Development of a resource-based model of market segmentation:
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| Format: | Thesis Book |
| Language: | English |
| Published: |
2006
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| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | X, 341 S. Ill., graph. Darst. |
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| adam_text | Table of Contents I_
Table of Contents
Table of Contents I
Abstract V
Table of Figures VI
Table of Tables IX
1 Introduction 1
1.1 Background and Purpose of Research 1
1.2 Goals of the Research 4
1.3 Methodology 8
1.3.1 Methodological Excursus 9
1.3.2 Research Design and Methods 14
1.3.3 Structure of the Thesis 16
2 The Concept of Market Segmentation 19
2.1 Defining Market Segmentation 19
2.2 Theoretical Origins of Market Segmentation 22
2.3 Deficiencies in Market Segmentation Research 23
2.3.1 Implementation Problems and the Theory Reality Gap 24
2.3.2 Neglect of Strategic Aspects of Market Segmentation 29
2.3.3 Disregard of Diversity in Market Segmentation 30
2.3.4 Underestimation of the Implications of Strategic Fit 34
2.3.5 Summary of Deficiencies in Market Segmentation Research 38
3 The Concept of Sustainable Competitive Advantage as a
Theoretical Foundation for Market Segmentation 40
3.1 Introducing and Reviewing the Sustainable Competitive Advantage and
Competing Views of the Firm 41
3.2 Sources of Sustainable Competitive Advantages 42
3.2.1 Sustainable Competitive Advantage and the Market based View 44
3.2.2 Sustainable Competitive Advantage and the Resource based View 47
3.2.3 Sustainable Competitive Advantage and the Concept of Core
Competencies 51
3.2.4 Sustainable Competitive Advantage and the Concept of Dynamic
Capabilities 54
3.2.5 Reflection of the Sources of Sustainable Competitive Advantage 56
3.3 Embedding Market Segmentation Strategies in the Resource based
View of a Sustainable Competitive Advantage 58
3.4 Preliminary Summary of the Theoretical Foundation of Market
Segmentation £1
II ____ 4 Resource based Model of Market Segmentation 63
4.1 Framework for a Resource based Model of Market Segmentation 63
4.2 Theoretical Origins of Investments, Assets and Capabilities and their
Role in Market Segmentation 68
4.3 Financial Investments 73
4.3.1 The Role of Financial Investments in Market Segmentation 73
4.3.2 Financial Investments and the Success of Market Segmentation 75
4.4 Assets of Market Segmentation 76
4.4.1 Tangible Assets as a Dimension of Assets for Market Segmentation 77
4.4.1.1 The Role of Tangible Assets in Market Segmentation 77
4.4.1.2 Tangible Assets and the Success of Market Segmentation 79
4.4.2 Relational Assets as a Dimension of Assets for Market Segmentation 80
4.4.2.1 The Role of Relational Assets in Market Segmentation 80
4.4.2.2 Relational Assets and the Success of Market Segmentation 82
4.4.3 Intellectual Assets as a Dimension of Assets for Market Segmentation... 85
4.4.3.1 The Role of Intellectual Assets in Market Segmentation 85
4.4.3.2 Intellectual Assets and Success of Market Segmentation 87
4.4.4 The Assets and Success of Market Segmentation 90
4.5 Operational Capabilities of Market Segmentation 91
4.5.1 Outside In Processes as a Dimension of Operational Capabilities for
Market Segmentation 92
4.5.1.1 The Role of Outside In Processes in Market Segmentation 92
4.5.1.2 Outside In Processes and the Success of Market Segmentation 93
4.5.2 Inside Out Processes as a Dimension of Capabilities for Market
Segmentation 96
4.5.2.1 The Role of Inside Out Processes in Market Segmentation 96
4.5.2.2 Inside Out Processes and Success of Market Segmentation 100
4.5.3 Spanning Processes as a Dimension of Capabilities for Market
Segmentation 104
4.5.3.1 The Role of Spanning Processes in Market Segmentation 104
4.5.3.2 Spanning Processes and the Success of Market Segmentation 107
4.5.4 Operational Capabilities of Market Segmentation and the Success of
Market Segmentation 111
4.6 Structural Capabilities of Market Segmentation 112
4.6.1 The Role of Structural Capabilities in Market Segmentation 112
4.6.2 Structural Capabilities and Success of Market Segmentation 114
4.7 Cultural Capabilities of Market Segmentation 117
