Marketing Capabilities and Firm Performance

International Journal of Productivity and Performance Management
Marketing capabilities and firm performance: literature review and future

research agenda
Shampy Kamboj Zillur Rahman
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Marketing capabilities and firm Marketing

capabilities
performance: literature review and firm
performance
and future research agenda
Shampy Kamboj and Zillur Rahman 1041
Department of Management Studies, Indian Institute of Technology, Received 2 August 2014
Roorkee, India Revised 13 November 2014
Accepted 13 November 2014
Abstract
Purpose The purpose of this paper is to broaden the body of knowledge on marketing capabilities
(MC) and firm performance (FP) by presenting a systematic review of literature along with providing
a path for future research agenda.

Design/methodology/approach In total, 101 empirical research papers from 51 different journals
of online databases were selected systematically. The papers were reviewed thoroughly and
summarized under strategic, functional and operational marketing capability classifications.
Findings The paper depicts a research field that is immature and developing quickly. The results
found were diverse in terms of publication trend, industries and countries studied in reviewed articles.
Product, price, promotion and distribution found as majorly studied measures of MC with mainly
positive and significant impact on FP. In identified 38 different measures of FP, highly used were
market share, customer satisfaction, sales growth, profitability and ROI. The findings also present
the summary of different internal and contextual factors driving MC. In addition, from the review some
of the research gaps also found that helps scholars in future research.
Research limitations/implications The review was guided by considering peer review journals
with inclusion criteria that have restricted the findings. This paper will be utilitarian for both
academicians and managers.
Originality/value This is the first paper that demonstrates a systematic review of literature on MC
and FP for the period 1987-2014. The study also addresses gaps in this field and represent them in the
form of research inquiries for further probe.
Keywords Performance measurement, Financial performance, Marketing,
Organizational performance
Paper type Literature review
1. Introduction
Because of the growing concern of firms to achieve superior performance in
a complex competitive environment, the role of marketing capabilities (MC) is
becoming significant. When compared with other capabilities, MC strongly affects
the firm performance (FP) (Krasnikov and Jayachandran, 2008; Nath et al., 2010).
Additionally, MC also helps in dealing with the complexity of the markets. Marketing
capability refers to a package of interrelated routines that facilitate the capacity to
engage in specific marketing activities and respond to the market knowledge (Morgan
et al., 2003; Murray et al., 2011; Ngo and OCass, 2012a). Initially, little attention was
given to empirical measurement and analysis of MC and its impact on FP (Tsai and
Shih, 2004). However, these days MC as a driver of superior FP, is becoming a
significant interest area for the marketing scholars (Vorhies et al., 2009). Marketing International Journal of
Productivity and Performance
Science Institute research priorities for 2012-2014 also depicts that more research is Management
required to better understand how MC influence FP. Vol. 64 No. 8, 2015
pp. 1041-1067
Despite of the growing attention for research in area of MC, a systematic review of Emerald Group Publishing Limited
1741-0401
literature is missing. Although during the last decade, the number of papers on this DOI 10.1108/IJPPM-08-2014-0117
IJPPM topic have increased significantly, yet, there is still no agreement among scholars
64,8 regarding the measures of marketing capability. Since, MC of a firm are a multi-faceted
phenomenon (Mller and Anttila, 1987), therefore, researchers have examined its
impact on FP with a large number of variables (Conant et al., 1990). Still, even with
the similar variables they have realized the differential impact on FP. This study aims
to consolidate the dispersed work on MC by presenting a review of existing literature
1042 on MC and its impact on FP. In this study, we considered empirical articles published
on this topic from 1987 to 2014. Additionally, we have also identified the gaps that
exist in literature available on this topic and based on these gaps, we have proposed
future research agenda that will help researchers to fill these gaps. This detailed review
provides a single platform to understand the available literature on the topic of MC and
its impact on FP that will be helpful for both practitioners and academicians.
The remaining portion of the paper is designed as follows. Section 2 of this paper
describes the objective and scope of this study in detail. Section 3 describes the
methodology applied to identify the literature that we covered in our review.

Section 4 presents the summary of reviewed articles based on their publication trend,
investigated industries and number of countries analyzed and statistical approach
adopted. Section 5 depicts the findings of the review and subsequent sections present
the discussion, implications, limitations and future research directions based on gaps
identified in literature and the conclusion.
2. Objective and scope of the study

The aim of this paper is to identify the existing studies on MC and its impact on FP,
and analyze them on the basis of some general characteristics and variables that
significantly enhance MC and its influence on FP. For this purpose, we investigated
the existing literature on MC and FP along with its spread among publications so as to
identify the potential development of the field. This study has four primary objectives:
first, to classify the literature on MC according to year, journals, countries, industries,
sampling methods and data analysis tools analyzed; second, to describe and summarize
how the constructs MC and FP were approached and measured by the authors of
articles considered for this review; third, to identify and summarize the main control
variables that are widely used in MC and FP studies; and fourthly, to identify major
gaps in the existing studies and present them as the future research agenda.
The selection of year 1987 as the beginning period for this study is justified by the
publication of an article on MC in 1987 by Mller and Anttila in Journal of Marketing
Management. This was the first published article in the field of MC. Before that, the
studies were conducted on capabilities only. Since then, although several papers have
been published on MC, no attempt has been made for systematic consolidation of
findings. This is the first study that presents the review of literature on MC.
In this paper, we considered only empirical research papers on MC and its impact
on FP. Conceptual and qualitative sources like textbooks, reports and publications by
different firms or by government, master and doctoral dissertations and working
papers in this area were not considered. This criterion was set to improve the quality of
review results. Thus, among different functional areas of the firm like marketing,
operations, information technology (IT) and research and development (R&D), we
mainly focussed on MC only. However, the criteria of non-technology approach limit
the number of articles considered. But the criteria of taking only MC is based on
literature evidence which shows that marketing capability strongly influences the FP
when compared with any other capability of the firm (Krasnikov and Jayachandran,
2008; Nath et al., 2010; Agan, 2011). Moreover, marketing capability is considered as Marketing
firms success-producing capability, whereas firms other capabilities are failure capabilities
prevention capabilities (Varadarajan, 1985). Similarly, the findings of study conducted
by Dutta et al. (1999) also reveals that marketing capability increases a firm ability to
and firm
produce innovative technologies and, it is also strongly influenced by innovative performance
outcomes of the firms with strong technological base. Marketing needs to be considered
from the start of innovation process, i.e., right at the step when technological ideas are 1043
being generated.
Since this is a fast-growing field with major non-financial gains to firms, therefore,
we considered both financial performance as well as non-financial performance in this
study. Moreover, literature also supports two main dimensions regarding the
conceptualization of FP. First, studies based on financial performance (Smart and
Conant, 1994; Hooley et al., 1999; Fahy et al., 2000; Kotabe et al., 2002; Moore
and Fairhust, 2003; White et al., 2003) and second studies considering both financial
and non-financial performance (Tsai and Shih, 2004; Hooley et al., 2005; Cruz-Ros et al.,
2010; Merrilees et al., 2011; Theodosiou et al., 2012; Chen et al., 2013). From literature,
it is evident that the relation of MC and FP is stronger when we consider both financial
as well as non-financial performance (Tsai and Shih, 2004; Hooley et al., 2005) because
the relation between MC and firms financial performance can be explained more
suitably with non-financial performance (Henderson and Cockburn, 1994; Brush and
Artz, 1999; Ethiraj et al., 2005; Cruz-Ros et al., 2010).
3. Methodology
This study covers a systematic review of literature on MC. In the area of management,
narrative reviews of literature are widely criticized due to the usage of subjectivity and
biases in the selection of papers (Hart, 1998). Systematic review is different from the
meta-analysis because it does not consider statistical and econometric procedures to
analyze the data and for summarization of findings (Transfield et al., 2003). There are
two main steps in a systematic review. First, setting inclusion criteria, and second,
selecting databases and studies (Alderson et al., 2004; McLean and Antony, 2014).
The inclusion criteria

