategies as well as proactive crisis management should be used to pull the destination from its negative equity. A key outcome of the study is a strategic framework for branding and positioning a destination in crisis. It sets out guidelines for the stakeholders on how to implement the branding process. In addition, the framework adds value to destination marketing since it can be applied as a frame of reference in understanding the complexities of destination branding. While the framework has been developed in a Zimbabwean context, it can be applied to other destinations which have a need to brand or re-brand. An integrated marketing and communication strategy is recommended since branding alone may not yield positive results under a crisis situation. At the same time the destination needs to address political and economic issues, design strategies that can bring together all the stakeholders, while encouraging alliances and joint ventures among tourism operators. The study contributes to the existing body of knowledge regarding destination marketing, particularly destination branding.Thesis (PhD)--University of Pretoria, 2009.Tourism Managementunrestricte

Corporate brand management imperatives: Custodianship, credibility, and calibration

Copyright 2012 by The Regents of the University of California. All rights reserved.Marshaling case study research insights, this article advances our knowledge of the strategic management of corporate brands. Strategic corporate brand management requires commitment to three critically important imperatives: senior management custodianship; the building and maintaining of brand credibility; and the dynamic calibration of seven identities constituting the corporate brand constellation. This article draws on research dating back to the 1990s and is also informed by the identity-based view of corporate brands perspective and by recent scholarship on the AC4ID Test—a strategic, diagnostic, corporate brand management framework