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Marketing Culture and Performance in UK Service Firms

Author

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  • Kwaku Appiah-Adu
  • SATYENDRA SINGH

Abstract

In recent years there has been rnuch ern1 hasi.s on the need for service firms to develop an orgatzisational culture which facilitates the successful implementation of marketing activities. This issue is considered critical for the delivery of .sewices given the degree of interaction between the firm and its customers, and the proclamation by marketing academics and managers that a strong marketing culture will lead to customer satisfaction. This article reports on an empirical investigation into the relationship between UK service firms' marketing culture and performance. The results link marketing culture to customer satisfaction, customer retention and profitability. implications of these findings for managers are suh.sequent1 discussed along with directions for future research.

Suggested Citation

  • Kwaku Appiah-Adu & SATYENDRA SINGH, 1999. "Marketing Culture and Performance in UK Service Firms," The Service Industries Journal, Taylor & Francis Journals, vol. 19(1), pages 152-170, January.
    • Handle: RePEc:taf:servic:v:19:y:1999:i:1:p:152-170
    DOI: 10.1080/02642069900000009
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    Cited by:

    1. Duygu Seckin Halac & Roberto Biloslavo & Cagri Bulut, 2013. "Marketing Culture and Perceived Customer Satisfaction in Non-Profit Service Organizations," Bogazici Journal, Review of Social, Economic and Administrative Studies, Bogazici University, Department of Economics, vol. 27(2), pages 89-107.
    2. Gök, Osman & Peker, Sinem & Hacioglu, Gungor, 2015. "The marketing department’s reputation in the firm," European Management Journal, Elsevier, vol. 33(5), pages 366-380.
    3. Michael S. Garver & Robert L. Cook, 2001. "Best Practice Customer Value and Satisfaction Cultures," American Journal of Business, Emerald Group Publishing, vol. 16(1), pages 11-22.

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