The four criteria that we used to identify the possible studies for review are:
(1) Be an article published during 1987-2014 in a peer reviewed journal.
Consequently, other published sources like textbooks, reports and publication
of different firms or government, master and doctoral dissertations, working
papers, conference proceedings were not included.
(2) Among different types of firm capabilities, we considered literature on MC only.
Studies conducted in other functional areas of the firms capabilities like
operations, IT and R&D, etc. was not considered.
(3) Only empirical studies in different countries and industries were considered.
Thus, conceptual, qualitative and theoretical works were not included.
However, we did not impose any limit for data analysis tools used by the
authors of reviewed articles both descriptive statistics as well as econometric
methods were considered.
(4) Deals with studies in which FP is the dependent variable. Whereas, in FP,
we considered both financial performance as well as non-financial performance.
IJPPM Selection of databases and articles
64,8 In this study, data sources and articles were selected using three steps. First, we
searched articles in seven databases, namely, ABI/INFORM, EBSCOS, Elseviers
Science Direct, Emerald Full Text, keyword and title fields: MC, FP, Market-based
assets and capabilities and Financial performance. Second, we conducted a
systematic search for all articles published during 1987-2014 in five reputed journals of
1044 the MC field, namely, Industrial Marketing Management, Journal of Business Research,
Journal of Strategic Marketing, Journal of the Academy of Marketing Science and
Strategic Management Journal. Finally, we used citations of articles identified from first
two steps as further sources.
The selection of the resulting articles from the above three steps was done on the
basis of double screening that is depicted in Figure 1. Through this process, we got a
list of 744 articles that were potentially significant for this study. First, we screened the
articles on the basis of title and abstract. This resulted in the exclusion of 471 articles.
We then conducted detailed study of remaining 273 articles in order to exclude the
articles that do not satisfy our inclusion criteria. This resulted into exclusion of another
172 articles. Thus, the remaining 101 articles, which satisfied all four criteria for
inclusion, were selected for this study.
4. Some common attributes of the selected articles

This section presents the publication trend, investigated industries, number of
countries analyzed and statistical approach adopted in the reviewed articles.
Distribution of articles by publication trend

The year wise growth pattern, i.e., number of articles published on MC in each year
from 1987 to 2014 is shown in Figure 2. The starting point for publication trend has
Potentially significant Articles evaluated in Articles included in the

articles identified 744 detail: 273 review: 101
Figure 1.
Flow diagram for Studies excluded based Studies excluded based
systematic review on Title /Abstract: 471 on inclusion criteria: 172
18
16
Number of articles
14
12
10
8
6
4
2
0
Figure 2.
11
91
01
00
89
90
10
99
09
88
93
98
13
92
02
08
12
96
03
06
14
94
04
95
05
87
97
07
20
19
20
20
19
19
20
19
20
19
19
19
20
19
20
20
20
19
20
20
20
19
20
19
20
19
19
20
Publication trend
Year
been taken as year 1987 because the first article on MC and FP was published in this Marketing
year. As depicted in Figure 2, only a few papers on MC and FP were published in the capabilities
period from 1987-1997. Thereafter, the interest of researchers in this field increased
considerably, which is reflected by a significant increase in the number of papers
and firm
published on this topic after 1997. As shown in Figure 2, maximum papers (17) on this performance
topic were published in year 2012.
1045
Distribution of articles by journals
Table I shows the categorization of 101 articles as per journals, authors, time-period and
the number of articles published during this time span. In all, 51 journals have
published the selected articles in the area of MC and FP. The majority of articles has been
published in Industrial Marketing Management (13), Journal of Business Research (8),
Journal of the Academy of Marketing Science (7) and Strategic Management Journal (5). In
order to make the classification of selected papers, all of them were thoroughly evaluated.
Moreover, all articles considered for the review were dealt as per the capabilities
classified by Hooley et al., 1998, namely, strategic marketing capabilities (SMC),
functional marketing capabilities (FMC) and operational marketing capabilities (OMC).
SMC refers to the ability of senior management to examine the surroundings. It includes
market sensing capability and market targeting and positioning capabilities. FMC
includes functions of a firm like customer relationship management, customer access
capabilities, product management capability and new product development capability.
Day (1994) classified these as inside-out, outside-in and spanning capabilities. OMC refers
to those skills that make an individual to work in an organization. It is concerned with
implementation capabilities. In all, 47 studies that were part of our review covered all
three types of MC, namely, SMC, FMC and OMC.
Distribution of articles by industries

