Pokok Bahasan / Bahan Kajian

RPS MK
Peraturan Akademik UINSA
Teori dan konsep Strategi Pemasaran

Pustaka

[1] Ritala, Paavo. "Coopetition strategy–when isit successful? Empirical evidence on innovation and market performance." British Journal of Management 23.3 (2012): 307-324.
[2] Crick, J. M., & Crick, D. (2021). The dark-side of coopetition: Influences on the paradoxicalforces of cooperativeness and competitiveness across product-marketstrategies. Journal of Business Research, 122, 226-240.
[3] Rodrigues, F., Souza, V., & Leitao, J. (2011). Strategic coopetition of global brands: a game theory approach to ‘Nike+ iPod Sport Kit’co- branding. InternationalJournal of Entrepreneurial Venturing, 3(4), 435- 455.
[4] Hassan, S. S., & Craft, S. H. (2005). Linking global marketsegmentation decisions with strategic positioning options. Journal of Consumer Marketing.
[5] Jackson, S. (2007). Marketshare is not enough: why strategic market positioning works. Journal of Business Strategy.
[6] Dugal, S. S., & Schroeder, J. E. (1995). Strategic positioning for market entry in different technological environments. Journal of Marketing Theory and Practice, 3(3), 31-45.
[7] Johnson, D. S., Muzellec, L., Sihi, D., & Zahay, D. (2019). The marketing organization’s journey to become data-driven. Journal of Research in InteractiveMarketing.
[8] Yu, C., Zhang, Z., Lin, C., & Wu, Y. J. (2020). Can data-driven precision marketing promote user AD clicks? Evidence from advertising in WeChat moments. Industrial Marketing Management, 90, 481-492
[9] Shah, D., & Murthi, B. P. S. (2021). Marketing in a data-driven digital world: Implications for the role and scope of marketing. Journal of Business Research, 125, 772-779.
[10] Zhang, L., Wu, L., Huang, L., & Zhang, Y. (2021). Wield the power of omni-channel retailing strategy: a capability and supply chain resilience perspective. Journal of Strategic Marketing, 1-25.
[11] Djofack, S., Nkene Ndeme, R., & Fosso Wamba, S. (2021). Assessing omnichannelstrategiesfor global retailing industriesin a developing country. Journal of Strategic Marketing, 1-14
[12] Mimoun, M. S. B., Miltgen, C. L., & Slama, B. (2022). Is the shopper always the king/queen? Study of omnichannel retail technology use and shopping orientations. Journal of Retailing and Consumer Services, 65, 102844.
[13] Liang, X., & Gao, Y. (2020). Marketing performance measurementsystems and firm performance: Are marketing capabilitiesthe missing links?. European Journal of Marketing
[14] Rahman, M. S., Hossain, M. A., & Fattah, F. A. M. (2021). Does marketing analytics capability boost firms' competitive marketing performance in data-rich business environment? Journal of Enterprise Information Management
[15] O'Sullivan, D., & Abela, A. V. (2007). Marketing performance measurement ability and firm performance. Journal of Marketing, 71(2), 79-93.
[16] Benitez, J., Arenas, A., Castillo, A., & Esteves, J. (2022). Impact of digital leadership capability on innovation performance: The role of platform digitization capability. Information& Management, 103590
[17] Foroudi, P., Gupta, S., Nazarian, A., & Duda, M. (2017). Digital technology andmarketing management capability: achieving growth in SMEs. Qualitative Market Research: An InternationalJournal.
[18] Wielgos, D. M., Homburg, C., & Kuehnl, C. (2021). Digital business capability: itsimpact on firm and customer performance. Journal of the Academy of Marketing Science, 49(4), 762-789.
[19] Shiue, W., Tuncdogan, A., Wang, F., & Bredican, J. (2021). Strategic enablers ofservice-sales ambidexterity: A preliminary framework and research agenda. Industrial Marketing Management, 92, 78-86
[20] Zhao, A., Bi, X., & Han, L. (2021). Re-examining the New Product Paradox: How Innovation Ambidexterity Mediates the Market Orientation and New Product Development Performance Relationship. Frontiersin Psychology, 12, 1201.