4.7.1 The Role of Cultural Capability in Market Segmentation 117
4.7.2 Cultural Capabilities and the Success of Market Segmentation 120
4.8 Resource based Success of Market Segmentation 124
4.8.1 Defining the Success of Market Segmentation 124
4.8.2 Success of Market Segmentation and Business Performance 126
4.9 Business Performance as an Outcome of Market Segmentation 129
4.10 Preliminary Summary of the Model Conceptualisation 131
Table of Contents UI^
5 Empirical Test of the Resource Based Model of Market
Segmentation 132
5.1 Design of the Confirmatory Resource Study 132
5.1.1 Basic Considerations about the Research Design 132
5.1.2 Questionnaire Development 135
5.1.3 Sampling Design and Data Collection 136
5.1.4 Operationalisation of the Constructs 138
5.1.5 Determination of Item Measurement 155
5.2 Data Analysis 157
5.2.1 Basics of Construct Measurement: Assessing Reliability and Validity.. 157
5.2.2 Reliability and Validity of Construct Measurement 159
5.2.2.1 Measurement of Financial Investments 160
5.2.2.2 Measurement of Assets 160
5.2.2.3 Measurement of Operational Capabilities 165
5.2.2.4 Measurement of Structural Capabilities 171
5.2.2.5 Measurement of Cultural Capabilities 172
5.2.2.6 Measurement of Performance 175
5.2.2.7 Discriminant Validity of Market Segmentation Capabilities 178
5.2.2.8 Summary of the Measurement Reliability and Validity of the Constructs 179
5.3 Estimation of the Resource based Model of Market Segmentation
Strategies 179
5.4 Discussion and Preliminary Conclusion 185
6 Taxonomy of Market Segmentation Strategies 189
6.1 Applying the Idea of Taxonomy to Market Segmentation 189
6.1.1 The Meaning of a Strategy Taxonomy for the Concept of Market
Segmentation 189
6.1.2 Dimensions of Market Segmentation Strategies 190
6.2 Design of the Exploratory Taxonomy Study 192
6.2.1 Design of Qualitative Research 192
6.2.2 Design of Quantitative Research 193
6.2.3 Questionnaire Development 194
6.2.4 Sample and Data Collection 194
6.3 Data Analysis 194
6.3.1 Conceptualisation of Strategic Market Segmentation from Qualitative
Research 195
6.3.2 Data Analysis of Quantitative Research 198
6.4 Results: Identification of Market Segmentation Strategies 201
6.4.1 Interpretation of the Results 201
6.4.2 Evaluation of the Results 203
6.5 Discussion and Preliminary Conclusion 205
IV ___
7 Success Factors of Market Segmentation Strategies from a
Resource based Perspective 209
7.1 Contingency Theory as a Base for a Differentiated View of the
Resource based Model of Market Segmentation 209
7.2 Market Segmentation Strategies as Contingencies for the Resource
based Model of Market Segmentation 212
7.2.1 Interplay between Specific Sets of Resources and Market Segmentation
Strategies 212
7.2.2 Consequences of the Interplay between Specific Sets of Resources and
Market Segmentation Strategies 214
7.2.3 Identification of Success Factors Empirical Examination of the
Interplay between Specific Sets of Resources and Market Segmentation
Strategies 216
7.2.3.1 Assignment of Cases to a Specific Market Segmentation Strategy 217
7.2.3.2 Causal Impact of Resources on Market Segmentation Strategies 220
7.2.3.3 Comparison of High and Low Performing Firms Within Each Market
Segmentation Strategy 226
7.2.4 Summary of Research into Success Factors for Strategy specific
Success Factors 246
7.3 The Strategic Fit of Business Strategies and Market Segmentation
Strategies 247
7.3.1 Interplay of Business Strategies and Market Segmentation Strategies... 247
7.3.2 Business Strategies and Success of Market Segmentation Strategies 252
7.3.3 Successful Combinations of Market Segmentation Strategies and
Business Strategies Empirical Examination of the Strategic Fit 255
7.3.4 Summary of Research into the Strategic Fit of Business Strategies and
Market Segmentation Strategies 260
8 Conclusion 262
8.1 Summary of the Research 262
8.2 Managerial Implications 266
8.3 Scientific Implications 268
8.3.1 Major Scientific Insights of this Research 268
8.3.2 Limitations and Future Research 272
References 275
Appendix 315
VI
Table of Figures
Figure 1: Iterative Process of Deduction and Induction 13
Figure 2: Iterative Process of Deduction and Induction in the Present Research 14
Figure 3: Layout of the Thesis 16
