marketing capabilities in international marketing

marketing capabilities in international marketing

Marketing capabilities is a widely explored topic in marketing research. The article, marketing capabilities in international marketing, examines whether marketing capabilities in international markets differ from those applicable in domestic markets. The draw insights from secondary data obtained from existing literature published in reputable journals to explore this subject. This paper provides a critique of the article and relates the authors’ arguments with the unit’s concepts of the marketing mix, organizational structure, and marketing orientation.

One of the strengths of this article is the lucidity of its purpose. The authors have stated the objective of their research clearly, making it easy for the readers to follow. Morgan, Feng, and Whitler (2018, p. 62) sought to provide managers insights on ways of building, leveraging, and sustaining capabilities within the international context. They address the gap in knowledge by probing the differences between the capabilities of international markets and domestic markets. As such, the authors inform about organizational capabilities that enhance competitiveness in the international markets.

Secondly, the authors’ meticulousness in selecting the articles for review guarantees reliability and validity. According to Ghazali (2016, p. 149), validity and reliability reduce researcher bias. Morgan et al. (2018, p. 63) used a rigorous selection criterion based on previous ratings in the business and international marketing disciplines to obtain 64 influential journal publications on international marketing from 1999 to fulfill validity and reliability requirements. Therefore, their arguments are statistically sound and dependable.

The sample size used in the study makes the authors’ arguments generalizable. Morgan et al. (2018) used a reasonably large sample size that ensures diversity and generalizability of the findings. Secondary research provides large sample sizes and longitudinal data, which allow a researcher to examine variables and subgroups not previously analyzed to generate new insights on a research topic (Johnston, 2014, p. 624). Therefore, the large sample used in the article produces extensively generalizable results.

The arguments of Morgan et al. (2018) provide valuable intuitions to the concepts of the marketing mix. Their assertion builds on the findings of Guzman (2016, p. 193 that a successful marketing mix enables an organization to align its marketing strategies to respond effectively to the needs of customers, competitors, and departmental dynamics. Morgan et al. (2018, p. 77) affirm this proposition by indicating that marketing mix and abilities differ across firms in different stages of internalization. As such, the authors’ argument amplifies the understanding of the marketing mix.

Within the lens of marketing orientation, Morgan et al. (2018) provide managerial perspectives on developing coordinated behaviors to enhance competitiveness in the international markets. Their claim supports the conclusions of Oluwatoyin, Olufunke, and Salome (2018, p. 167) that the competitive global market requires managers to execute organizational strategies that increase performance. Therefore, the authors provide a better understanding of marketing orientation and its impact on organizational competitiveness.

The organizational structure concept also suffices in the arguments of Morgan et al. (2018). The authors acknowledge instabilities in the operational environment and encourage new configurations of practices. For example, they urge managers to adopt supportive technologies and flexible organizational structures accustomed to the dynamic international market. Their assertions verify the arguments of Neis, Pereira, and Maccari (2017, p. 480) that a more dynamic environment requires an organic organizational structure. In this regard, the article has adequately addressed the issue of organizational structure as a tenet of marketing capabilities in the international markets.

Overall, the findings of the article, marketing capabilities in international marketing, are applicable in diverse settings. The authors have ensured high validity and generalizability to both domestic and international marketing. Therefore, their suggestions can assist organizational managers in developing capabilities for effective performance in the dynamic international market.