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    Maximising performance gains from cooperative marketing: understanding the role of environmental contexts

    21388_Sonia_and_Ram.pdf (213.0Kb)
    Access Status
    Open access
    Authors
    Dickinson, Sonia
    Ramaseshan, Balasubramanian
    Date
    2008
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Dickinson, Sonia and Ramaseshan, Balasubramanian. 2008. Maximising performance gains from cooperative marketing: understanding the role of environmental contexts. Journal of Marketing Management 24 (5-6): 541-566.
    Source Title
    Journal of Marketing Management
    DOI
    10.1362/026725708X325986
    ISSN
    0267-257X
    Faculty
    Curtin Business School
    School of Marketing
    Remarks

    Author Posting © Westburn Publishers Ltd, 2008. This is a post-peer-review, pre-copy-edit version of an article which has been published in its definitive form in the Journal of Marketing Management, and has been posted by permission of Westburn Publishers Ltd for personal use, not for redistribution. The article was published in the Journal of Marketing Management, 2008. Vol. 24 (5-6), pp.541-566, http://dx.doi.org/10.1362/026725708X325986

    The publisher's website is available at : http://www.westburnpublishers.com/

    URI
    http://hdl.handle.net/20.500.11937/12073
    Collection
    • Curtin Research Publications
    Abstract

    Cooperative marketing strategies have the potential to make an enduring contribution to business performance and are among the strategic responses that a firm could consider when faced with environmental challenges. The focus of this study is to determine the effect of cooperative marketing strategies on organisational performance. Such organisational performance is investigated as being contingent on the use of cooperative marketing under given internal and external environmental contexts. That is, this study focuses on the performance outcomes associated with cooperative marketing strategies and attempts to identify environmental contexts under which cooperative marketing strategies are best implemented. Based on empirical analysis, results indicate that the higher the incidence of cooperative marketing strategy implementation, the higher perceived alliance performance outcomes. The perceived alliance performance benefits however were increased in given environmental contexts. Performance was positive as a result of co-marketing where there were regional and industry factors at play. That is, performance outcomes resulted when there were higher levels of co-marketing and when there was good quality infrastructure and under industry conditions when there was high entry requirements, high competitive intensity and high levels of environmental capacity. Managerial implications and future directions for research are also provided in the paper.

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