Figure 4: Developments in Market Segmentation 19
Figure 5: STP Process 21
Figure 6: Market Segmentation Archetypes 33
Figure 7: Concepts for Sources of Sustainable Competitive Advantage 44
Figure 8: Summary of the Market based View 46
Figure 9: Decision Process in the Market based View 47
Figure 10: Summary of the Resource based View 49
Figure 11: Decision Process in the Resource based View 50
Figure 12: Classification of Resources, Assets and Capabilities 64
Figure 13: Resources of Market Segmentation and their Dimensions 66
Figure 14: Basic Conceptual Framework of the Resource based Model of
Market Segmentation 67
Figure 15: Framework for Analysis of Market Based Resources 69
Figure 16: Sources of Competitive Advantage and Superior Performance 70
Figure 17: Classification of Capabilities 71
Figure 18: Hierarchy of Resources Flsure : M^rc™^.1™1 ™™ «—» « *. of*
76
Figure 20: The Role of Assets in the Resource based Model of Market
segmentation Fi8ure 22: M^trr.Qp wiife «—~; 2
116
Table of Figures VII_
Figure 23: The Role of Cultural Capabilities in the Resource based Model of
Market Segmentation 124
Figure 24: The Role of Success of Market Segmentation in the Resource based
Model of Market Segmentation 129
Figure 25: Details of the Resource based Model of Market Segmentation 131
Figure 26: Sample by Business Sectors 137
Figure 27: Measuring Latent Variables by Reflective and Formative Indicators 139
Figure 28: Operationalisation of Financial Investment for Market
Segmentation 145
Figure 29: Operationalisation of Assets of Market Segmentation 147
Figure 30: Operationalisation of Operational Capabilities of Market
Segmentation 150
Figure 31: Operationalisation of Structural Capabilities of Market
Segmentation 151
Figure 32: Operationalisation of Cultural Capabilities of Market Segmentation. 152
Figure 33: Operationalisation of Success of Market Segmentation 153
Figure 34: Operationalisation of Business Performance 154
Figure 35: Overview of Measurement Scales and their Origins 155
Figure 36: Adjusted Resource based Model of Market Segmentation 180
Figure 37: SEM of the Resource based Model of Market Segmentation 181
Figure 38: Conceptualisation of Strategic Market Segmentation 198
Figure 39: Systematisation of Market Segmentation Strategies 207
Figure 40: Market Segmentation Strategies and the Resource based Model of
Market Segmentation 210
Figure 41: Fit between Business Strategy and Market Segmentation Strategies .211
Figure 42: Resource Profiles of Second level Constructs (Measure oriented
Segmenting Firms) 231
Figure 43: Resource Profiles of Third level Constructs (Measure oriented
Segmenting Firms) 232
Figure 44: Differences between High and Low Performing Firms (Second
level Constructs, Measure oriented Segmenting Firms) 233
VIII ___
Figure 45: Differences between High and Low Performing Firms (Third level
Constructs, Measure oriented Segmenting Firms) 234
Figure 46: Resource Profiles of Second level Constructs (Segmentation
Virtuoso) 235
Figure 47: Resource Profiles of Third level Constructs (Segmentation Virtuoso)236
Figure 48: Differences between High and Low Performing Firms (Second
level Constructs, Segmentation Virtuoso) 237
Figure 49: Differences between High and Low Performing Firms (Third level
Constructs, Segmentation Virtuoso) 237
Figure 50: Resource Profiles of Second level Constructs (Customer segmenting
Firm) 239
Figure 51: Resource Profiles of Third level Constructs (Customer segmenting
Firm) 239
Figure 52: Differences between High and Low Performing Firms (Second
level Constructs, Customer segmenting Firm) 240
Figure 53: Differences between High and Low Performing Firms (Third level
Constructs, Customer segmenting Firm) 241
Figure 54: Resource Profiles of Second level Constructs (Market segmenting
Firms) 243
Figure 55: Resource Profiles of Third level Constructs (Market segmenting
Firms) 243
Figure 56: Differences between High and Low Performing Firms (Second
level Constructs, Market segmenting Firms) 244
Figure 57: Differences between High and Low Performing Firms (Third level
Constructs, Market segmenting Firms) 245
Figure 58: Overview of Strategy specific Success Factors for Market
Segmentation 247
Table of Tables IX.