The industry wise analysis of research papers shows that the articles were spread over
18 industries as depicted in Figure 3. This figure also indicates that there are three
primary industries, which were studied most, namely, multi industry, manufacturing,
and manufacturing and services both. Multi industry was examined in 29 articles,
manufacturing in 21, and manufacturing and services in 17 articles. The total of
industries in Figure 3 is higher than 101 because some articles study more than one
industry. This pattern reveals that interest of researchers on the topic of MC and FP is
growing across industries year by year.
Distribution of articles by countries

The country wise analysis of research papers reveals that the selected articles for
review cover 29 countries (Figure 4). The maximum articles examined industries in
three countries, namely, the USA, China and the UK. In total, 24 articles studied
industries in the USA followed by 11 articles each for China and the UK. The figure
also depicts that the research in this area is stretching across various other
countries as well.
Distribution of articles by sampling method

Distribution of articles according to sampling method depicts that the articles selected
for this review deploy seven different sampling methods (Figure 5). In non-probability
sampling methods, convenience sampling was used in 16 articles. In probability
IJPPM Sl No. Year Authors Journal SMC FMC OMC
64,8
1 1987 Mller and Anttila Journal of Marketing Management
2 1990 Conant et al. Strategic Management Journal
3 1994 Chandler and Hanks Journal of Business Venturing
4 1998 Vorhies Journal of Strategic Marketing
5 1998 Shipley et al. International Journal of Research
1046 in Marketing
6 1999 Dutta et al. Marketing Science
7 1999 Hooley Journal of Market Focussed Management
8 1999 Vorhies et al. European Journal of Marketing
9 1999 Moorman and Journal of Marketing Research
Slotegraaf
10 2000 Fahy et al. Journal of International Business Studies
11 2000 Vorhies and Harker Australian Journal of Management
12 2001 Prasad et al. Journal of International Marketing
13 2001 Tatikonda and Management Science

Montoya-Weiss
14 2002 Kotabe et al. Journal of International Business Studies
15 2003 Weerawardena Journal of Strategic Marketing
16 2003 Morgan et al. Decision Sciences
17 2003 Moore and Fairhust Journal of Fashion Marketing &
Management
18 2003 Zou et al. Journal of International Marketing
19 2003 Di Benedetto and International Marketing Review
Song
20 2003 White et al. Marketing Letters
21 2003 Vorhies and Morgan Journal of Marketing
22 2004 Tsai and Shih International Journal of Management
23 2004 Slotegraaf and Journal of the Academy of
Dickson Marketing Science
24 2005 Hooley et al. Journal of Business Research
25 2005 Greenley et al. Journal of Business Research
26 2005 De Sarbo et al. Strategic Management Journal
27 2005 Yiu et al. Journal of Management Studies
28 2005 Song et al. Strategic Management Journal
29 2005 Ratnatimga and Journal of Advertising
Ewing
30 2007 Song et al. Journal of the Academy Marketing Science
31 2007 Guenzi and Troilo Journal of Business Research
32 2008 Lindblom et al. Contemporary Management Research
33 2008 Ruiz-Ortega and Journal of Business Research
Garca-Villaverde
34 2008 Blesa and Ripolles International Marketing Review
35 2008 Krasnikov and Journal of Marketing
Jayachandran
36 2009 Eng and Spickett-Jones Journal of World Business
37 2009a Morgan et al. International Journal of Research in
Marketing
38 2009 Ramaswami et al. Journal of the Academy Marketing Science
39 2009 Vorhies et al. Strategic Management Journal
40 2009b Morgan et al. Strategic Management Journal
Table I.
Distribution of
articles by journals (continued )
Sl No. Year Authors Journal SMC FMC OMC
Marketing
capabilities
41 2009 Azizi et al. Journal of Medical Marketing
42 2009 Troilo et al. Industrial Marketing Management
and firm
43 2009 Ngo and OCass Industrial Marketing Management performance
44 2010 Akdeniz et al. Industrial Marketing Management
45 2010 Chang et al. Journal of Business Research
46 2010 Griffith et al. Journal of World Business 1047
47 2010 Cruz-Ros et al. Service Business
48 2010 Qureshi and Mian Journal of Strategic Innovation
and Sustainability
49 2010 OCass and Industrial Marketing Management
Weerawardena
50 2010 Nath et al. Industrial Marketing Management
51 2010 Tuan and Yoshi Asian Academy of Management Journal
52 2010 Rapp et al. Journal of Business Research
53 2011 Protogerou et al. Industrial and Corporate Change

54 2011 Agan Journal of Economic and Social Research
55 2011 Vorhies et al. Journal of the Academy Marketing Science
56 2011 Orr et al. Journal of Business Research
57 2011 Murray et al. Journal of the Academy Marketing Science
58 2011 Merrilees et al. Industrial Marketing Management
59 2011 Llonch et al. Transformations in business & economics
60 2011 Smart and Conant Journal of Applied Business Research
61 2011 Akroush International Journal of Internet
Marketing and Advertising
62 2011 Kaleka Journal of International Marketing
63 2011 OCass and Ngo Industrial Marketing Management
64 2011 Lisboa et al. Industrial Marketing Management
65 2011 Kirca et al. Academy of Management Journal
66 2011 Sok and OCass Journal of Services Marketing
67 2011 Leonidou et al. Journal of International Marketing
68 2012 OCass and Ngo Industrial Marketing Management
69 2012 Shin International Business Research
70 2012 Perez-Cabanero et al. Marketing Intelligence & Planning
71 2012 OCass et al. Journal of Strategic Marketing
72 2012 Niromand et al. World Applied Sciences Journal
73 2012 OCass and Sok Journal of Strategic Marketing
74 2012 Morgan et al. Journal of the Academy of
Marketing Science
75 2012 Shou et al. Journal of Business Research
76 2012a Ngo and OCass Journal of Production Innovation
Management
77 2012 Ripolles and Blesa Journal of World Business
78 2012b Ngo and OCass Journal of Marketing Management
79 2012 Zhou et al. Journal of International Marketing
80 2012 Santos-Vijande et al. Journal of Centrum Cathedra
81 2012 Theodosiou et al. Industrial Marketing Management
82 2012 Shin and Aiken Asia Pacific Journal of Marketing
and Logistics
83 2012 Chen Information & Management
84 2012 Kaleka Journal of World Business
(continued ) Table I.
IJPPM Sl No. Year Authors Journal SMC FMC OMC
64,8
85 2013 Hsiao and Chen Journal of Business & Industrial
Marketing
86 2013 Chen et al. Industrial Marketing Management
87 2013 Ju et al. The Chinese Economy
88 2013 Wu and Wu Management Decision
1048 89 2013a Su et al. Management and Organization Review
90 2013 Wu International Journal of Research
in Marketing
91 2013 Al-Aali et al. South African Journal of Business
Management
92 2013b Su et al. Marketing Letters
93 2013 Kemper et al. Journal of Production Innovation
Management
94 2013 Heirati et al. Journal of Strategic Marketing
95 2013 Acikdilli Interdisciplinary Journal of Contemporary

