Organizational culture theory – Term Paper

Marketing methods in an organization of business achievement

The achievement of any business venture depends on the capacity of the organization to set a norm that suits its processes and targets. The methods that a company uses to approach various routine factors of business development such as marketing, entrepreneurship, ad customer management forms the baseline of organizational culture. Worth noting is that the corporate culture development is a process that requires resources and time to generate and sustain based on the needs of the organization as well as the changes in the industry. Corporate culture as an internal environment element determines the competitiveness of the firm in line with the long-term goals of the company. Several dimensions of the organizational culture can be evaluated to determine how they influence the growth and development of an organization. In this section, we examine how marketing, entrepreneurship, and customer service influence organizational performance as dimensions of corporate culture.

Marketing methodologies in an organization have shifted to incorporate the dimension of Business to Business (B2B) content management in digital approaches. Rowley and Holliman (2014) carried out research that evaluated the implication of B2B digital content marketing by focusing on the emerging phenomena in the corporate sector. The research presented the insights and reflections on how the use of digital content in marketing contributes to sustainable revenue generation. The mixed research approach employed the semi-structured interviews across the United States, the United Kingdom, and France to collect data related to the research topic. The study found that incorporating dimensions such as the audience, the objective of the business, long-term needs, and sustainability assist in setting the baseline for achieving the targets of the firm.

Kayabasi and Mtetwa (2016) also evaluated the impact of marketing competence and effectiveness with a bias to export-oriented markets. The scholars established a relationship that existed between effectiveness, capabilities, orientation, and performance in line with the marketing strategies employed. The use of an equation model enabled the research to reveal the emerging correlation that can spark market competitiveness. The study showed that marketing effectiveness is not only important in organizational culture but also in export performance; therefore, articulating essential capabilities can improve the achievements of the enterprise. The implication of the findings was the presentation of the critical insights that can be used to set marketing as the focal dimension in performance planning and implementation.

On the other hand, Cochoy (2014) examined the history of the American Marketing Association and presented a contribution of the body in modern marketing. The study used the sociology of science to analyze the historical accounts of the organization. The study found out that the body was formed to assist corporate marketers to build approaches and mechanisms that could enable the professionals to cope up with the changing market demands and complexity. The researcher contextualized the findings to the current marketing environment, which presented the essence of collaboration among marketers to build the required synergy in professionalism. Such achievements can assist firms to improve their performance.

Entrepreneurship degree as essential part for business

Entrepreneurship is essential for business development and continuity. Organizations are therefore mandated with the setting of agenda that can transform the business to competitive levels by improving output and igniting growth. Maritz and Donovan (2015) assessed the dimension of innovation and performance in business. The study analyzed the possible synergy, similarities, and differences that characterize entrepreneurship and innovation. The systematic review and exploration showed that when innovation and entrepreneurship are viewed from the contextual, distinctiveness, theoretical, and pedagogical perspectives, then the relevant education and training can assist improve business performance. The study esteemed practice-based view as the approach to learning entrepreneurial and innovative skills that can transform the corporate sector.

Licuanan, Sengupta, and Neelankavil (2015) looked at innovation and entrepreneurship from another dimension among the Asian multinational corporations. The research examined the how the firms improved their efficiency whenever they were faced with stiff competition and internal managerial challenges. Therefore, the researchers focused on how organizations break from the traditional views and practices to more sophisticated methodologies to improve the level of performance. The results indicated that although Asian firms are followers rather than innovators based on traditional orientation, the shifts emanating from global interactions and economic growth has generated internal pressure for firms to improve their entrepreneurial competencies. Such changes have improved the performance and sustainability of the multinational businesses in the region.

Furthermore, Marcotte (2014) looked at entrepreneurship and innovation in emerging markets and economies. The paper evaluated the Schumpeterian and Kirznerian perspective of entrepreneurial development in line with the shifts in developing states under economic transformation. The quantitative analysis included the assessment of the innovative and contextual variables where the focus of the research was to present the economic and institutional implication on 16 emerging states. The research showed that the four profiles based on the Schumpeterian and Kirznerian viewpoints are essential for institutional-based and contextual orientation of the organizational success. An enterprising culture is important for high competitive positioning and revenue increase; however, the viewpoint and approach used defines the magnitude of success.