[21] Lin, H. E., McDonough III, E. F., Lin, S. J., & Lin, C. Y. Y. (2013). Managing the exploitation/exploration paradox: The role of a learning capability and innovation ambidexterity. Journal of Product Innovation Management, 30(2), 262-278
[22] Akgün, A. E., & Polat, V. (2021). Strategic orientations, marketing capabilities and innovativeness: an adaptive approach. Journal of Business &Industrial Marketing
[23] Boisvert, J., & Khan, M. S. (2021). Toward a better understanding of the main antecedents and outcomes of consumer-based perceived product innovativeness. Journal of Strategic Marketing, 1- 24.
[24] Sandvik, I. L., & Sandvik, K. (2003). The impact of market orientation on product innovativeness and business performance. International Journal of Research in Marketing, 20(4), 355-376.
[25] Fan, X., Cai, F. C., & Bodenhausen, G. V. (2022). The boomerang effect ofzero pricing: when and why a zero price is less effective than a low price for enhancing consumer demand. Journal of the Academy of Marketing Science, 1-17.
[26] Lancioni, R. A. (2005). A strategic approach to industrial product pricing: The pricing plan. Industrial Marketing Management, 34(2), 177-183
[27] Indounas, K. (2014). The antecedents ofstrategic pricing and its effect on company performance in the case of industrial service firms. Journal of ServicesMarketing.
[28] Adomako, S. (2021). Resource-induced coping heuristics and entrepreneurial orientation in dynamic environments. Journal of Business Research, 122, 477-487.
[29] Bauweraerts, J., Pongelli, C., Sciascia, S., Mazzola, P., & Minichilli, A. (2021). Transforming entrepreneurial orientation into performance in family SMEs: are nonfamily CEOs betterthan family CEOs? Journal of Small Business Management, 1-32.
[30] Dung, T. Q., Bonney, L. B., Adhikari, R., & Miles, M. P. (2021). Entrepreneurial orientation and vertical knowledge acquisition by smallholder agricultural firmsin transitional economies: The role of interfirm collaboration in value-chains. Journal of Business Research, 137, 327-335.
[31] Kalaignanam, K., Tuli, K. R., Kushwaha, T., Lee, L., & Gal, D. (2021). Marketing agility: The concept, antecedents, and a research agenda. Journal of Marketing, 85(1), 35-58
[32] Ahammad, M. F., Basu, S., Munjal, S., Clegg, J., & Shoham, O. B. (2021). Strategic agility, environmental uncertainties and international performance: The perspective of Indian firms. Journal of World Business, 56(4), 101218
[33] Asseraf, Y., Lages, L. F., & Shoham, A. (2019). Assessing the drivers and impact of international marketing agility. International Marketing Review
[34] Malodia, S., Gupta, S., & Jaiswal, A. K. (2020). Reverse innovation: a conceptual framework. Journal of the Academy of Marketing Science, 48(5), 1009-1029
[35] Willoughby, K. W., & Mullina, N. (2021). Reverse innovation, international patenting and economic inertia: Constraints to appropriating the benefits of technological innovation. Technology in Society, 67, 101712
[36] Giannetti, V., &Rubera, G. (2020). Innovation for and from emerging countries: a closer look at the antecedents oftrickle-down and reverse innovation. Journal ofthe Academy of Marketing Science, 48(5), 987-1008
[37] Sheth, J. N., & Parvatiyar, A. (2021). Sustainable marketing: Market-driving, not market-driven. Journal of Macro Marketing, 41(1), 150- 165
[38] de Oliveira Claro, P. B., & Esteves, N. R. (2021). Sustainability-orientedstrategy and sustainable development goals. Marketing Intelligence & Planning
[39] Bastos, A., Veludo-de-Oliveira, T., Yani-de- Soriano, M., Atalla, M., & Gualano, B. (2021). Leveraging macro-social marketing to achieve sustainable development goals: a city-wide intervention addressing obesity in Brazil. Journal of Social Marketing.

LCD Proyektor
PPT
Papan Tulis