Table of Tables
Table 1: Studies on the Application of Market Segmentation 27
Table 2: Selected Empirical Studies of Strategic Fit Analysis 35
Table 3: Performance Implications of the Strategic Fit between Business
Strategy and Marketing Strategy 37
Table 4: Description of Relational Assets 82
Table 5: Description of Intellectual Assets 87
Table 6: Overview of Empirical Studies which Investigate Resources in a
Marketing Context 141
Table 7: Overview of Fit Measures 159
Table 8: Measurement of the Construct Scale Resources 161
Table 9: Measurement of the Construct Technological Resources 162
Table 10: Measurement of the Construct Relationships 163
Table 11: Measurement of the Construct Image/Reputations 163
Table 12: Measurement of the Construct Individual Experiential
Knowledge/Skills 164
Table 13: Measurement of the Construct Corporate Knowledge 165
Table 14: Measurement of the Construct Market Scanning Capabilities 166
Table 15: Measurement of the Construct Pricing Capabilities 167
Table 16: Measurement of the Construct Product Development Capabilities 167
Table 17: Measurement of the Construct Distribution Capabilities 168
Table 18: Measurement of the Construct Communication Capabilities 169
Table 19: Measurement of the Construct Marketing Planning Capabilities 169
Table 20: Measurement of the Construct Marketing Implementation
Capabilities 170
Table 21: Measurement of the Construct Marketing Information Processing
Capabilities 171
Table 22: Measurement of the Construct Structural Capabilities 172
X Table 24: Measurement of the Construct Competitor Orientation 174
Table 25: Measurement of the Construct Interftinctional Coordination 175
Table 26: Measurement of the Construct Success of Market Segmentation
Strategies 176
Table 27: Measurement of the Construct Financial Performance 177
Table 28: Measurement of the Construct Market based Performance1 177
Table 29: Discriminant Validity of Segmentation Capabilities 178
Table 30: Validation of Cluster Solution by Half Split Method 200
Table 31: Cluster Means, ANOVA Statistics and Scheffe Test 202
Table 32: Correlation Coefficients between Objectives and Objects of
Segmentation 206
Table 33: Example for Deviation Score Calculation 219
Table 34: Proportion of Market Segmentation Strategies within Both Studies 220
Table 35: Regression Analysis for Measure oriented Segmenting Firms 221
Table 36: Regression Analysis for Segmentation Virtuosos 222
Table 37: Regression Analysis for Customer segmenting Firms 222
Table 38: Regression Analysis for Market segmenting Firms 223
Table 39: Summary of Statistically Significant Strategy specific Success Factors224
Table 40: Calculation of Deviation between Rankings of Various Sub Samples
and Average Ranking within a Selected Market Segmentation
Strategy 229
Table 41: Deviation of Rankings across all Market Segmentation Strategies 230
Table 42: Dimensions of the Adaptive Cycles and Strategic Types
Characteristics 250
Table 43: Distribution of Miles and Snow s (1978) Business Strategy Types 258
Table 44: Performance Implication of the Match between Market Segmentation
Strategies and Business Strategies 259
|
| adam_txt |
Table of Contents I_
Table of Contents
Table of Contents I
Abstract V
Table of Figures VI
Table of Tables IX
1 Introduction 1
1.1 Background and Purpose of Research 1
1.2 Goals of the Research 4
1.3 Methodology 8
1.3.1 Methodological Excursus 9
1.3.2 Research Design and Methods 14
1.3.3 Structure of the Thesis 16
2 The Concept of Market Segmentation 19
2.1 Defining Market Segmentation 19
2.2 Theoretical Origins of Market Segmentation 22
2.3 Deficiencies in Market Segmentation Research 23
2.3.1 Implementation Problems and the Theory Reality Gap 24
2.3.2 Neglect of Strategic Aspects of Market Segmentation 29
2.3.3 Disregard of Diversity in Market Segmentation 30
2.3.4 Underestimation of the Implications of'Strategic Fit' 34
2.3.5 Summary of Deficiencies in Market Segmentation Research 38
3 The Concept of Sustainable Competitive Advantage as a
Theoretical Foundation for Market Segmentation 40
3.1 Introducing and Reviewing the Sustainable Competitive Advantage and
Competing Views of the Firm 41
3.2 Sources of Sustainable Competitive Advantages 42
3.2.1 Sustainable Competitive Advantage and the Market based View 44
3.2.2 Sustainable Competitive Advantage and the Resource based View 47
3.2.3 Sustainable Competitive Advantage and the Concept of Core
