Linking marketing capabilities with profit growth

By Neil A. Morgan, Rebecca J. Slotegraaf, Douglas W. Vorhies. 2009

480 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e6d558917a0fd20dc237ffcdd3f26ac5afe809ea

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In Management Science and Operations Research

In Marketing

In Organizational Behavior and Human Resource Management

Citations in the corpus

Assessing Performance Outcomes in Marketing (2016, methodology): “For example, using secondary performance data measures, Morgan, Slotegraaf, and Vorhies (2009) show that sales growth and margin growth (the two determinants of profit growth) are significantly negatively correlated (–.33).”
Firm capabilities and growth: the moderating role of market conditions (2016, unknown): “This is consistent with the negative correlations often observed between firms’ revenue and profit growth (e.g., Morgan et al. 2009) and may explain why we do not find a significant benefit of munificence on the profit growth outcomes of interactions between marketing and operations capabilities.”
The effect of social media on firm performance (2017, background): “Morgan, Slotegraaf, and Vorhies (2009)revealed marketing planning and marketing implementation as two elements of firm marketing capabilities (MC) that have positive influence on business performance.”
The Effect of Brand Acquisition and Disposal on Stock Returns (2012, background): “Brand management capabilities also should enable a firm to both generate cash flows from a brand and simultaneously build the equity of the brand asset itself (e.g., Morgan, Slotegraaf, and Vorhies 2009).”
Stakeholder relationships, brand equity, firm performance: A resource-based perspective (2016, background): “…the effects are contingent on firm and market factors, brand equity nevertheless has great strategic importance, because dynamic marketing capabilities, resulting from stakeholder interactions and embodied in brand equity, can improve firm performance (Morgan et al., 2009; Vorhies et al., 2011).”
Modelling quality dynamics, business value and firm performance in a big data analytics environment (2017, background): “Researchers suggest that resource complementarity, such as the benefits of strong system quality is leveraged by information quality, contributes to better business value and firm performance (Morgan et al., 2009).”
Dynamic capabilities and performance : strategy, structure and environment (2013, methodology): “Specifically, we calculated the sales growth rate (Gi) using the following equation (Morgan et al., 2009):”
Firm Innovativeness and Its Performance Outcomes: A Meta-Analytic Review and Theoretical Integration (2012, background): “Firms with superior marketsensing capabilities can lower their average costs through more productive resource utilization (Morgan, Slotegraaf, and Vorhies 2009).”