Research in Business
96 2013 Yu et al. Industrial Marketing Management
97 2013 Krush et al. Industrial Marketing Management
98 2013 Xiong and Journal of Marketing Research
Bharadwaj
99 2014 Angulo-Ruiz et al. Journal of the Academy of
Marketing Science
100 2014 Siahtiri et al. Journal of Strategic Marketing
101 2014 Saunila et al. International Journal of Productivity and
Table I. Performance Management
29
30
22
25
Number of
17
20
articles
15
10 4 5 5 5
3 3 2 2
5 1 1 1 1 1 1 1
0
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es
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or sed
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Figure 3.
tu
Distribution of
uf
an
articles by industries
M
Industries investigated
sampling methods, 59 articles used simple random sampling. Systematic sampling was
used in eight articles and stratified and multistage sampling was used in six articles
each. In five articles, proportionate stratified random sampling was used and only one
paper deployed snowball sampling.
Distribution of articles by data analysis tools

All 101 empirical papers were further analyzed in terms of data analysis tools
employed (Figure 6). In all, 15 different tools were identified in empirical research,
25
24 Marketing
Number of articles
20 capabilities
15 11 11
and firm
10 7 6
performance
5 3 2 2 3 1 2 1 2 2 1 3 3 2 3 3
1 1 1 1 1 1 1 1 1
0 1049
Japan
Vietnam
Belgium
Berlin
Jordon
Spain
Sweden
Taiwan
Finland
Hong Kong
Newzealand
Poland
Thailand
Europe
Saudi Arab
Cambodia
China
America
Australia
Korea
Middle East
Saderat
Slovenia
USA
Germany
Turkey
UK
Greek
Hungry
Figure 4.
Distribution of
articles by countries
Countries investigated
59
60
Number of articles
50
40
30
16
20
6 8 6
5
10 1
0
Convenience Simple Stratified Proportionate Systematic Snowball Multistage Figure 5.
sampling random sampling stratified sampling sampling sampling Distribution of
sampling random
sampling
articles by
sampling method
Sampling method
34
35
Number of articles
30
22
25
20 13
15
9
10
4 3 3 4
5 1 2 1 1 1 1 2
0
is
s
VA
A
VA
EA
S
S
S
M
LM
ys l
E
al ica
si
si
SF
ys
es
PL
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is
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G
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al
al
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an h
-t
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on ra
Figure 6.
M
er
si ie
io
t
Pa
st
es / h
ss
lu
Distribution of
gr le
re
C
re ltip
eg
articles by data
u
R
M
analysis tools
Data analysis tools
as highlighted in Figure 6. As illustrated in Figure 6, Structural Equation Modeling

(SEM) has been widely used by researchers in the field of MC and FP. In our analysis,
we find that 34 articles used SEM. Other tools that have been preferred by researchers
in this field are Multiple Regression with 22 articles, Partial Least Square with 13 articles
IJPPM and Simple Regression Analysis with nine articles. Other tools that have been used to a
64,8 lesser extent are Multivariate Analysis of Variance, Seemingly Unrelated Regression
Equations, Data Envelopment Analysis, Path Analysis, Analysis of Variance, Stochastic
Frontier Analysis, Multi Dimensional Scaling, 2, Time Series Cross Sectional analysis,
Cluster analysis and Generalized Linear Model.
1050 5. Findings
The assessment of the 101 articles considered for the review bring together the various
measures of MC as well as FP and control variables used in these studies.
MC measurement
As cited earlier also, the marketing capability of the firm is a complex and multi facet
phenomenon (Mller and Anttila, 1987). The detailed study of the articles considered in
our review depicted that MC have been measured in different ways. Some researchers
in the field of MC have used a comprehensive list of different measures of MC (Conant
et al., 1990; Vorhies et al., 1999; Vorhies and Harker, 2000; Hooley et al., 2005; Song et al.,
2007; Mariadoss et al., 2011; Shin, 2012; Acikdilli, 2013). Whereas, some others have
conducted the combined analysis of marketing and organizational capabilities
including R&D intensity and multi-nationality of a firm (Kotabe et al., 2002).
Table II shows the different variables that have been used to measure MC in articles
considered for this review. It also depicts the impact and significance level of these
measures with respect to FP. The majority of the studies measured marketing
capability in terms of four Ps of marketing, namely, pricing, product, promotion
and place (Vorhies, 1998; Vorhies and Harker, 2000; Tsai and Shih, 2004; Vorhies et al.,
2009; Ngo and OCass, 2012a, b). Many studies also measured MC with respect to
planning and implementation capabilities. Majority of studies that take the four Ps as a
proxy for marketing capability reported a positive and significant relation with FP
(Vorhies et al., 1999; Tsai and Shih, 2004; Qureshi and Mian, 2010). For the remaining
MC variables, mostly found to suggest positive and significant relation to performance.
FP measurement
Different variables used to measure FP have been summarized in Table III. FP
measures include financial as well as non-financial measures. In the majority of studies,
financial measures were used (Table III). The review of literature also reveals that other
than the measures of MC used in studies, another construct that has significant
influence on the findings is the measurement of FP.
In the field of management, there is still inconsistency regarding conceptualization
and measurement of FP. With respect to this, three distinctive schools of thought exist.
First considers the studies that measured the performance in the context of financial
and economic indicators (Hooley et al., 1999; Fahy et al., 2000; Kotabe et al., 2002; Moore
and Fairhust, 2003; Matear et al., 2004; De Sarbo et al., 2005; Song et al., 2007; Shou et al.,
2012; Heirati et al., 2013). Second, assesses the performance by considering only
non-financial measures (Siahtiri et al., 2014). Third, considers the studies which take
into account both financial as well as non-financial measures in order to conceptualize
FP (Tsai and Shih, 2004; Hooley et al., 2005; Cruz-Ros et al., 2010; Merrilees et al., 2011;
Theodosiou et al., 2012; Ripolles and Blesa, 2012; Chen et al., 2013). Moreover, the review
of literature suggests that the relation between MC and FP is stronger when we
consider both financial and non-financial indicators instead of taking only one
(Tsai and Shih, 2004; Hooley et al., 2005; Cruz-Ros et al., 2010).
Impact
Marketing
Constructs/variables +Ve Ve Significant Reference studies capabilities
and firm
Pricing Yes 4, 8, 10, 11, 12, 18, 22, 26, 30, 35, 39, 40, 42,
48, 57, 59, 63, 68, 70, 74, 76, 78, 80, 86 performance
Partial 69
No 7
No 36 1051
Product development Yes 4, 5, 8, 11, 13, 15, 22, 28, 36, 38, 39, 42, 46,
48, 57, 62, 69, 74, 78, 79, 80, 81, 85, 88, 91,
No 18, 64
No 7, 84
Product design No 7, 59
Yes 5
Product packaging yes 59
New product launch Yes 41, 49, 94
Product differentiation No 70, 83