Competencies 51
3.2.4 Sustainable Competitive Advantage and the Concept of Dynamic
Capabilities 54
3.2.5 Reflection of the Sources of Sustainable Competitive Advantage 56
3.3 Embedding Market Segmentation Strategies in the Resource based
View of a Sustainable Competitive Advantage 58
3.4 Preliminary Summary of the Theoretical Foundation of Market
Segmentation £1
II _ 4 Resource based Model of Market Segmentation 63
4.1 Framework for a Resource based Model of Market Segmentation 63
4.2 Theoretical Origins of Investments, Assets and Capabilities and their
Role in Market Segmentation 68
4.3 Financial Investments 73
4.3.1 The Role of Financial Investments in Market Segmentation 73
4.3.2 Financial Investments and the Success of Market Segmentation 75
4.4 Assets of Market Segmentation 76
4.4.1 Tangible Assets as a Dimension of Assets for Market Segmentation 77
4.4.1.1 The Role of Tangible Assets in Market Segmentation 77
4.4.1.2 Tangible Assets and the Success of Market Segmentation 79
4.4.2 Relational Assets as a Dimension of Assets for Market Segmentation 80
4.4.2.1 The Role of Relational Assets in Market Segmentation 80
4.4.2.2 Relational Assets and the Success of Market Segmentation 82
4.4.3 Intellectual Assets as a Dimension of Assets for Market Segmentation. 85
4.4.3.1 The Role of Intellectual Assets in Market Segmentation 85
4.4.3.2 Intellectual Assets and Success of Market Segmentation 87
4.4.4 The Assets and Success of Market Segmentation 90
4.5 Operational Capabilities of Market Segmentation 91
4.5.1 Outside In Processes as a Dimension of Operational Capabilities for
Market Segmentation 92
4.5.1.1 The Role of Outside In Processes in Market Segmentation 92
4.5.1.2 Outside In Processes and the Success of Market Segmentation 93
4.5.2 Inside Out Processes as a Dimension of Capabilities for Market
Segmentation 96
4.5.2.1 The Role of Inside Out Processes in Market Segmentation 96
4.5.2.2 Inside Out Processes and Success of Market Segmentation 100
4.5.3 Spanning Processes as a Dimension of Capabilities for Market
Segmentation 104
4.5.3.1 The Role of Spanning Processes in Market Segmentation 104
4.5.3.2 Spanning Processes and the Success of Market Segmentation 107
4.5.4 Operational Capabilities of Market Segmentation and the Success of
Market Segmentation 111
4.6 Structural Capabilities of Market Segmentation 112
4.6.1 The Role of Structural Capabilities in Market Segmentation 112
4.6.2 Structural Capabilities and Success of Market Segmentation 114
4.7 Cultural Capabilities of Market Segmentation 117
4.7.1 The Role of Cultural Capability in Market Segmentation 117
4.7.2 Cultural Capabilities and the Success of Market Segmentation 120
4.8 Resource based Success of Market Segmentation 124
4.8.1 Defining the Success of Market Segmentation 124
4.8.2 Success of Market Segmentation and Business Performance 126
4.9 Business Performance as an Outcome of Market Segmentation 129
4.10 Preliminary Summary of the Model Conceptualisation 131
Table of Contents UI^
5 Empirical Test of the Resource Based Model of Market
Segmentation 132
5.1 Design of the Confirmatory 'Resource Study' 132
5.1.1 Basic Considerations about the Research Design 132
5.1.2 Questionnaire Development 135
5.1.3 Sampling Design and Data Collection 136
5.1.4 Operationalisation of the Constructs 138
5.1.5 Determination of Item Measurement 155
5.2 Data Analysis 157
5.2.1 Basics of Construct Measurement: Assessing Reliability and Validity. 157
5.2.2 Reliability and Validity of Construct Measurement 159
5.2.2.1 Measurement of Financial Investments 160
5.2.2.2 Measurement of Assets 160
5.2.2.3 Measurement of Operational Capabilities 165
5.2.2.4 Measurement of Structural Capabilities 171
5.2.2.5 Measurement of Cultural Capabilities 172
5.2.2.6 Measurement of Performance 175
5.2.2.7 Discriminant Validity of Market Segmentation Capabilities 178
5.2.2.8 Summary of the Measurement Reliability and Validity of the Constructs 179
5.3 Estimation of the Resource based Model of Market Segmentation
Strategies 179
5.4 Discussion and Preliminary Conclusion 185
6 Taxonomy of Market Segmentation Strategies 189
6.1 Applying the Idea of Taxonomy to Market Segmentation 189
6.1.1 The Meaning of a Strategy Taxonomy for the Concept of Market
Segmentation 189
6.1.2 Dimensions of Market Segmentation Strategies 190
6.2 Design of the Exploratory 'Taxonomy Study' 192
6.2.1 Design of Qualitative Research 192