Customer management as a dimension of corporate culture 

Customer management as another dimension of corporate culture is equally important in setting the required competitive advantage and organizational performance. Tseng (2016) examined the aspect of knowledge management as a customer service and quality management determinant. The researcher pointed out that the administration of customer needs in line with their tastes and preferences require the exploitation of relevant knowledge resources. However, it is critical for firms to balance between Knowledge Management Capabilities (KMC), quality of service, and Customer Relationship Management (CRM). The study, which used the partial least squares, found out that the KMC influence CRM and quality of customer service and that CRM determines the service quality. With strategic planning, firms can find the best method that will ensure that the three elements have been combined to improve performance and competitive advantage.

On the other hand, Lam et al. (2014) looked at how customer relationship systems are essential in strategy formulation. The study evaluated the consumer behaviors and demands with the objective of depicting the significant variables that could be included in a system, which will assist in enhancing customer management. The scholars designed a mining system that collects data and formulates marketing recommendations with the objective of improving market performance. The use of systems has been a current trend in customer service based on increasing competition and the need for high customer acquisition and retention rates. The study recommended that the adoption of the system and inclining the operation to the structure of the organization. An example of the success of the CRM system was when it was used in the education sector in Hong Kong where significant performance improvements were depicted.

Busines congruity by Kim et al. (2016)

Furthermore, Kim et al. (2016) depicted how customer management can be enhanced when the personality traits congruity is incorporated I the strategies implemented. The study used a coffee shop to determine the implication brand loyalty on performance in line with the understanding of behavior and traits of the customers. Therefore, congruity and satisfaction present the dimensions that are critical to the branding of products firms. The qualitative research was showed that the level of loyalty could be improved when the management includes the dimension of personality traits of customers. Therefore, the findings of the study hinted the need to go beyond the tastes and preferences of customers when seeking to achieve the performance targets through customer management.

In conclusion, the efficient administration of the marketing strategies in a firm defines the level of competitiveness within the targeted scope of operation. Using diverse methods to reach the potential and existing customers can spark significant rates of acquisitions and retention. Such changes enhance sales and revenue generation, which could assist in achieving the performance goals. The establishment of an innovative and entrepreneurial culture in the organization is critical in guaranteeing the continuity of the business. Based on the above review, the sustainability of the competitive competencies correlates to the spirit of entrepreneurship in the organization. On the other hand, customer satisfaction requires a multidimensional approach to the changing tastes and preferences of the customers. Through market research, firms have identified the needs of clients and incorporated them into the planning, production, implementation, and sustainable processes and programs to enhance market control. However, the approach to implementation of marketing, customer management, and entrepreneurship development in a company depends on the segmented scope, resources, and industry of operation.

References

Cochoy, F. (2014). The American Marketing Association: A handrail for marketers and marketing history,T Journal of Historical Research in Marketing, 6(4): 538 t 547.

Holliman, G. &T Rowley, J. (2014). Business to business digital content marketing: marketerst perceptions of best practice,T Journal of Research in Interactive Marketing, 8(4): 269 t 293.

Kayabasi, A. &T Mtetwa, T. (2016). Impact of marketing effectiveness and capabilities, and export market orientation on export performance: Evidence from Turkey.T European Business Review, 28(5): 532 t 559.

Kim,T S., Kim,T M., &T Lee, D. H.T (2016). The Effects of Personality Traits and Congruity on Customer Satisfaction and Brand Loyalty: Evidence from Coffee Shop Customers, inT Joseph S. ChenT (ed.)T Advances in Hospitality and Leisure (Advances in Hospitality and Leisure, Volume 12)T Emerald Group Publishing Limited, pp.3 t 33.

Lam, H. T.,T Ho,T G. T. S., Wu,T C. H., & Choy, K. L. (2014). Customer relationship mining system for effective strategies formulation.T Industrial Management & Data Systems, 114(5): 711 t 733.

Licuanan, V. S., Sengupta, K.,T & Neelankavil, P. (2015). Entrepreneurship and innovation initiatives among Asian multinationals: A cross-country analysis.T International Journal of Commerce and Management, 25(1): 67 t 83.

Marcotte, C. (2014). Entrepreneurship and innovation in emerging economies: Conceptual, methodological and contextual issues. International Journal of Entrepreneurial Behavior & Research, 20(1): 42 t 65.

Maritz,T A. & Donovan, J. (2015). Entrepreneurship and Innovation: Setting an agenda for greater discipline contextualization.T Education + Training, 57(1): 74 t 87.

Tseng, S. (2016). Knowledge management capability, customer relationship management, and service quality. Journal of Enterprise Information Management, 29(2): 202 t 221.