Yes 41, 49
Channel management Yes 11, 36, 74, 85
Partial 69
Marketing communication Yes 44, 63, 69, 70
Yes 18, 36, 39, 40, 68, 72, 74, 76, 78, 80
No 57
Selling Yes 40, 44, 46, 50, 74, 94, 97, 99, 100
No 36
Market information Yes 44, 74
management
No 7, 70, 84
Partial 36
Marketing planning Yes 8, 16, 23, 35, 39, 40, 45, 63, 68, 70, 71, 74,
76, 80, 81, 82, 90, 92, 94,
Marketing implementation Yes 16, 20, 35, 40, 45, 63, 68, 71, 76, 80, 81, 82,
92, 94
Promotion Yes 4, 8, 11, 15, 17, 22, 29, 39, 41, 42, 48, 49, 81,
91, 94, 99
Competitors knowledge Yes 15, 26, 30, 54, 86, 89, 93
Distribution or place Yes 4, 8, 11, 15, 22, 35, 39, 40, 41, 42, 46, 48, 49,
59, 63, 68, 76, 78, 91, 93, 94
No 18, 33
Market research Yes 4, 5, 8, 11, 15, 22, 41, 48, 49, 59, 94
Marketing management Yes 8, 11, 48,
Customers needs Yes 63, 68, 76, 85
No 83
No 7
Customers knowledge Yes 26, 30, 86, 89, 93
Effectiveness of advertising Yes 15, 29, 30, 35, 39, 41, 42, 81, 86, 94, 98, 99
programs
Integration of marketing Yes 12, 26, 30, 41, 54, 86, 89
Activities
Skill to segment and target Yes 26, 30, 78, 86, 88, 89, 90
markets
Environmental scanning Yes 8, 81,92
Marketing skill development Yes 5, 39, 92, 94 Table II.
Measures of
marketing
(continued ) capabilities
IJPPM Impact
64,8 Constructs/variables +Ve Ve Significant Reference studies
Sales force quality Yes 15, 41, 49, 53
Customer services Yes 12, 15, 35, 42, 54
No 83
No 17
1052 Customer response Yes 35
Technical know-how Yes 6, 12
Marketing expenditure Yes 6, 50, 72, 88
No 96
Public relations Yes 39, 81, 94
Advertising expenditure Yes 6
Yes 87
Installed base of customers Yes 6
No 33
Customer relationship Yes 6, 38, 50, 55, 56, 62, 67, 79, 93,
Partial 37
No 7, 33, 84, 96
Intangible resources Yes 50, 72
No 96
After sale service Yes 5, 59, 74
Customer-linking capabilities Yes 24, 75
Market sensing capabilities Yes 75
Channel-bonding capabilities Yes 38, 59, 75, 79, 85
Innovation capability Yes 58,67,101
Partial 24
No 51
Relative service quality No 7, 10
Relative product quality Yes 5, 7, 10, 12, 41, 51
Brand management capabilities Yes 5, 7, 53, 55, 56, 58, 59, 94, 99
Partial 37
Networking capability Yes 25, 34, 77
Outside-in capability Yes 25, 34, 77
Spanning capability Yes 25, 34, 77
Inside-out capability Yes 25, 34
Market sensing capability No 37
No 83
Yes 28, 32
External knowledge capability No 17
Internal marketing capabilities Yes 27, 61
External marketing capabilities Yes 28, 61
Dynamic marketing capability Yes 35
Customer-linking capability Partial 52
Marketing based capabilities Yes 43
Architectural, specialized Yes 21
marketing capability
Table II. Product marketing capability No 9
The driving forces of MC

A substantial number of control variables used in marketing capability studies come
into the light from the current review. Table IV presents these resulting control
variables in two parts. First pertains to the internal determinants of MC and, second
deals with the contextual factors.
Constructs/variables Reference studies
Marketing
capabilities
Market share growth 3, 4, 5, 7, 8, 10, 11, 12, 20, 24, 26, 31, 33, 34, 38, 39, 41, 42, 47, 54, 56, 57, 58, and firm
59, 62, 63, 64, 67, 74, 77, 78, 79, 80, 81, 84, 85, 87, 90, 91, 92, 94, 95
Margin growth rate 18, 26, 37 performance
Companys growth 93
Sales growth 3, 4, 5, 6, 7, 8, 10, 11, 12, 17, 24, 26, 31, 32, 33, 38, 39, 41, 42, 47, 51, 54, 56,
57, 58, 59, 60, 64, 65, 66, 73, 74, 75, 79, 80, 81, 86, 88, 91, 94, 95, 97 1053
Profitability 2, 4, 6, 7, 8, 11, 12, 17, 18, 20, 22, 23, 24, 31, 32, 34, 40, 41, 42, 45, 47, 48, 50,
52, 53, 54, 57, 58, 59, 62, 65, 67, 69, 70, 74, 75, 77, 81, 82, 84, 86, 94, 95
Net profit 33, 83, 85, 92
Profit 5, 10, 26, 34, 37, 38, 41, 77, 79, 80
Gross profit 15, 63, 85
Total sales 3, 13, 29, 63, 64, 65, 67, 78, 92, 85,
Customer satisfaction 8, 11, 13, 15, 22, 24, 38, 41, 47, 52, 54, 56, 59, 66, 67, 69, 73, 76, 80, 81, 82,
85, 86, 97, 100
Customer loyalty 24, 52

