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The Value of Marketing Expertise

Author

Listed:
  • Mehmet Pac{s}a

    (McKinsey & Company, Istanbul, Turkey)

  • Steven M. Shugan

    (College of Business Administration, The University of Florida, Gainesville, Florida 32611-2017)

Abstract

This paper has three objectives: (1) to construct a theoretical model that aids in evaluating marketing expertise, (2) to use that theoretical model to identify factors influencing the value of marketing expertise, and (3) to empirically test the model by observing how different market conditions influence whether companies emphasize marketing expertise. We accomplish these objectives as follows. First, we use decision theory to find an expression for the expected value of marketing expertise. We do not use decision-analysis in the normative tradition. Nor do we assume that firms actually use formal decision-analysis. Rather, we assume that firms are rational and that decision theory describes their actions. Given that assumption, we predict how firms should evaluate marketing. Here, marketing expertise helps a firm make better marketing decisions (at least on average). Hence, the value of marketing expertise increases as marketing decisions become more important. Second, consistent with decision theory, we predict that marketing decisions become more important with increases in the instability of the marketing environment (i.e., predictability), the profit impact of marketing decisions (i.e., opportunity profit), and the loss from marketing mistakes (i.e., potential loss). Third, we construct empirical measures of our theoretical constructs with data from 592 firms. Our empirical results are consistent with our predictions and reveal factors influencing the value of marketing expertise. For example, greater market instability and market presence increase the value of marketing expertise, while larger organization size, organization instability, and competition decrease its value.

Suggested Citation

  • Mehmet Pac{s}a & Steven M. Shugan, 1996. "The Value of Marketing Expertise," Management Science, INFORMS, vol. 42(3), pages 370-388, March.
  • Handle: RePEc:inm:ormnsc:v:42:y:1996:i:3:p:370-388
    DOI: 10.1287/mnsc.42.3.370
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    Citations

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    Cited by:

    1. Ganesh Iyer & David Soberman, 2000. "Markets for Product Modification Information," Marketing Science, INFORMS, vol. 19(3), pages 203-225, February.
    2. Steven M. Shugan, 2007. "—It's the Findings, Stupid, Not the Assumptions," Marketing Science, INFORMS, vol. 26(4), pages 449-459, 07-08.
    3. Om Narasimhan & Surendra Rajiv & Shantanu Dutta, 2006. "Absorptive Capacity in High-Technology Markets: The Competitive Advantage of the Haves," Marketing Science, INFORMS, vol. 25(5), pages 510-524, September.
    4. Cacciolatti, Luca & Wan, Tingting, 2013. "A Study of Small Business Owners’ Personal Characteristics and the Use of Marketing Information in the Food and Drink Industry: A Resource-Based Perspective," International Journal on Food System Dynamics, International Center for Management, Communication, and Research, vol. 3(2), pages 1-14, January.
    5. Verdiana Giannetti & Raji Srinivasan, 2022. "Corporate lobbying and product recalls: an investigation in the U.S. medical device industry," Journal of the Academy of Marketing Science, Springer, vol. 50(5), pages 941-960, September.
    6. Soberman, David A., 2009. "Marketing agencies, media experts and sales agents: Helping competitive firms improve the effectiveness of marketing," International Journal of Research in Marketing, Elsevier, vol. 26(1), pages 21-33.
    7. Yi Xiang & Miklos Sarvary, 2013. "Buying and selling information under competition," Quantitative Marketing and Economics (QME), Springer, vol. 11(3), pages 321-351, September.

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