6.2.2 Design of Quantitative Research 193
6.2.3 Questionnaire Development 194
6.2.4 Sample and Data Collection 194
6.3 Data Analysis 194
6.3.1 Conceptualisation of Strategic Market Segmentation from Qualitative
Research 195
6.3.2 Data Analysis of Quantitative Research 198
6.4 Results: Identification of Market Segmentation Strategies 201
6.4.1 Interpretation of the Results 201
6.4.2 Evaluation of the Results 203
6.5 Discussion and Preliminary Conclusion 205
IV _
7 Success Factors of Market Segmentation Strategies from a
Resource based Perspective 209
7.1 Contingency Theory as a Base for a Differentiated View of the
Resource based Model of Market Segmentation 209
7.2 Market Segmentation Strategies as Contingencies for the Resource
based Model of Market Segmentation 212
7.2.1 Interplay between Specific Sets of Resources and Market Segmentation
Strategies 212
7.2.2 Consequences of the Interplay between Specific Sets of Resources and
Market Segmentation Strategies 214
7.2.3 Identification of Success Factors Empirical Examination of the
Interplay between Specific Sets of Resources and Market Segmentation
Strategies 216
7.2.3.1 Assignment of Cases to a Specific Market Segmentation Strategy 217
7.2.3.2 Causal Impact of Resources on Market Segmentation Strategies 220
7.2.3.3 Comparison of High and Low Performing Firms Within Each Market
Segmentation Strategy 226
7.2.4 Summary of Research into Success Factors for Strategy specific
Success Factors 246
7.3 The 'Strategic Fit' of Business Strategies and Market Segmentation
Strategies 247
7.3.1 Interplay of Business Strategies and Market Segmentation Strategies. 247
7.3.2 Business Strategies and Success of Market Segmentation Strategies 252
7.3.3 Successful Combinations of Market Segmentation Strategies and
Business Strategies Empirical Examination of the 'Strategic Fit' 255
7.3.4 Summary of Research into the 'Strategic Fit' of Business Strategies and
Market Segmentation Strategies 260
8 Conclusion 262
8.1 Summary of the Research 262
8.2 Managerial Implications 266
8.3 Scientific Implications 268
8.3.1 Major Scientific Insights of this Research 268
8.3.2 Limitations and Future Research 272
References 275
Appendix 315
VI
Table of Figures
Figure 1: Iterative Process of Deduction and Induction 13
Figure 2: Iterative Process of Deduction and Induction in the Present Research 14
Figure 3: Layout of the Thesis 16
Figure 4: Developments in Market Segmentation 19
Figure 5: STP Process 21
Figure 6: Market Segmentation Archetypes 33
Figure 7: Concepts for Sources of Sustainable Competitive Advantage 44
Figure 8: Summary of the Market based View 46
Figure 9: Decision Process in the Market based View 47
Figure 10: Summary of the Resource based View 49
Figure 11: Decision Process in the Resource based View 50
Figure 12: Classification of Resources, Assets and Capabilities 64
Figure 13: Resources of Market Segmentation and their Dimensions 66
Figure 14: Basic Conceptual Framework of the Resource based Model of
Market Segmentation 67
Figure 15: Framework for Analysis of Market Based Resources 69
Figure 16: Sources of Competitive Advantage and Superior Performance 70
Figure 17: Classification of Capabilities 71
Figure 18: Hierarchy of Resources Flsure": M^rc™^.1™1'™™'"'«—» « *. of*
76
Figure 20: The Role of Assets in the Resource based Model of Market
segmentation Fi8ure 22: M^trr.Qp'wiife «—~; "2
116
Table of Figures VII_
Figure 23: The Role of Cultural Capabilities in the Resource based Model of
Market Segmentation 124
Figure 24: The Role of Success of Market Segmentation in the Resource based
Model of Market Segmentation 129
Figure 25: Details of the Resource based Model of Market Segmentation 131
Figure 26: Sample by Business Sectors 137
Figure 27: Measuring Latent Variables by Reflective and Formative Indicators 139
Figure 28: Operationalisation of Financial Investment for Market
Segmentation 145
Figure 29: Operationalisation of Assets of Market Segmentation 147
Figure 30: Operationalisation of Operational Capabilities of Market
Segmentation 150
Figure 31: Operationalisation of Structural Capabilities of Market
Segmentation 151
Figure 32: Operationalisation of Cultural Capabilities of Market Segmentation. 152
Figure 33: Operationalisation of Success of Market Segmentation 153
Figure 34: Operationalisation of Business Performance 154
Figure 35: Overview of Measurement Scales and their Origins 155
Figure 36: Adjusted Resource based Model of Market Segmentation 180