Customer retention 26, 38, 41, 42, 54, 66, 67, 71, 73, 76, 80, 86, 100
Customer value 31, 42, 43, 66, 67, 80
Customer acquisition 52, 54, 58, 64, 66, 67, 71, 73, 74, 76, 97, 100
Image/reputation 12, 38, 67, 80
Before-tax profit 30, 83
Earnings per share 3, 83
Adaptability 8, 11, 16, 22, 57, 69, 73
Gross operating margins 32, 70, 74
Net operating margins 32, 38
Operating income 50, 83, 93
Employee satisfaction 47, 59, 70
Societal contribution 47, 70
Cost of goods sold 6
Operational profit 14, 72
Revenue 16, 37, 58, 60, 62, 64, 74, 84, 94
IPO success 36
ROI 2, 5, 7, 10, 17, 18, 24, 28, 33, 41, 52, 54, 58, 65, 67, 74, 75, 83, 94, 95, 96
Product release success 4, 16, 36, 57, 73
Marketing effectiveness 4, 21, 35, 40, 45, 69, 82
Market performance 17, 20, 35, 39, 46, 53, 60, 62, 78, 85
Cash flow 3, 14, 20, 98
Stock return 98
Financial goals 41, 58, 74, 95
ROS 18, 65, 87, 89, 70
Net worth 3 Table III.
ROA 14, 17, 26, 27, 38, 47, 55, 56, 65, 67 83, 89, 96, 99 Measures of firm
Brand performance 9, 23, 29, 49, 100 performance
The internal determinants

This review identifies several internal factors used in marketing capability
studies (Table IV). All these determinants have been grouped under different
categories. The classification is based on the literature of strategic management
planning school (Mintzberg et al., 1998) that we felt is appropriate to portray the
findings of this study. In internal determinants, we identified four primary classes,
namely, the firms characteristics, business attributes, organization attributes and
IJPPM Category Control variables Reference studies
64,8
Firms general Firm size 7, 12, 13, 20, 21, 27, 33, 36, 37, 38, 39, 40, 42,
characteristics 51, 53, 55, 56, 57, 63, 64, 65, 68, 69, 73, 75,
76, 78, 79, 82, 85 ,87, 88, 89, 90, 92, 93, 94,
97, 101
Firm age 3, 51, 53, 55, 64, 65, 69, 73, 75, 79, 85, 86, 88,
1054 89, 90, 92, 93, 94, 96, 97
Firm ownership type 36, 75, 89, 90
Efficiency of firm 72
Firm experience 65
Firm location 87
Foreign company 88
Business Business type 38, 57, 74, 87
characteristics Business cycle effects 6
Business approach 85
Business strategy 4
Organization Organizational culture 45
attributes Management system 45
Organization structure 4
Division size 9
Diversification 27, 55, 56, 65
Assets 99
Marketing features Marketing status 42
Marketing influence 42
Brand equity 98
Brand nutrition level 9
Sales influence 42
Table IV. Sales growth 98
Internal Product category competition 9
determinants and Product category cost structure 9
control variables R&D intensity 98
of marketing Marketing employees 39, 55, 56
capability studies % of direct sales people 42
marketing characteristics. Thereafter, different control variables under each

determinant identified, that were used in reviewed articles and summarize in Table IV.
The firms characteristics comprise six variables, namely, firm size, age, ownership,
efficiency, experience and location. In various studies regarding MC, firm size has been
taken as a control variable and is measured by the number of employees in the firm
(Lisboa et al., 2011; OCass and Sok, 2012; Krush et al., 2013). Many researchers consider
that the firm size may impact performance (Hart and Banbury, 1994; Miller and
Cardinal, 1994; Gustafsson et al., 2005). Whereas, others found that firm size as a
control variable is insignificant in its relation to performance (Krush et al., 2013).
Several studies have taken firm age as a control variable and measured it by the
number of years a firm has been engaged in its operations (OCass and Sok, 2012; Shin,
2012; Wu and Wu, 2013). In terms of control variable, firm age is found to have
insignificant relation with performance (Krush et al., 2013). In context of firm
ownership, previous studies have found that government ownership allows a firm
access to exclusive distribution channels, tax rebates and subsidies (Wu, 2011, 2013).
Whereas, foreign ownership enables emerging market firms to gain advantage of both
expertise and advanced knowledge (Elango and Pattnaik, 2007). Several studies that Marketing
have taken firm ownership as a control variable, measured it by considering the capabilities
percentage of both government and foreign ownership (Eng and Spickett-Jones, 2009;
Su et al., 2013b; Wu, 2013). Measurement of firm efficiency as a control variable has
and firm
been done based on the firms ability to convert valuable resources into required output performance
and has been categorized into two subgroups, namely, efficient and inefficient
(Niromand et al., 2012). Firm experience as a control variable has been measured by the 1055
extent to which a firm has operated previously domestic and international (Fang et al.,
2007; Kirca et al., 2011).
The choice of right distribution channel for a firm is based on a number of factors
like skills, management costs, resources, reach, location and degree of control (Linton,
2012). The right distribution channel makes sure that customers in various locations,
inside and outside the national boundaries, can easily access the products and avail the
right level of service from a firm. The selected channel of a firm must be located near
the target customers. If a firm sells its products locally, it should choose a distribution
channel that knows the local market, or for selling products outside, it should choose a
distribution network that can offer coverage of chosen markets (Linton, 2012).
Although firm location is one of very important attribute of channel of distribution or
place in the marketing mix, yet the researches in the field of MC have indicated it
under firms internal determinant and consider it like a control variable ( Ju et al., 2013).
Firm location means whether a firm is located inside or outside the national boundaries
and as a control variable, it is found to be negatively related to performance ( Ju et al.,
2013). However, distribute or place as a measure of MC is found to be positively related
with performance (Vorhies et al., 1999; Morgan et al., 2009a, b; OCass and Sok, 2012;
Heirati et al., 2013) and is measured in terms of attracting and retaining the best
distributors in the market (Zou et al., 2003).
The business attributes as an internal determinant consists of four variables,
namely, business type, business cycle effect, business approach and business strategy.
Besides, organization attributes comprise of six variables and marketing attributes
consist of ten different variables. The particulars of these control variables are
given in Table IV.
The contextual determinants

