Please use this identifier to cite or link to this item:
Title: Marketing Strategy as a Competitive Tool for Performance A Study of Manufacturing and Service Industries in India
Researcher: Rahul Gupta Choudhury
Guide(s): R. Venkatesh
Keywords: Marketing Strategy
University: Alliance University
Completed Date: 28/04/2016
Abstract: Marketing strategy has been a part of the marketing discourse for quite some time newlinenow, and is an established part of marketing science. Lot of research has been done newlineon marketing strategy over this period of time. An area of particular interest is the newlineinfluence of marketing strategy on business performance. The results of these newlineresearches were mixed. Some studies proved a correlation between strategy and newlineperformance, while most remained inconclusive. This area has not been adequately newlineresearched in the Indian context. It is with the primary objective of researching this newlinecorrelation between strategy and performance in the Indian context, that this newlineresearch was undertaken. newlineThis research is done in three phases. In the first phase, the objective was to newlinedetermine whether there exists any pattern with reference to differences in newlineperformance among firms depending on their contextual factors. Accordingly newlineapproximately 200 firms were chosen from among 8 major industries/categories in newlineIndia. The first contextual factor chosen for determining significant differences in newlinethe pattern of business performance was ownership i.e. a comparison between newlinedomestic firms and foreign owned firms. The primary parameters chosen for newlinemeasuring performance was sales, profits, ROI etc. Statistical tools used were newlineregression analysis and T-tests. The tests did not throw up any significant difference newlinein performance between these two sets of firms domestic and foreign owned. newlineIn the second phase of this research, a questionnaire was designed and primary data newlinecollected from top company executives. The data collated pertained to overall newlinestrategy of different category of firms. Again, no significant difference was newlineobserved in strategies pursued by firms, depending on their contextual factors. So, newlineup to this stage, no correlation was observed between strategy and performance of newlinefirms depending on contextual factors such as size, age of the firm, ownership etc.
Pagination: 238
Appears in Departments:Alliance School of Business

Files in This Item:
File Description SizeFormat 
10_chapter-1.pdfAttached File202.67 kBAdobe PDFView/Open
11_chapter-2.pdf376.96 kBAdobe PDFView/Open
12_chapter-3.pdf302.96 kBAdobe PDFView/Open
13_chapter-4.pdf357.23 kBAdobe PDFView/Open
14_chapter-5.pdf366.62 kBAdobe PDFView/Open
15_chapter-6.pdf395.69 kBAdobe PDFView/Open
16_chapter-7.pdf1.97 MBAdobe PDFView/Open
17_chapter-8.pdf178.74 kBAdobe PDFView/Open
18_chapter-9.pdf179.28 kBAdobe PDFView/Open
19_bibliography.pdf356.05 kBAdobe PDFView/Open
1_cover page.pdf137.13 kBAdobe PDFView/Open
20_annexure.pdf3.66 MBAdobe PDFView/Open
3_abstract.pdf167.77 kBAdobe PDFView/Open
4_acknowledgments.pdf167.9 kBAdobe PDFView/Open
5_declaration.pdf159.63 kBAdobe PDFView/Open
6_certificate.pdf227.93 kBAdobe PDFView/Open
7_contents.pdf282.77 kBAdobe PDFView/Open
8_tables.pdf169.73 kBAdobe PDFView/Open
9_figures.pdf184.99 kBAdobe PDFView/Open

Items in Shodhganga are protected by copyright, with all rights reserved, unless otherwise indicated.