Figure 37: SEM of the Resource based Model of Market Segmentation 181
Figure 38: Conceptualisation of Strategic Market Segmentation 198
Figure 39: Systematisation of Market Segmentation Strategies 207
Figure 40: Market Segmentation Strategies and the Resource based Model of
Market Segmentation 210
Figure 41: Fit between Business Strategy and Market Segmentation Strategies .211
Figure 42: Resource Profiles of Second level Constructs (Measure oriented
Segmenting Firms) 231
Figure 43: Resource Profiles of Third level Constructs (Measure oriented
Segmenting Firms) 232
Figure 44: Differences between High and Low Performing Firms (Second
level Constructs, Measure oriented Segmenting Firms) 233
VIII _
Figure 45: Differences between High and Low Performing Firms (Third level
Constructs, Measure oriented Segmenting Firms) 234
Figure 46: Resource Profiles of Second level Constructs (Segmentation
Virtuoso) 235
Figure 47: Resource Profiles of Third level Constructs (Segmentation Virtuoso)236
Figure 48: Differences between High and Low Performing Firms (Second
level Constructs, Segmentation Virtuoso) 237
Figure 49: Differences between High and Low Performing Firms (Third level
Constructs, Segmentation Virtuoso) 237
Figure 50: Resource Profiles of Second level Constructs (Customer segmenting
Firm) 239
Figure 51: Resource Profiles of Third level Constructs (Customer segmenting
Firm) 239
Figure 52: Differences between High and Low Performing Firms (Second
level Constructs, Customer segmenting Firm) 240
Figure 53: Differences between High and Low Performing Firms (Third level
Constructs, Customer segmenting Firm) 241
Figure 54: Resource Profiles of Second level Constructs (Market segmenting
Firms) 243
Figure 55: Resource Profiles of Third level Constructs (Market segmenting
Firms) 243
Figure 56: Differences between High and Low Performing Firms (Second
level Constructs, Market segmenting Firms) 244
Figure 57: Differences between High and Low Performing Firms (Third level
Constructs, Market segmenting Firms) 245
Figure 58: Overview of Strategy specific Success Factors for Market
Segmentation 247
Table of Tables IX.
Table of Tables
Table 1: Studies on the Application of Market Segmentation 27
Table 2: Selected Empirical Studies of Strategic Fit' Analysis 35
Table 3: Performance Implications of the 'Strategic Fit' between Business
Strategy and Marketing Strategy 37
Table 4: Description of Relational Assets 82
Table 5: Description of Intellectual Assets 87
Table 6: Overview of Empirical Studies which Investigate Resources in a
Marketing Context 141
Table 7: Overview of Fit Measures 159
Table 8: Measurement of the Construct 'Scale Resources' 161
Table 9: Measurement of the Construct 'Technological Resources' 162
Table 10: Measurement of the Construct'Relationships' 163
Table 11: Measurement of the Construct'Image/Reputations' 163
Table 12: Measurement of the Construct 'Individual Experiential
Knowledge/Skills' 164
Table 13: Measurement of the Construct'Corporate Knowledge' 165
Table 14: Measurement of the Construct'Market Scanning Capabilities' 166
Table 15: Measurement of the Construct'Pricing Capabilities' 167
Table 16: Measurement of the Construct'Product Development Capabilities' 167
Table 17: Measurement of the Construct'Distribution Capabilities' 168
Table 18: Measurement of the Construct'Communication Capabilities' 169
Table 19: Measurement of the Construct'Marketing Planning Capabilities' 169
Table 20: Measurement of the Construct 'Marketing Implementation
Capabilities' 170
Table 21: Measurement of the Construct 'Marketing Information Processing
Capabilities' 171
Table 22: Measurement of the Construct 'Structural Capabilities' 172
X Table 24: Measurement of the Construct 'Competitor Orientation' 174
Table 25: Measurement of the Construct 'Interftinctional Coordination' 175
Table 26: Measurement of the Construct 'Success of Market Segmentation
Strategies' 176
Table 27: Measurement of the Construct 'Financial Performance' 177
Table 28: Measurement of the Construct 'Market based Performance1 177
Table 29: Discriminant Validity of Segmentation Capabilities 178
Table 30: Validation of Cluster Solution by Half Split Method 200
Table 31: Cluster Means, ANOVA Statistics and Scheffe Test 202
Table 32: Correlation Coefficients between Objectives and Objects of
Segmentation 206
Table 33: Example for Deviation Score Calculation 219