In this review, we found industry, market characteristics, environmental turbulence
and environment uncertainty as contextual determinants of MC. Industry
characteristics comprise of various variables like industry type, hostility,
competitiveness, sales growth rate and concentration ratio. Market characteristics
consist of nine variables, namely, market type, volatility, market share, served area,
dynamism, expensive, target market, attractiveness and turbulence. Environmental
turbulence comprises six variables, namely, customer, government, financial,
environment, technology and competitive turbulence. Environment uncertainty
comprises of six different variables, namely, demand, supply, technology, market
uncertainty, competitive environment and competitive intensity.
6. Discussion and implications

The literature on MC and FP is growing rapidly due to increased interest of researchers
in this area of study (Figure 2). Studies in this area have been conducted mainly in
manufacturing, services and multi industries (Figure 3). In terms of countries
investigated, most of the studies in this area have been conducted in the USA and the UK.
IJPPM Due to multi-disciplinary nature of this area of study, the 101 articles considered in our
64,8 review is spread over 51 different journals with majority of papers published in
Industrial Marketing Management, Journal of Business Research, Journal of the
Academy of Marketing Science and Strategic Management Journal (Table I). Moreover,
this area of study is still immature and has several gaps that require further
investigation. Another significant finding of this review is that the prevalent measures
1056 of MC are found in terms of the four Ps of marketing, namely, product, price, promotion
and place. Further, these four Ps have a positive and significant impact on FP (Table II).
In addition to this, various determinants of MC and their control variables that provide
a guidance for further inquiry in this field are highlighted in Tables IV and V. In the
context of FP, it is found that various financial and non-financial variables were used
to measure it (Table III). However, there is no evidence regarding specific the usage of
balance score card and brand report card for measuring FP.
This study provides many theoretical and managerial contributions. It elaborates on
different measures of MC along with their impact on FP. This will help in the
conceptualization of MC and FP for future studies. This study also highlights the various
internal and contextual factors that were used in the articles undertaken for this review.
Major variables of these two determinants were also discussed that are used as control
variables in studies taken for review. Each study is also classified according to the type of
marketing capability, namely, SMC, FMC and OMC. Hence, it presents a complete
characterization of a large number of studies and reflects their findings. It also identifies
Category Control variables Reference studies
Industry characteristics Industry hostility 33, 36

Industry type 23, 28, 37, 40, 53, 69, 73, 76, 78, 79, 82, 89, 93,
96, 101
Industry competitiveness 27
Industry sales growth rate 87
Industry concentration 87, 98
Market characteristics Market type 7, 55, 63, 68
Market volatility 36
Market turbulence 4, 39, 64, 84, 94
Market share 90
Market served 56
Market dynamism 33
Market expenditure 39
Market attractiveness 3
Target market 74
Environmental Environmental dynamism 51
turbulence Customer turbulence 20
Government turbulence 94
Financial turbulence 20
Technological turbulence 4, 39, 64, 82, 84
Competitive turbulence 20
Table V. Environmental Demand uncertainty 85
Contextual uncertainty Supply uncertainty 85
determinants and Technology uncertainty 85, 73
control variables Market uncertainty 86, 73
of marketing Competitive environment 6
capability studies Competitive intensity 16, 39, 40, 74, 75, 82, 84
various gaps in literature and presents them in the form of research inquiries that may be Marketing
fulfilled by future research. Therefore, this paper will be a valuable instrument for the capabilities
academicians to explore the current status of academic research in this area.
The results of this study have numerous implications for managers. The current
and firm
study provides managers with insights on what drives MC, which assists managers to performance
formulate their marketing schemes. It also suggests several measures of MC along with
their impact on FP. It will aid managers to identify those measures of MC that have a 1057
negative impact on their organization. Another practical implementation is attention
toward investment. For this, managers need to look at the measures of MC that have a
positive impact on performance and give these areas a higher priority while making
investment decisions. Moreover, establishing strategic objectives is critical to FP.
Due to resource constraints, there is a need to determine priorities. In this review study,
major MC were identified as product, price, promotion and place. So, managers need to
consider these strategic areas first in order to define goals.
7. Limitations and future research agenda

