Strategic marketing in New Zealand companies

Abstract

This article examines the contribution of selected “textbook” strategic marketing practices to the competitive success of New Zealand companies employing 20 or more employees, as well as the overall adoption levels of these practices. Data were collected by means of a large-scale mail survey, and 10 hypotheses were tested empirically. The results serve to confirm that the basic strategic marketing practices that are typically advocated in the mainstream empirical and prescriptive literature have a key role to play in the success of New Zealand companies. However, they also indicate that there is scope for New Zealand companies to more fully embrace strategic marketing.