Table 34: Proportion of Market Segmentation Strategies within Both Studies 220
Table 35: Regression Analysis for Measure oriented Segmenting Firms 221
Table 36: Regression Analysis for Segmentation Virtuosos 222
Table 37: Regression Analysis for Customer segmenting Firms 222
Table 38: Regression Analysis for Market segmenting Firms 223
Table 39: Summary of Statistically Significant Strategy specific Success Factors224
Table 40: Calculation of Deviation between Rankings of Various Sub Samples
and Average Ranking within a Selected Market Segmentation
Strategy 229
Table 41: Deviation of Rankings across all Market Segmentation Strategies 230
Table 42: Dimensions of the Adaptive Cycles and Strategic Types
Characteristics 250
Table 43: Distribution of Miles and Snow's (1978) Business Strategy Types 258
Table 44: Performance Implication of the Match between Market Segmentation
Strategies and Business Strategies 259 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Sausen, Karsten 1974- |
| author_GND | (DE-588)131718320 |
| author_facet | Sausen, Karsten 1974- |
| author_role | aut |
| author_sort | Sausen, Karsten 1974- |
| author_variant | k s ks |
| building | Verbundindex |
| bvnumber | BV021575088 |
| classification_rvk | QP 621 |
| ctrlnum | (OCoLC)69663685 (DE-599)BVBBV021575088 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Thesis Book |
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| genre_facet | Hochschulschrift |
| geographic | Schweiz (DE-588)4053881-3 gnd |
| geographic_facet | Schweiz |
| id | DE-604.BV021575088 |
| illustrated | Illustrated |
| index_date | 2024-07-02T14:39:43Z |
| indexdate | 2024-07-09T20:39:00Z |
| institution | BVB |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014790841 |
| oclc_num | 69663685 |
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| physical | X, 341 S. Ill., graph. Darst. |
| publishDate | 2006 |
| publishDateSearch | 2006 |
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| spelling | Sausen, Karsten 1974- Verfasser (DE-588)131718320 aut Development of a resource-based model of market segmentation submitted by Karsten Sausen 2006 X, 341 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 2006 Wettbewerbsvorteil (DE-588)4219652-8 gnd rswk-swf Erfolgsfaktor (DE-588)4197034-2 gnd rswk-swf Ressourcenmanagement (DE-588)4431979-4 gnd rswk-swf Marktsegmentierung (DE-588)4037644-8 gnd rswk-swf Schweiz (DE-588)4053881-3 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Schweiz (DE-588)4053881-3 g Marktsegmentierung (DE-588)4037644-8 s Erfolgsfaktor (DE-588)4197034-2 s Ressourcenmanagement (DE-588)4431979-4 s Wettbewerbsvorteil (DE-588)4219652-8 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014790841&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sausen, Karsten 1974- Development of a resource-based model of market segmentation Wettbewerbsvorteil (DE-588)4219652-8 gnd Erfolgsfaktor (DE-588)4197034-2 gnd Ressourcenmanagement (DE-588)4431979-4 gnd Marktsegmentierung (DE-588)4037644-8 gnd |
| subject_GND | (DE-588)4219652-8 (DE-588)4197034-2 (DE-588)4431979-4 (DE-588)4037644-8 (DE-588)4053881-3 (DE-588)4113937-9 |
| title | Development of a resource-based model of market segmentation |
| title_auth | Development of a resource-based model of market segmentation |
| title_exact_search | Development of a resource-based model of market segmentation |
| title_exact_search_txtP | Development of a resource-based model of market segmentation |
| title_full | Development of a resource-based model of market segmentation submitted by Karsten Sausen |
| title_fullStr | Development of a resource-based model of market segmentation submitted by Karsten Sausen |
| title_full_unstemmed | Development of a resource-based model of market segmentation submitted by Karsten Sausen |
| title_short | Development of a resource-based model of market segmentation |
| title_sort | development of a resource based model of market segmentation |
| topic | Wettbewerbsvorteil (DE-588)4219652-8 gnd Erfolgsfaktor (DE-588)4197034-2 gnd Ressourcenmanagement (DE-588)4431979-4 gnd Marktsegmentierung (DE-588)4037644-8 gnd |
| topic_facet | Wettbewerbsvorteil Erfolgsfaktor Ressourcenmanagement Marktsegmentierung Schweiz Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014790841&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT sausenkarsten developmentofaresourcebasedmodelofmarketsegmentation |