As with any other research, the present study also has some limitations that provide
avenues for further inquiry. The main limitation of this work is that it considered only
peer reviewed journals along with additional inclusion criteria described earlier in this
paper. However, since we used a well proven methodology for shortlisting the studies
for this review, the impact of this filtering of articles is expected to be less. Like many
other studies of literature review, we also attempted to be more systematic during the
selection of studies (Kaushik and Rahman, 2014).
Second, the majority of the studies were conducted in developed countries;
As a result, the outcomes of these studies cannot be generalized for developing
countries. According to Business System theory, different countries follow different
business systems. As a result, the findings of developed countries cannot be applied to
developing countries without further validation (Goyal et al., 2013). Thus, there is scope
for conducting empirical studies in this area in developing countries.
Third, in addition to impact of MC on financial and non-financial performance, there may
be some trends regarding the intangible benefits that were not considered and could benefit
the overall value of the work. Future reviews may include these intangible benefits also.
Finally, the selection of articles in this study was confined to accessibility of full text
in the selected database. The selected articles were available in English language,
which leads to bias toward exclusion of articles written in other languages.
From the review of literature, we have also identified various research gaps that
require future investigation. On the basis of these research gaps, we have formulated
six research questions that can be addressed by future researches:
RQ1. Do MC mediate or moderate the impact of CRM on FP?
Processes, operations, people and MC are needed in CRM in order to achieve better
performance. Success of CRM activities depends on their integration with MC. MC are
considered as key drivers of a firms performance (Dutta et al., 1999; Slotegraaf and
Dickson, 2004). This lack of role of marketing capability as both a moderator and a
mediator is a major determining factor for significant association between CRM and
performance link (Chang et al., 2010):
RQ2. Does market orientation acts as a moderator between MC and customer
centric performance in business to consumer firms?
IJPPM Impact of MC on customer centric performance and the role of market orientation as a
64,8 mediator in this relationship has not been investigated in this area of study, especially
in business to consumer firms (Siahtiri et al., 2014). Customer satisfaction used as a
measure of customer centric performance, that is more subjective in nature. Thus, both
firm as well as customer perspectives needs to be considered while measuring it
(Sok and OCass, 2011):
1058 RQ3. Do MC mediate the impact of the firms tangible and intangible capital
elements on performance?
Resource advantage theory specifies seven capital elements of a firm, including four
intangible capital elements (Human, Relational, Organizational and Informational) and
three tangible capital elements (Legal, Financial and Physical) that may lead to superior
financial performance. The studies done so far have focussed either on impact of
tangible capital items (e.g. computer software, specific machinery and hardware) or
impact of intangible capital items (e.g. specific organizational procedures, policies and
employees skills, experience and knowledge) on FP. Therefore, study regarding how
tangible and intangible capital elements can jointly improve FP with a mediating role of
MC, still need to be conducted (Griffith et al., 2010):
RQ4. What is the relative impact of a firms functional capabilities (marketing,
operations, IT, finance and technology) on performance?
According to resource-based view every organization has unique resources and
capabilities (Song et al., 2007). A firms capacity to incorporate different internal
resources and capabilities contribute toward continuous development and profitability
(Krasnikov and Jayachandran, 2008). In an organizational capability hierarchy, broader
functional capabilities such as merchandising, manufacturing and IT come under
specialized capabilities. The interactions between different functional capabilities
are critical drivers of competitive advantage (Dutta et al., 1999):
RQ5. Do co-created customer experiences mediate the impact of social CRM
capabilities on FP?
As per the emerging view in marketing literature, customers play an active role in
interacting and communicating with firms, which enables them to co-create their
experiences (Prahalad and Ramaswamy, 2004). Co-created customer experiences may
mediate the relationship between social CRM capabilities and performance outcomes
like customer-based profit performance, customer-based relational performance and
new product performance (Trainor, 2012):
RQ6. Are customer centric performance, brand performance and financial
performance linked to each other?
The studies so far have investigated the relationship between customer centric and
brand performance (Siahtiri et al., 2014). There is a lack of empirical evidence to confirm
the interrelationship between the three key variables, namely, customer centric
performance, brand performance and financial performance (Angulo-Ruiz et al., 2014).
8. Conclusion
This paper has presented a systematic review of literature on MC and FP. MC of a firm is
a multi-faceted and complex phenomenon that is ridden by various factors. Due to this
complexity, a number of different variables have been used to measure MC. Besides, for
measuring FP also, different financial as well as non-financial measures are required. The Marketing
current review has verified the complexity of MC by identifying its various measures that capabilities
affect the relationship between MC and FP. In addition to the significant number of
marketing capability measures identified, the results show that the relationship between
and firm
majority of these measures and FP is positive and significant. A few studies have shown performance
the relationship between the different measures of MC and FP as significant, partially
significant and insignificant with negative impact. In some studies, these measures were 1059
found to have positive and partial or positive and insignificant relation also. Similarly the
various measures of FP were also examined and market share, customer satisfaction,
sales growth, profitability and ROI were identified as frequently used measures in
reviewed articles. Various internal as well as contextual determinants of MC were also
identified and properly summarize along with control variables used in reviewed articles.
Finally, in relation to the impact of MC on FP, the present study has identified several
gaps along with suitable directions for future inquiry.
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About the authors

Shampy Kamboj has received her Undergraduate Degree of the Bachelor of Information and
Management (BIM) in the Management and a Postgraduate Degree of Master of Business
Administration (MBA) in finance and marketing. She is a Full Time Sponsored Research Scholar
and currently Pursuing PhD in the Department of Management Studies (DOMS) at the Indian
Institute of technology (IIT), Roorkee, India. Before joining IIT, she worked with one of the
reputed b-school in India, as an Assistant Professor. She had attended many faculty development
programs, international and national conferences and workshops. Her areas of interest are
marketing, strategy and finance. Shampy Kamboj is the corresponding author and can be
contacted at: kamboj.shampy@gmail.com
Dr Zillur Rahman has received his MBA and PhD Degrees in Business Administration.
Currently he is working as an Associate Professor at the Department of Management Studies,
Indian Institute of Technology, Roorkee, India. He has more than 16 years of total experience in
academics. He has attended various international conferences in USA, Switzerland, Germany,
Turkey, Poland, etc. He has several publications in reputed international journals. He has
published numerous research papers with heavy citation indices. He has organized several
workshops and conferences and has worked on many sponsored research projects. His research Marketing
interest is business strategy, international marketing and sustainability. He was the recipient of
various Awards, including the Emerald Literati Club Highly Commended Award in 2004 and
capabilities
Emerald/AIMA Research Fund Award in 2009. One of his paper titled Internet-based supply and firm
chain management: using the Internet to revolutionize your business published in International performance
Journal of Information Management was the ScienceDirect Top 25 Hottest Article within the
journal for the period October-December, 2004.
1067
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Marketing capabilities and firm performance: literature review and future

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Marketing capabilities and firm Marketing

a path for future research agenda.

methodology applied to identify the literature that we covered in our review.

2. Objective and scope of the study

The inclusion criteria

4. Some common attributes of the selected articles

Distribution of articles by publication trend

Potentially significant Articles evaluated in Articles included in the

Distribution of articles by industries

Distribution of articles by countries

Distribution of articles by sampling method

13 2001 Tatikonda and Management Science

53 2011 Protogerou et al. Industrial and Corporate Change

95 2013 Acikdilli Interdisciplinary Journal of Contemporary

Distribution of articles by data analysis tools

as highlighted in Figure 6. As illustrated in Figure 6, Structural Equation Modeling

Product differentiation No 70, 83

The driving forces of MC

Customer loyalty 24, 52

The internal determinants

marketing characteristics. Thereafter, different control variables under each

The contextual determinants

6. Discussion and implications

Category Control variables Reference studies

Industry characteristics Industry hostility 33, 36

7. Limitations and future research agenda

No. 4, pp. 37-51.

in Business and Economics, Vol. 10 No. 3, pp. 45-71.

Santos-Vijande, L., Sanzo-Prez, M., Trespalacios Gutirrez, J. and Rodrguez, N. (2012),

factors and capabilities on development performance, Management Science, Vol. 47

Marketing, Vol. 30 No. 1, pp. 36-45.

About the authors

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